Theresa Palmer, Head of Schools Governor Services, sees it time and again. When schools treat governance support as an administrative add-on, they only ever get administrative value. When they use it as a trusted advisory function, something far more powerful happens – real capacity is created for leaders and governors alike.
Schools are operating in a governance landscape that is heavy with expectation and risk. Policies, complaints procedures, reporting timelines and statutory duties sit quietly in the background until something goes wrong. At that point, schools often discover that well-meaning systems have tied them in knots or left them exposed to challenge. Complaints processes, in particular, are a common pressure point. Policies and procedures are written with good intentions, but often structured in ways that escalate issues or leave the school accountable for outcomes that could have been avoided with stronger governance foundations.
A further risk is how governance support is resourced. Many schools under financial constraints may rely on internal staff who work in deference to the headteacher. That dynamic is understandable, but it limits challenge. As Theresa put it, “governance is about difference not deference i.e. people who do what the head demands rather than what is right.” An external governance professional brings independence, objectivity and effective practice and the confidence to challenge constructively, protecting the school rather than the hierarchy.
When governance unlocks leadership
Theresa described working with an organisation that was evolving its governance arrangements. Structurally, things had changed, but ways of working had not yet caught up. Systems were still operating separately, responsibilities were blurred, and decisions were sometimes being made without the right information or frameworks in place.
As Theresa put it, “They were technically operating as one organisation, but in practice some of the thinking was still happening in separate parts.”
Progress came gradually. “You can’t eat a cow in one sitting,” Theresa reflected. Change was built through patient, consistent advice and a willingness to keep asking the right questions.
Over time, meetings became more focused.
One of the most important shifts was for the chair. “They weren’t inexperienced,” Theresa explained, “they just didn’t yet have clarity about how to work within their powers.” With a trusted adviser alongside them, the chair had a safe space to test ideas, explore concerns and understand what action was possible. That clarity brought confidence.
As that confidence grew, so did the quality of discussion around the table. Conversations became more strategic, less reactive. Eventually, this led to a strategic away day that brought together voices that had previously been operating in parallel. It created space to step back from day-to-day pressures and focus on collective direction.
“That’s where the real value is,” Theresa reflected. “It’s not just about compliance. It’s about giving people the confidence and headspace to lead properly.”