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Good Hearts, Great Boards: Lifting Governance Standards Without Losing Soul
Bridging Purpose and Power: How Tri-Sector Leadership Shapes Modern Influence, Governance, and Impact - an article series written by Blake Tierney – Non-Executive Director and Former Deputy Chair
Blake Tierney is a dynamic leader with over 14 years of experience spanning commercial enterprises, industry associations, and charitable organisations, serving in both executive roles and on boards. His tri-sector expertise enables him to bridge perspectives across government, business, and civil society, driving strategic influence and meaningful change.
In this article series, Blake traces the evolution of leadership capability across three stages from influence, to governance, to systems leadership arguing that the future of impact lies in leaders who can navigate and align business, government, and community. It’s about how purpose-led organisations can move beyond passion to performance, and how leaders can use strategic discipline, cross-sector collaboration, and ethical influence to create meaningful, measurable change.
In this second article, Blake explores how volunteer boards - while the backbone of Australia’s community sector - need strong governance frameworks to turn passion into performance and build lasting impact.
Good Hearts, Great Boards: Lifting Governance Standards Without Losing Soul
Volunteer boards are the backbone of Australia’s community sector. They give their time, heart, and experience freely. Yet even the best intentions can falter without structure. Good governance is what turns passion into performance.
Most NFP boards face five familiar challenges: time scarcity, unclear roles, mission drift, unmanaged risk, and decisions made without data. These pressures are magnified by a lack of funding, where compliance is treated as a luxury rather than a necessity. But good governance isn’t expensive; it’s built on clarity, transparency, and consistency.
Another quiet challenge: many directors are volunteers who bring heart but limited governance experience. They’re asked to interpret constitutions, absorb risk, and manage finances they were never trained to handle. That’s not a failure of will, it’s a failure of scaffolding.
The solution isn’t to professionalise or train compassion out of the sector. It’s to equip volunteers with practical tools, structured induction, simple reporting templates, peer mentoring, and Chairs who lead with both empathy and clear expectations.
As a Director and executive supporting multiple boards, I’ve seen how the right framework transforms volunteer intent into institutional resilience.
A useful model is the “tri-sector governance triangle”:
Purpose → Policy → Performance.
Purpose sets direction. Policy provides guardrails. Performance ensures delivery. When those align, overarching governance protects the strategy (mission) rather than diluting it.
Good governance doesn’t require deep pockets, just a strong framework on which to build. And when volunteer boards are equipped, not just inspired by a mission, they become the quiet engine of success for community organisations.
In the third and final article of this series, Blake will highlight why cross-sector collaboration is the new leadership currency - uniting business, government, and community to tackle complex challenges and transform isolated efforts into collective impact. Stay tuned for The New Leadership Currency: Cross-Sector Collaboration for Public Good.
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