The answer, to me, lies in the first P: People. People make a culture where the shared purpose (the college mission, vision, values and strategy) drives everything and strong performance oversight becomes the norm. Relationships at all levels are key: between the chair and individual governors; between governors and the SLT individually and collectively; between the chair, principal and the governance professional. I’m not talking about being ‘mates’ — a relationship between chair and principal conducted in the pub or on the golf course is not good governance (and believe me, it happens).
Through getting relationships right, a truly inclusive and dynamic governance culture can be built, based on mutual trust, strong communication and an understanding of and respect for each other’s roles. Within such a culture, every individual is confident to perform their role, and individual contributions — including those that don’t conform to the norm — are valued. Expectations are set and communicated, and strong challenge is part of the package when these are not met.
At Rockborn, we tailor our EGRs to offer a bespoke service that meets not only the requirements of the DfE’s guidelines but also reflects the unique situation of each college and its corporation. We don’t believe in tick-boxes. Our sector experts work alongside you (not inspecting you!) towards an outcome that brings real benefits and added value to your governance arrangements.
During an EGR I always set out to speak to as many governors and members of SLT as possible, as well as observing at least one meeting. One of the things I look out for as a simple indicator of a culture of engagement is whether governors talk about the college as ‘you/they’ or ‘we/us’ in discussion.
