Strategic Moves: Why Good Governance is a Game of Chess

Good governance is about more than just passion and commitment. I’ve had the privilege of working with many museum Boards made up of people who care deeply about their organisations, but lasting success in governance takes more than goodwill alone. It requires strategic thinking, flexibility, and the ability to bring together the right people to meet the challenges of the moment. This is Heritage Thinking Differently, and today we’re exploring how good governance is a dynamic practice - like chess, it’s about making the right moves, with the right people, at the right time.

My reflections on Board reform are rooted in my time at the Framework Knitters Museum and later at Creswell Crags. At both sites, we worked with Read Consultancy to help assemble a Board that could steer each organisation into its next chapter. Most Boards begin as a well-chosen group of individuals, selected to meet the needs of the time. Their contributions are often what have helped the museum weather past storms. But over time, Boards can become static. Some trustees stay on longer than is ideal - perhaps out of a sense of duty, or because the role brings a certain status.

The right group of people can inject energy and momentum into an organisation, while the wrong mix can slow progress. Boards can become ‘stuck’ for all sorts of reasons - sometimes due to a lack of clear direction, sometimes as a result of external pressures. At one site I supported, the loss of a key leadership role had left a small group of trustees functioning as an “Operational Board.” They were focused on keeping the site running, tackling everything from plumbing to cleaning. But this focus on the day-to-day meant strategic planning and financial management had all but disappeared. What was needed was a shift towards governance and forward thinking. I helped the team develop a strategy to evolve their Board and recruit new trustees with the right skills and outlook.

So, what makes up a great Board? How many trustees should there be, and what skills should they bring? There’s no single answer. While your constitution might set a limit, it helps to build in some flexibility. In some cases, a small, highly skilled team can act quickly and make decisions efficiently. At other times, a larger group may be necessary to bring in key expertise. A group of 10–12 is often a good place to start, but if talented people are eager to help, don’t be afraid to open the door. But talent is only half of the equation. Personality is more difficult to define, but as a golden rule it might be wise to avoid signs of arrogance, self-importance, a saviour complex and an unwillingness to work with the staff. Unfortunately few applicants reveal this side of their character during the interview process.

The makeup of your Board should reflect your strategic goals. One analogy I often use is planning a mission to Mars. What skills would you need to get there - and to survive once you arrive? A skills audit can help you assess what strengths already exist across your Board, staff, and volunteers. This insight should guide your future recruitment and succession planning. For example, if your strategic plan includes expanding your learning programme, it’s crucial to include someone with up-to-date experience in education. Likewise, if you’re currently outsourcing HR or legal advice, you might look for trustees who can bring some of that expertise in-house.

Succession planning shouldn’t be left until the last minute. The most effective Boards are proactive, thinking ahead about who will help lead the next phase of the journey. A healthy mix of ages can support continuity, and appointing a youth trustee can be a valuable step - provided the role is taken seriously. It’s worth taking time to think about what voices you want at the table and the perspective they’ll bring.

Board recruitment is much simpler when you’ve done the groundwork. I often encourage organisations to think of their Board like a chess set. Each piece has a different way of moving, each brings its own strengths. Some trustees may have deep sector knowledge; others might offer community connections, specialist skills, or a strong understanding of your audiences. If everyone comes from the same background - such as a Board dominated by councillors or a single profession - you may find it harder to explore new opportunities or respond to unfamiliar challenges.

Good governance also means knowing when to step forward - and when to step aside. A clear strategic plan can help guide these transitions, allowing you to identify the skills and experience needed for the road ahead.

Once you have the ideal team it’s vital that you ensure that you keep abreast of best practice and engage with other Boards. Your regional Museum Development team, AIM and other sector bodies offer programmes to support Trustees, and many provide an opportunity to network and develop skills. It is essential that you avoid becoming siloed and ensure you take your responsibilities seriously for the sake of the site you represent. If you are unwilling to invest in your professional development this may not be the best time to be joining a Board.

If you're looking to review or refresh your governance arrangements, I’d be happy to have a conversation. A strategic review might be the perfect place to start, helping you build the Board you need to face the future with confidence.

Paul Baker

Links:

Heritage Thinking Differently - Strategic Planning

AIM Being an Effective Trustee