Goodwill is not a governance model

Purpose-led organisations are often built on extraordinary commitment.

That commitment matters. It draws people into the work, holds organisations together through difficult periods and keeps communities served when the systems around them are stretched.

But goodwill was never designed to carry the full weight of modern governance.

It cannot replace financial discipline.
It cannot substitute for assurance.
It cannot resolve unclear accountability.
It cannot protect an organisation from risks the board has not learned how to see early enough.

This is one of the central ideas sitting underneath my forthcoming book, Purpose Under Pressure: The governance conversations boards need now.

The book is written for Chairs, directors, CEOs and governance leaders who are navigating complexity, scrutiny and change. It is not a technical governance manual. It is a practical, reflective book about the conversations boards need when the easy answers are not available and judgement matters.

It is also shaped by my experience across regulation and boardrooms, where I have seen how quickly goodwill, effort and good intention can be tested when assurance, accountability or decision-making are placed under scrutiny.

One of the conversations the book invites boards to have is about what the organisation is really relying on.

Is it relying on a sustainable operating model?
Or on people stretching further than they should?

Is it relying on clear assurance?
Or on trust, effort and good intentions?

Is it relying on governance systems that match the work?
Or on legacy structures that have not kept pace with the pressure?

Goodwill matters deeply. But when it becomes the thing holding the model together, boards need to notice.

That is not a criticism of the people doing the work. Often, it is the opposite. It is a sign that committed people have been absorbing strain that should be visible at governance level.

The board conversation is not simply: “Are people committed?”

The stronger question is:

What are we asking goodwill to carry that governance, funding, structure or assurance should be carrying instead?

That is one of the practical questions Purpose Under Pressure puts in front of boards, Chairs and CEOs.

This is why the book matters now. Boards are operating in a more exposed environment, where community expectations, funding constraints, workforce pressure, safeguarding obligations, cyber risk and scrutiny are all sharpening at once.

Good intentions will always matter. But they are not enough.

Boards need the right conversations early enough to make sound decisions, test what they are told and govern with confidence when pressure builds.

Purpose Under Pressure launches in late May 2026.

To receive the launch link and free companion resources when they are available, contact me through Jaei Advisory, email janet@jaeiadvisory.com or connect with me on LinkedIn.