What future governance leaders can learn from transformation experts

As technology and AI become more embedded within the governance function, governance professionals are moving beyond their role as administrators. Increasingly, they are acting as strategic advisers and facilitators of decision-making. 

AI is fantastic at processing information quickly and efficiently. But it’s still limited and cannot replace human judgement. AI doesn’t understand company culture, context, competing priorities, organisation priorities, stakeholder complexities – ultimately things that benefit boards, investors and stakeholders as they look to navigate risk and complexity. 

Using technology as a governance professional 

So where does AI and technology play a role? AI can still support governance processes, providing efficiencies when it comes to managing information and data. But it’s understanding how to apply judgement alongside technology that is the required skillset of our age.  

If you’re early in your career, you can focus on developing your technical capabilities, but also building on the experience and confidence you need to deliver quality output by challenging assumptions, validating information and contributing an informed perspective.

Curiosity as a governance skill  

Any governance professional needs to be able to handle change. Today, boards and executive teams are expecting governance professionals to embrace innovation and to bring informed perspectives on emerging technologies like AI. This makes curiosity an important skillset, and you should remain focused on seeking opportunities to learn, either through joining industry events, partaking in professional discussions or keeping up to date with developments in governance and technology.  

Some quick-fire tips to show curiosity include:   

• Ask questions when you are unsure 
• Validate outputs rather than accepting them at face value 
• Seek guidance from more experienced colleagues 
• Challenge assumptions 
• Continuously explore new ways of working 

Learning is a two-way process 

As a new member of the profession, you can also play a role in sharing your understanding of emerging technologies through reverse mentoring. This provides a benefit to the senior leaders around you, but also helps you stand out in a competitive workplace.

Learning how to influence stakeholders  

With change happening all around us, some things stay the same. The most valuable of skills often have little to do with technology and more around those soft skills that are harder to acquire. This is about strong communication, influencing people and stakeholder management. You’ve got to understand how decisions will be received by different people, and understanding what will resonate with boards, executives, investors and colleagues can be just as important as the solution itself.  

Some of this might include: 

• Influencing without authority  
• Building consensus among competing stakeholders 
• Communicating complex issues with clarity  
• Managing competing priorities  
• Supporting effective decision-making 

The most important soft skill 

All of these will come to the forefront during periods of change. Transformation programmes rely on shared outcomes; when stakeholders are engaged, consulted on and given opportunities to contribute. This leads us relationship building, one of the most important soft skills a governance professional will require. Strong relationship building relies on understanding, listening and collaborating with different types of people.

The importance of storytelling during transformation 

A big part of transformation is new technology and process redesign. But successful transformation starts somewhere much simpler – helping people to understand why change is happening. Difficult stakeholders during the early stages often stems from a lack of understanding, rather than a dislike of the change itself. As a governance professional, you’ll play a crucial role in communicating these changes, which requires: 

• Clear communication of the problem being solved 
• Early stakeholder involvement 
• Visible leadership support 
• Practical training and coaching 
• Ongoing engagement and feedback 

Getting stakeholders involved early is maybe one of the most important things that you can do. Because teams need time to learn, adapt and embed new ways of working, it also creates opportunities for these teams to help shape the transformation. Working groups, champions, innovation forums and regular feedback mechanisms can also be used to encourage engagement.

What other skills do you need during a transformation? 

There are some qualities that governance professionals need that extend far beyond technology or any transformational programme. This includes things like adaptability, resilience, curiosity, collaboration, continuous improvement and a willingness to challenge the status quo.  

If you’re involved in a transformation project, you should think early about the value you are trying to create. For example: 

• Efficiency  
• Stronger controls 
• Reduced risk 
• Better stakeholder experiences 
• Enhanced decision-making  

Are all excellent outcomes, but they still require clear objectives and meaningful metrics that can demonstrate progress. Another important lesson is to know when to recognise and celebrate progress. Change takes a long time, and maintaining that momentum often depends on recognising milestones along the way. Transformation is an ongoing journey, not a one-off project.

Looking ahead 

For emerging governance professionals and future leaders, the future of governance will involve things like AI, technology and automation. However, the qualities that underpin effective governance, either through transformation programmes or through industry change, are more human. By demonstrating sound judgement, being a strong communicator, developing good relationships across the board and being curious and adaptable, you can help your organisation strengthen governance frameworks, manage their risk through periods of change and improve stakeholder engagement.  

Thank you to our panelists Sara Thomson, Interim Governance Advisor, Kier Group, Sarah Hollingsworth, Chief of Staff, Barclays Company Secretariat and Natasha Twena, Head of Corporate Governance, Operations, Aviva. If you’d like to attend our next OpenSpace event, take a look at our event calendar.