Estimated reading time: 5 minutes
In this article, Rory Kramer-Strong and Emilia Anderson from Marsden discuss why influence, trust and relationship-building are critical for governance career progression. They explore how governance professionals can develop credibility, reliability and strategic impact, while using the Trust Equation as a practical framework for building stronger stakeholder relationships and advancing into senior roles.
Written by Rory Kramer-Strong and Emilia Anderson, Marsden
Organisations expect company secretaries and governance professionals to understand regulatory requirements, board procedures and governance frameworks. Those are fundamental parts of the role. But in our conversations with boards, general counsel and governance leaders, the candidates who stand out are often those who bring something less tangible: influence.
The most successful governance professionals build trust, strengthen relationships and create the conditions for better decision-making. They understand not only how governance works, but how people work.
For those looking to progress their governance careers, developing this influence can be just as important as expanding technical knowledge.
Good governance is often described through the things we can see: board papers, agendas, minutes, committees, terms of reference and regulatory processes, but some of the most valuable governance work happens behind the scenes.
Boards make better decisions when different perspectives are genuinely heard. In practice, however, discussions can easily become dominated by a small number of voices. Important concerns may go unspoken. Challenge may be encouraged in some areas and avoided in others.
The company secretary is uniquely positioned to recognise these dynamics. Whether supporting a public company, charity, housing association or educational institution, governance professionals often have visibility across the organisation. They see the formal decision-making process but also the informal relationships, behaviours and conversations that influence outcomes. As governance careers progress, this broader perspective becomes increasingly valuable.
One of the most common phrases we hear from hiring managers is that they want someone “more strategic”. Interestingly, when we explore what they mean, they are rarely asking for more technical governance knowledge.
Instead, they are often looking for someone who can:
These skills become especially important when moving from Governance Officer or Assistant Company Secretary roles into Deputy Company Secretary, Head of Governance and Company Secretary positions. It’s at that level that influence really matters.
One framework we frequently return to when discussing career progression is David Maister’s Trust Equation:
Trustworthiness = (Credibility + Reliability + Intimacy) ÷ Self-Orientation
While it was not developed specifically for governance professionals, it provides a useful way to evaluate the relationships that often underpin successful careers.
Strong governance professionals understand the rules, but they also understand context. They can explain complex governance requirements in a way that helps boards make practical decisions. For example, rather than simply explaining what regulation requires, an effective company secretary might advise:
“The board is not legally required to establish this committee, but creating one would strengthen oversight in an area highlighted during the review.”
As careers develop, credibility increasingly comes from judgement, commercial awareness and the ability to translate governance into practical value.
Reliability is often overlooked because it is expected. Board papers arrive on time. Actions are followed up. Governance risks are escalated appropriately. Commitments are delivered, but reliability still remains one of the strongest foundations of influence.
Many senior governance professionals earn trust not through dramatic interventions, but through consistently delivering high-quality work over time. Simply put, stakeholders are more likely to value your advice if they know they can depend on you.
Some of the most influential governance professionals become trusted advisers. This happens when stakeholders feel comfortable discussing concerns, testing ideas or asking questions in confidence. Professional discretion is critical. Directors and executives need confidence that conversations will be handled appropriately and sensitively. Creating this trust often allows issues to be addressed early, before they become larger governance challenges.
This is arguably the most important part of the equation. If colleagues believe your advice is driven by personal interests, departmental priorities or the desire to prove a point, trust can quickly diminish. The strongest company secretaries demonstrate independence and objectivity. They consistently return discussions to the same question: What is in the best interests of the organisation?
When stakeholders see that your focus remains on organisational outcomes rather than personal agendas, trust grows.
Three practical actions to strengthen your career
If you are looking to develop your influence and prepare for your next governance role, consider these three practical steps.
After meetings, reflect on what happened beyond the formal outcomes.
Ask yourself:
The ability to understand board dynamics is often what separates operational governance professionals from strategic ones.
Take stock of your relationships with key stakeholders.
Consider where you would score yourself on credibility, reliability, intimacy and self-orientation.
Ask yourself:
Identifying gaps can provide a valuable roadmap for professional development.
One of the most common interview mistakes we see is governance professionals focusing on activities rather than outcomes.
Many candidates tell us what they produced, coordinated or delivered. Fewer explain why it mattered.
For example, instead of saying:
“I managed the board cycle and prepared board papers.”
Consider saying:
“I improved the quality and timeliness of information reaching the board, enabling more effective decision-making and stronger oversight.”
The distinction may seem subtle, but it helps employers understand the value you bring rather than simply the tasks you perform.
Governance professionals have traditionally been recognised for their technical expertise and commitment to process. Those qualities are still essential, but as organisations face further complexity and scrutiny, the ability to influence, advise and build trusted relationships is becoming more important than ever. You have the opportunity to demonstrate strategic value through judgement, credibility, relationships and outcomes. The company secretary’s influence may often be quiet, but for organisations and careers alike, its impact is rarely small.