Good governance isn’t about having all the answers. It’s about asking the right questions. In our latest Matters Arising newsletter for trustees, our Risk Radar section explores how asking the right questions can help trustees identify risks early and make better decisions
National Trustees’ Week is a chance to celebrate the people who give their time, skills and experience to support charities and the communities they serve. Trustees play a vital role in ensuring charities remain effective, accountable and focussed on their purpose.
But being a trustee can sometimes feel daunting. Board papers are lengthy, discussions can move quickly, and there may be pressure to agree with the majority or trust that someone else has checked the details. For trustees who are new to the role, asking a challenging question can feel particularly uncomfortable.
Yet asking questions is not a sign of weakness or a lack of trust. It is an essential part of good governance. A healthy board makes space for curiosity, constructive challenge and different perspectives.
So, how can trustees identify risks early and make better decisions?
1. Spot the risk: when silence becomes a problem
Risks rarely arrive with a clear warning sign. Sometimes they emerge through small changes: a funding application that relies on optimistic assumptions, a safeguarding concern that keeps recurring, a budget variance that is not fully explained, or a project that is drifting away from the charity’s purpose.
If trustees feel unable to speak up, these warning signs can be missed. ‘Groupthink’, over-reliance on reassurance and a desire to avoid difficult conversations can all weaken board oversight.
Trustees do not need to be experts in every subject. Their role is to exercise independent judgement, seek assurance and satisfy themselves that the charity is being run in the best interests of its beneficiaries and in line with its charitable purposes.
The key risk is not asking a question you think might sound obvious. It is leaving an important question unasked.
2. Why trustees should care
Constructive challenge helps boards test assumptions, understand uncertainty and make informed decisions. It can also strengthen relationships by creating a culture where people feel able to raise concerns before they become serious problems.
This does not mean challenging everything for the sake of it. Effective questioning is respectful, purposeful and focussed on the charity’s mission. It recognises the expertise of staff and volunteers while ensuring that trustees have the information they need to fulfil their responsibilities.
A board that welcomes questions is also more likely to learn from mistakes, respond to changing circumstances and make decisions that reflect the needs of the people it serves.
3. Questions for your next board meeting
You do not need to wait for a crisis or a formal risk review to ask useful questions. Try introducing one or two of the questions below into your next meeting.
What are we missing? Have we considered different perspectives, including those of beneficiaries, staff and volunteers?
What evidence supports this decision? Are we relying on reliable information, or making assumptions?
What could go wrong? What are the main risks, and how confident are we that our controls are working?
How will we know if this is working? What outcomes are we trying to achieve, and how will we measure progress?
What would make us change course? Have we agreed what would trigger a review or a different approach?
If something is unclear, it is perfectly reasonable to ask for an explanation or further information.
If you remain concerned, ask for the issue to be recorded and followed up. Important questions deserve clear answers, not simply reassurance.
4. One action to take this month
At your next board meeting, make time to reflect on how well your board welcomes challenge.
Ask each trustee to identify one thing that would help them contribute more confidently. This might be receiving papers earlier, having complex information explained more clearly, allowing time for questions, or creating opportunities to raise concerns outside the meeting.
You could also agree to include a regular agenda item on “What have we not considered?”.
The chair has an important role in making this work by inviting quieter voices into the discussion, managing dominant contributions and ensuring that disagreement remains respectful and constructive.
Final thought: good governance starts with a question
So, this National Trustees’ Week, why not celebrate the difference trustees make by recognising that effective governance is not about knowing everything or always agreeing. It is about being curious, asking thoughtful questions and having the confidence to speak up when something does not feel right.
Remember: you do not need to have all the answers to be an effective trustee. Sometimes, the most valuable contribution you can make is to ask the question everyone else was thinking.
For more information and advice, visit our governance resources for trustees here.