When an organisation operates smoothly, when decisions are timely and well-informed, and when trust flows naturally between leaders and stakeholders, few stop to think about why. Yet beneath that calm lies a web of discipline; the systems of accountability, ethics, and foresight that define good governance.
Governance rarely demands attention when it works; it simply enables. It creates an environment where success feels seamless and predictable.
And yet, as the old saying goes, “the importance of good governance is best illustrated through its absence.” When it falters, the consequences are swift and painful.
When Governance Fails, Everything Else Follows
We have all witnessed what happens when governance collapses. Organisations that once stood as pillars of stability crumble under the weight of unchecked power, poor oversight, or ethical lapses. Reputations erode, regulators intervene, employees lose faith, and donors withdraw.
In those moments, everyone suddenly rediscovers the value of governance, but by then, the cost is already measured in lost trust and institutional credibility. Governance, like oxygen, is rarely noticed when present, but its absence suffocates even the strongest institutions.
Governance Is Not Compliance But Foresight
Good governance goes beyond ticking regulatory boxes. It is about foresight; the ability to anticipate issues before they become crises. It ensures that leadership remains accountable, that decisions are evidence-based and ethical, and that risks are mitigated with discipline and transparency.
It is the invisible framework that prevents chaos from masquerading as creativity and ensures that progress remains sustainable rather than accidental.
The Culture of Governance
In my experience working with Boards and Executive Teams, the most resilient organisations are those that treat governance as a living culture rather than a static policy.
They embed it in daily behaviour, in how leaders speak, decide, and engage. Governance becomes not a box to tick, but a mindset that drives excellence.
Conversely, where governance is weak, even the best strategies stumble. Blurred lines between the Board and Management breed confusion. The absence of whistleblowing mechanisms silences truth. Ignoring ESG and ethical standards distances institutions from stakeholders’ expectations.
Over time, small cracks in governance widen into fractures that threaten the organisation’s very existence.
The Courage to Govern Well
Good governance demands courage; the courage to challenge comfort, to ask the difficult questions, and to document decisions even when inconvenient.
It requires humility from leaders and consistency from professionals. It is rarely glamorous, but it is always foundational.
Governance does not slow progress; it safeguards it. It ensures that innovation, growth, and ambition are grounded in integrity and purpose.
When Governance Is Working – Noise Is Absent, But Its Effects Are Visible
It is often said that when governance works, no one notices. Yet that is only partly true. In mature institutions, governance is noticed, not because it is loud, but because its outcomes are unmistakable. You see it in the confidence of investors, the trust of regulators, the cohesion of teams, and the consistency of performance.
The absence of crisis does not mean the absence of governance; it is, in fact, evidence of it.
The true measure of governance lies not in its visibility, but in the trust, stability, and credibility it silently sustains.
When governance is working well, it does not seek applause; it earns respect through results. And when it fails, the entire system reminds us, painfully, of just how indispensable it truly is.
About the Writer:
Max Manzi is a Chartered Governance Professional and Advocate, currently serving as the Chief Governance and Legal Officer at aBi Finance Ltd, a wholesale impact finance solutions provider, catalysing the transformation of Uganda’s agricultural finance ecosystem.