The Modern Professional Body (TMPB) and Peridot Partners (Peridot) recently co-hosted Governing Together, bringing 16 CEOs from across membership and professional organisations into the same space for an open and frank conversation about governance.
At the heart of our discussion was a deceptively simple question: How do Chairs, CEOs, executives and volunteers work together in ways that enable transformation, inclusivity and lasting impact?
The session was held under the Chatham House Rule, giving people the freedom to speak candidly and share the realities of leadership without attribution, enabling honest challenge and the sharing of perspectives.
Why good governance is really about building effective relationship building
Too often, governance is viewed as a box-ticking exercise. In reality, it is about people and relationships and how leaders maintain trust, confidence and accountability in the organisations they steward.
As Harry McAdoo, Founder and CEO of TMPB, reflected in his introduction: “Good governance is not just a hygiene factor. It is a framework that can be used to help leaders drive organisational change. This is partly about having the structures in place to allow for effective oversight, but it is also about how you use these structures to build relationships and consensus in the direction of travel."
James Hunt from Peridot provided a recruitment perspective, highlighting the impact of these dynamics on leadership transitions: “We regularly see how the Chair and CEO relationship is pivotal but often overlooked. Leaders are too often expected to step in without induction or appraisal, and with blurred boundaries on how to balance support and challenge. Investing in that relationship early creates the foundations for long-term success.”
What we learned about modern governance
Conversations throughout the morning were open, honest and at times challenging. They revealed just how much of governance is shaped by culture and behaviour rather than by process or structure. Themes that stood out included:
- Leadership transitions remain fragile: Changes are increasingly frequent, often triggered by burnout or values misalignment. Yet succession is still too often reactive, beginning only after a resignation.
- The Chair and CEO relationship is symbiotic: It can drive clarity, culture and progress when strong, or create tension and inertia when it falters. Getting it right requires transparency, trust and clear expectations.
- Boards talk about transformation but often recruit for safety reasons: While Chairs speak about the need to recruit change-makers, the final decision often defaults to familiarity. Risk aversion too easily outweighs the need for courage.
- Diversity and disruption are reshaping leadership: Inclusivity, digital awareness and lived experience are now vital for modern leaders. Drawing leaders from outside traditional networks is becoming more essential.
- Volunteers and members are a source of energy and accountability: When included, they bring voice, purpose and visibility that strengthens governance. When overlooked, their value is lost, and they can create institutional resistance and drag.
How governance is shaping modern leadership
Expectations of CEOs and senior leaders are shifting. The best Boards are looking for people who not only provide stability but also embrace disruption and build inclusive cultures.
Interim leaders are having an increasing influence. They are no longer seen only as caretakers but as agents of change. Their presence often resets expectations about pace, candour and delivery, raising the bar for permanent successors.
Perhaps the most striking insight was that governance cannot be separated from culture. The best frameworks in the world cannot compensate for poor relationships. At its core, effective governance is about trust, partnership and the ability to disagree well.
What leaders said about the experience
Attendees highlighted how reassuring it was to benchmark, share learning and “know you’re not the only one with these challenges". Others described the event as “thought-provoking” and “an excellent opportunity to make new connections".
The ability to exchange ideas and hear “different perspectives on governance challenges from CEOs across a range of membership organisations” was seen as deeply useful, and it was admitted, “we could have carried on all day with our individual stories".
Where governance and leadership go next
Governance can be messy because people are messy. That is not a weakness. It is where growth and transformation can happen.
As Harry said in closing: “The real value lies in creating space for leaders to come together, unburden themselves and share perspectives. That peer exchange is where change begins.”
And as James reflected: “When Chairs, CEOs and boards invest in honest partnership early, they create the conditions for modern, inclusive leadership to thrive.”
We are grateful to everyone who contributed their time, insight and openness to this first Governing Together event. It has only strengthened our belief in the importance of creating spaces where leaders can come together, without an agenda, to share experiences and learn from one another.
As membership organisations face increasing complexity, shared learning like this becomes vital. We will be continuing the series with more peer-led conversations in the near future. If you would like to be part of the next one, we would love to hear from you.
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TMPB is a UK-based consultancy for professional membership organisations, supporting professional bodies to become more commercially astute, relevant and responsive to change. Our offer includes expert advice on leadership, governance, strategy and organisational evolution, helping legacy institutions modernise for long-term success. Please get in touch if you would like to explore a particular challenge or opportunity, or if you are interested in receiving updates from us.
James Hunt is Head of Not for Profit Appointments at Peridot Partners, a senior executive search recruitment specialist supporting the not for profit and membership sectors since 2005. Reach out to James for an informal chat about your career or recruitment needs.