The Vital Role of Governance in Successful Transformations: Building a Two-Way Relationship
In the world of organisational transformation, the role of governance is often perceived as a necessary formality—a box-ticking exercise that sometimes feels more like a barrier than a bridge. For many project managers, the thought of presenting to a Steering Committee (SteerCo) can be daunting. It’s like stepping into the lion’s den, unsure of whether they’ll emerge with support or scrutiny. However, this perception doesn’t have to be the reality. A strong, two-way relationship between project teams and governance bodies can be the linchpin that turns a challenging transformation into a resounding success.
Governance as a Partner, Not an Adversary
At its core, governance should not be seen as a gatekeeper but rather as a guiding partner. The role of a SteerCo is to provide strategic oversight, remove obstacles, and ensure alignment with the organisation’s broader objectives. It’s about offering a safety net, not setting a trap. When governance is approached in this way, it transforms from a potential adversary into a crucial ally.
For project managers, it’s common to feel apprehensive about engaging with governance. There’s a fear of being judged, of having their decisions questioned, or worse, of their projects being halted. This fear can create a barrier to open communication, leading to misunderstandings and a lack of support when it’s needed most. But what if we reframe this relationship? What if, instead of viewing the SteerCo as a panel of critics, we saw them as a group of mentors, invested in the success of the project?
The Fear Factor: Breaking Down Barriers
The anxiety project managers feel when presenting to a SteerCo is understandable. After all, they are often deeply involved in the day-to-day grind of the project, juggling resources, timelines, and stakeholder expectations. The SteerCo, on the other hand, is more removed, focusing on strategic alignment and risk management. This distance can make the SteerCo seem like a faceless entity, more interested in metrics than in the human stories behind the numbers.
To break down this barrier, it’s essential for project managers to feel comfortable being vulnerable—sharing not just successes but also challenges and uncertainties. This openness requires a shift in mindset from both sides. Project managers need to view the SteerCo as a supportive body that can offer guidance and resources, while the SteerCo needs to engage with empathy, understanding that behind every Gantt chart and progress report is a team of people doing their best under often challenging circumstances.
Governance: A Listening Ear
For a SteerCo to effectively fulfill its role, it must be more than just a decision-making body. It needs to be an active listener, keen to understand the nuances of each project and the unique challenges it faces. This means engaging with project teams not just during formal presentations but throughout the project lifecycle. Regular check-ins, open-door policies, and informal discussions can help build trust and ensure that governance is truly in tune with the needs of the project.
An effective SteerCo is one that asks, “How can we help?” rather than, “What went wrong?” It’s a subtle shift, but one that can make a world of difference. By focusing on solutions rather than problems, and by actively seeking to understand the project’s needs, the SteerCo can create an environment where project managers feel supported and empowered.
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Building a Two-Way Relationship
A good relationship between governance and project teams is a two-way street. It’s not just about project managers reporting up; it’s also about governance bodies reaching down to understand and support. This requires effort and empathy from both sides.
Project managers can take the initiative by being proactive in their communication, not just bringing issues to the SteerCo when they arise, but also sharing successes and insights that could help inform strategic decisions. Transparency and honesty can go a long way in building trust and fostering a sense of partnership.
On the other hand, governance bodies can make a concerted effort to be more accessible and approachable. This could involve regular face-to-face meetings, providing clear and constructive feedback, and being genuinely interested in the people behind the projects. It’s about recognising that every transformation is more than just a project—it’s a journey undertaken by a team of dedicated individuals.
Creating a Culture of Collaboration
Ultimately, the goal is to create a culture where governance is seen not as a hurdle but as an integral part of the transformation journey. When project managers and SteerCo members work together in a spirit of collaboration and mutual respect, they can achieve great things. This requires both sides to let go of preconceived notions and embrace a mindset of partnership.
In this collaborative culture, project managers feel empowered to speak openly about their challenges, knowing they will be met with understanding and support. Similarly, SteerCo members become more than just overseers; they become champions of the projects, actively working to remove obstacles and provide the resources needed for success.
Conclusion
The relationship between governance and project teams is crucial to the success of any transformation or project. It’s about more than just oversight; it’s about partnership, empathy, and mutual support. By fostering a two-way relationship built on trust and open communication, both project managers and SteerCo members can work together to achieve their shared goals.
Transformations are challenging, but with the right governance, they don’t have to be scary. Instead, they can be opportunities for growth, innovation, and lasting change.
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Hey I’m Dr. Dan I write about all things regarding strategy, transformation and leadership!!! Feel free to follow or connect with me!!!