Governance Consulting and Coaching

There is a difference between coaching (which builds individual reflective practice and supports a person to achieve their goals, which the coach may not themselves be expert in) and mentoring (which assists with building specific skills in which the mentor is experienced themselves, by sharing their knowledge).

I initially offer mentoring in the governance world as I believe that what directors often need is the specific knowledge and skills required to hit the ground running immediately upon your appointment. The legal structure and practice context of the appointment may be different to the world you have built your career in, and the governance role requires a different lens to that of a senior executive. 

As you become more comfortable and familiar in the role the mentoring shifts to a coaching approach, where you are guided to uncover your own insights, boosting your motivation and making meaningful and sustainable change more likely. I am a trained neurocoach through the NeuroLeadership Institute (David Rock and colleagues) and tap into how the brain learns and changes to build the mindset and resilience needed to thrive long-term.

I work with new clients a minimum of 4 times over the first year. I often find that clients want to meet just prior to or following board meetings (depending on their needs) which can increase the frequency.

In the sessions we establish:

• What brings you to a governance role – what are the motivators for being on a board?
• The level of knowledge you hold of board governance practice and responsibilities (which is different to internal organisational or clinical governance processes)
• Your own skill profile in relation to the board role you hold
• The workplan of the board and what you will be expected to contribute to over the year
• What strengths you bring to the table
• What changes do others expect in your performance by the end of your first year
• what you would personally like to accomplish

We then follow a structured process aligned to the board workplan, so you receive information when you need it, relevant to the decisions being made.

More experienced directors often seek out mentoring when moving to a different sector or entity type, to ensure they are considering the appropriate criteria for decisions. This may be for a limited period of time, or may shift to a coaching approach, where a sounding board is preferred to advice.

Mentoring is best for new or emerging directors, who may be technical experts in their own careers, but are new to the world of governance – being on the other side of the board table. This approach is particularly helpful in supporting the shift from an operational perspective to a governance one. If you are a confident and experienced director we would move straight to a coaching approach.

Governance mentoring does not necessarily include access to the mentor’s networks or guarantee a future role on a board. This is why I prefer to work with people once they have secured their first role, so that questions are specific to the board they are on and the nature of the organisational structure. However I am happy to be approached if you are interested in learning more about what a governance role or career may look like, to see if it’s a good fit.

If your board meetings feel unclear, unfocused or reactive, or if directors are unsure about their roles, it’s likely time for governance training. Many boards I work with are dealing with blurred lines between governance and operations, inconsistent engagement, or conflict between members. A short training session can restore clarity, improve engagement and set a clear path forward.

Yes. Coaching new Chairs is one of the most common governance services I provide. Whether you need help running effective meetings, building trust with your CEO, or managing tricky dynamics, I offer tailored, confidential support to help you lead with confidence and stay aligned with best practice.

Absolutely. I work with not-for-profit boards, incorporated societies and values-led organisations across New Zealand. Training is always adapted to your context, with practical, no-jargon guidance and tools that suit your mission, resources and governance structure.