The Four Pillars of Good Governance
When I tell people I teach nonprofit governance, the most common reaction is… a polite smile. Governance doesn’t sound glamorous. And yet, in my work as an interim executive director and in the classroom, I’ve seen over and over that great governance is the difference between an organization that struggles and one that thrives.
Years ago, I came across the book Triple Crown Leadership by Bob and Gregg Vanourek. They describe the kind of leadership that makes organizations not only successful but lasting: excellent, ethical, and enduring.
Their framework was designed for thinking about leadership across an entire organization. I’ve found it also works beautifully as a framework for nonprofit governance. In my work with nonprofit boards, and in the classroom, I use a slightly expanded version:
Together, these are what I believe are the four pillars of good governance:
Ethical – Acting with integrity, not just focusing on outcomes of your organization but also caring about how those outcomes are achieved. Having leadership who will do the right thing, even when it’s inconvenient. Being transparent in major decisions and finances. Protecting the organization’s reputation by acting with integrity in every setting. Good Governance requires honesty and accountability.
Excellent – Setting high but realistic standards, pushing for continuous improvement, and pursuing impact that really matters. Being willing to ask hard questions, even uncomfortable ones. Encouraging innovation while preserving what works. We want boards that hold the organization to this level, that strive for meaningful results, not just activity.
Enduring – Playing the long game. Looking forward. Adapting to changing circumstances rather than clinging to the past. Strong boards safeguard financial health, build leadership pipelines, and ensure the mission remains relevant over decades, not just years.
Equitable – Creating a culture of inclusivity where all voices are heard and respected. Asking who is missing from the table, and why. Creating real pathways for participation and leadership. Making sure every voice is heard, not just the loudest. Boards that embrace equity make better decisions, attract broader support, and more fully reflect the communities they serve.
Now more than ever, it is critical that boards understand these guiding lights and intentionally build toward them. In future articles, I’ll be breaking these pillars down one by one and share practical projects and professional practices boards can implement to strengthen each one. My goal is to create a clear roadmap to building a board whose work amplifies the mission, uplifts leadership, and helps organizations, and their communities, truly thrive.