News & Insights

Reflections on a lifetime of good governance with Graeme Nahkies

During the latter part of 2025, JBWere, in partnership with Boardworks, travelled New Zealand to celebrate and candidly share the knowledge and leadership lessons Graeme Nahkies cultivated over his 30 years of first-hand experiences advising charities and other for-purpose boards. 

Graeme has been a guiding force in New Zealand’s governance landscape. In 1997, recognising the growing need for stronger board leadership, Graeme co-founded Boardworks - now widely regarded as New Zealand’s preeminent governance advisory firm. With more than 650 board engagements across the public, private, and for-purpose sectors, Boardworks has helped shape the governance culture of Aotearoa.

As Graeme steps back from day-to-day consulting, he leaves behind not just a legacy of stronger boards, but a generation of directors and trustees who are better equipped to lead with purpose.  His impact is enduring — and the 2025 JBWere & Boardworks For-Purpose Governance Roadshow was a fitting tribute to a career defined by clarity, courage, and contribution.

Graeme distilled his experience into a set of core governance insights aided by a lifetime of anecdotes.

Graeme’s eight prevailing themes:

1. Purpose-driven service (“Volunteer ≠ Amateurs”)

Board members often join to serve a cause and find personal purpose, but they must meet the same legal and moral duties as any director / fiduciary – being unpaid doesn’t lessen accountability.

2. Composition matters ("Function over form - this isn't Noah's Ark”)

Effective boards are built on relevant expertise, diversity of thought, and active engagement — not prestige or tokenism. Representation matters, but it must translate into meaningful contribution.

3. Governing vs. managing (“Noses in, Fingers out”)

The board’s job is to govern the risk management process, not to manage risks directly. Oversight means ensuring systems are in place and asking tough questions, rather than doing management’s work.

4. Avoid complacency (“Board beta paradox”)

Don’t let “good enough” today turn into tomorrow’s crisis. Boards must tackle issues proactively – delaying action on brewing problems often leads to emergency “triage” later.

5. Healthy debate and challenge (“Ideas > Personalities”)

An overly polite board can stifle necessary debate. Encourage respectful challenge, ban jargon, and ensure all directors fully understand the issues at hand — true oversight depends on it.

6. The role of the chair (“'The Chair' - it's not just for sitting on”)

A good chair sets the tone for the boardroom – balancing inclusion with discipline, encouraging robust discussion, and ensuring all voices are heard while keeping the board focussed and effective.

7. Board evaluations (“What gets measured gets improved”)

Regular board and director evaluations help identify blind spots, improve performance, and ensure the board evolves with the organisation’s needs.

8. Stakeholder engagement (“Governance goes beyond the boardroom”)

Effective boards understand and engage with their stakeholders – from funders, donors, and staff (paid and unpaid) to communities and beneficiaries – ensuring decisions are informed, inclusive, and aligned with purpose.