Strengthening small governance teams—Kerry Round’s reflections from Governance North 2025
Strengthening small governance teams—Kerry Round’s reflections from Governance North 2025
At Governance North 2025, I had the pleasure of facilitating and contributing to a panel discussion on “Strategies for strengthening small governance teams.” As the founder of a boutique governance consultancy that often supports small but mighty in-house governance teams, this is a topic I’m well-versed in. The session brought together governance professionals from a range of sectors to explore how we sustain, empower and develop small governance functions that often hold significant responsibility across complex organisations.
Our panellists included Sarah Lay Head of Governance and Company Secretary at the Co-op Academies Trust, Angela Alabi Head of Governance and Board Secretary, CITB and me, Chartered Secretary and founder of Round Governance Services. Together, we shared experiences from education, corporate, and third-sector contexts and found that many of our challenges and solutions are universal.
What do we mean by a “small governance team”?
One of our first questions was deceptively simple—what does “small” mean?
It isn’t always about numbers, right? A team might be “small” but its remit might stretch across a large or complex organisation, or maybe it sits far from the decision-making centre. Context matters. Proximity to the CEO, the team’s visibility within the organisation, and the respect shown by the board and senior leadership all shape a governance professional’s experience.
I pointed out that even in large corporate structures with hundreds of entities, the company secretariat can be just two or three people. Whether in a FTSE environment or a multi-academy trust, success depends on process, culture and relationships…not headcount.
The challenges of working in a small team
Our discussion quickly uncovered familiar challenges:
Isolation and lack of a sounding board. Governance professionals often work alone or in dispersed teams, making collaboration and informal learning harder.
Reliance on a single point of failure. Absence or turnover can expose critical gaps in capacity and knowledge.
Confidence and credibility. Without peers to validate advice, professionals must develop confidence in their own judgement and work hard to ensure the board and leadership understand and value governance.
Resource constraints. Time pressures and administrative overload can crowd out strategic work, CPD and innovation.
Geographical spread. In Sarah’s case, supporting academies across the North of England adds another layer of complexity to team cohesion and communication.
When we opened up to the audience, many nodded along. These shared experiences seemed to resonate throughout the governance community.
Finding the “silver bullets” and what works
Despite the challenges, our conversation was full of practical, positive strategies.
Sarah described how she focuses on building team cohesion and professional identity across a dispersed geography. She combines relationship-building with professional development by scheduling regular team huddles, CPD sessions, and face-to-face meetings.
Some of the approaches we explored included:
Investing in team wellbeing and culture. Creating time for connection, reflection and shared purpose. AT RGS, we’re a dispersed group of professionals and I like to promote a culture where wellbeing matters. Each team member receives an Oddbox of fruit and vegetables every two weeks, a Nespresso machine and monthly supply of coffee capsules and we take time to celebrate small wins and successes.
Embedding CPD. Encouraging professional development through the Chartered Governance Institute network, LinkedIn communities and external advisors.
Building internal relationships. Ensuring visibility and engagement with senior colleagues including, CFOs, COOs, HR leaders, and local governance bodies.
Developing clear processes and a shared understanding. Clarity on remit and expectations strengthens trust and consistency.
Using technology. Using digital tools to bridge geographical gaps and streamline information sharing.
Adopting these habits helps small teams punch above their weight, turning potential vulnerabilities into strengths.
The human side of governance
A recurring theme in this session was wellbeing and professional culture. Governance professionals often carry significant responsibility, sometimes without a team to support them. Maintaining a healthy balance, building networks, and celebrating the profession's identity were all seen as essential. This career load is one of the reasons I launched Gather Round, so peers can connect and actively pursue supportive relationships in a networking capacity.
The attitude of the board and leadership can make or break a governance culture. When governance is valued and respected, small teams can thrive; when it’s misunderstood, they can quickly become overwhelmed. Creating and sustaining that appetite for good governance is therefore both an art and a strategic priority.
What we’ve learned
We closed the session by sharing our personal “top tips”, our practices that have had the most positive impact:
Regular team huddles for problem-solving and information sharing.
Frequent face-to-face meetings that blend operational discussion with professional growth.
Peer networks to reduce isolation and provide challenge and support.
Clear line management that builds in development, CPD, and accountability.
Intentional relationship-building with governance stakeholders across all levels of the organisation.
Ultimately, strengthening small governance teams is about applying the three C’s—connection, clarity, and confidence. With strong professional identity, trusted relationships and a culture that values governance, even small teams can have a big impact.
Governance functions may not always have a large headcount, but its influence is felt everywhere decisions are made. As our discussion at Governance North 2025 showed, resilience in small teams comes not from numbers but from people and their professionalism.
Take a look at some of the services we offer that support in-house governance teams.