Tea for Two (or Three or Four): Why Informal Connection Strengthens Governance
Tea for Two (or Three or Four): Why Informal Connection Strengthens Governance
In most organisations, relationships are not built solely in formal meetings. They are shaped in quieter conversations — over coffee, after events or during shared travel. These moments are not a substitute for governance structures, but they can contribute to the trust that underpins effective oversight.
The same is true for boards. Trustees and non-executives often meet only a limited number of times each year. They may come from very different professional backgrounds — finance, education, law, engineering or healthcare. What unites them is a shared fiduciary duty and commitment to the organisation they serve. But shared purpose alone does not automatically create trust. And trust plays an important role in effective governance.
Formal Governance. Informal Connection. Both Have a Place.
Board decisions must always sit firmly within formal structures: properly convened meetings, documented agendas, recorded minutes and transparent processes.
Informal conversations should never replace, pre-empt or influence formal decision-making. However, recognising the importance of structure does not require eliminating appropriate opportunities for informal connection.
Healthy boards often understand that governance integrity is not weakened by professional social interaction between non-executives. When approached thoughtfully, it can support the conditions in which effective governance takes place.
Why Informal Connection Can Matter
Research into board dynamics, including work by Professor Andrew Kakabadse in Conflict and Tension in the Boardroom, highlights the importance of social connection in supporting effective board relationships.
Appropriate informal interaction can:
Build mutual respect
Encourage courteous boardroom behaviour
Strengthen cohesion and belonging
Support the quality of debate
Contribute to leadership development within the board
When trustees have had the opportunity to build professional rapport outside the constraints of a timed agenda, disagreement can feel less personal and discussion more constructive. Psychological safety may increase — and with it, the confidence to ask thoughtful and sometimes challenging questions.
Tea for two — or three or four — is not about softening governance. It is about supporting the relational foundations that allow robust governance to operate well.
Doing It Well
As with all aspects of governance, clarity of purpose and good judgement matter.
Good practice typically includes:
Ensuring invitations are inclusive
Being transparent about arrangements
Avoiding discussion of live governance matters
Keeping the purpose focused on connection and professional development
Handled appropriately, informal time does not dilute governance integrity. It can reinforce it by strengthening mutual understanding and trust.
Strong boards are built on structure. They are sustained by relationships. And relationships, more often than not, begin with something simple — like taking the time to connect.
Reference
Kakabadse, A., Kakabadse, N. and Barratt, R. (2017). Conflict and Tension in the Boardroom. Institute of Chartered Secretaries and Administrators (ICSA), University of Reading. Available at: https://centaur.reading.ac.uk/93068/
