Why training is the missing link

Normi Cadavieco, GGi’s associate director of organisational development, says governance training can help to build a culture of openness, accountability and clarity

Governance is about people, not just processes. It’s about how decisions are made, how risks are managed, and how values are lived day to day.

When governance is strong, culture follows. That’s why examining culture is a core part of GGi’s governance reviews—and why we pay close attention to how training supports the development of a governance-positive culture.

We’ve worked with all sorts of organisations, from NHS trusts and integrated care boards to charities, universities, membership bodies and many more. In every case, the conversation starts with culture. How do we build a culture of openness, accountability and clarity? How do we make governance feel less like a burden and more like a shared responsibility?

Why governance training matters

Governance training helps answer those questions. It gives people the tools to understand their roles, ask better questions, and make more confident decisions. It’s not just about knowing the rules but about understanding how to apply them in real life, in real time. Governance must be flexible and proactive, and training should follow those principles.

One of the things we hear most often when delivering governance skills training is that people have never had formal support in these areas—especially minute-taking, chairing meetings or writing reports. These are core governance skills, but they’re often treated as optional extras.

The truth is these skills take time and focus to develop. And when they’re missing, it shows—in unclear papers, unfocused meetings, and decisions that lack transparency. But when someone chairs a meeting well, writes a clear and purposeful paper, or captures minutes that reflect real oversight, it doesn’t just improve governance; it strengthens the organisation’s ability to make confident, well-informed decisions. That, in turn, fosters a culture of trust and supports leadership at every level.

Be proactive

We’re often asked to deliver training reactively, perhaps following an independent governance review, a less-than-ideal inspection by the regulator, a national directive or even a legal challenge to a board decision.

One of the most common frustrations we hear from board members is about excessively long, unfocused and unclear board papers. Through workshops focused on writing for decision-making, we’ve helped authors structure their papers so that risks, options and recommendations are easy to understand and act on. The feedback is consistent: papers feel more focused, more useful, and more aligned with the decisions being made. The benefits—internally and externally—are almost immediate.

But governance training shouldn’t only be reactive. When you spot gaps, address them early—don’t wait for a review to flag them as failings. And when you're undergoing cultural change, consider how governance supports that change. Training plays a key role in making sure everyone has the tools and confidence to contribute.

Culture starts with capability

When people feel equipped, they engage more fully. They ask better questions, challenge constructively, and take ownership of their roles. That’s how culture shifts—from compliance to curiosity, from hierarchy to shared responsibility.

And that’s why governance training matters. It’s not just about avoiding mistakes—it’s about building a culture where good governance is part of how things are done every day.

Let’s work together

If you’re thinking about how to strengthen governance in your organisation—whether through training, coaching or practical tools—we’d love to help. We’ll work with you to design a solution that fits your needs, supports your goals, and builds confidence across your teams.