“A Boardroom Without Corsets” — Reimagining Governance for Values Driven and People Centred Leadership

Written By Lisa Shoko

In a recent board observation at Blackburne House, facilitated by The Connectives, I witnessed something that stayed with me—a governance  space that didn’t just function differently, it felt different. An all-women board, operating  with purpose, but also with personality. A living, breathing example of how non-traditional  boards can thrive. 

There was structure, of course—an agenda designed to tackle complex, sometimes  uncomfortable questions. But there was also room; room for deep discussion, for  nuance, for contemporary debates that boards often rush past or avoid altogether. Space  was intentionally made to align the work with the organisation’s values, not just in theory,  but in practice. And woven through it all was a kind of warmth—emotion, excitement, and  passion were not only welcomed, but celebrated. 

Typically, these are the traits discouraged in boardrooms. Especially for women. The  unspoken rule is that professionalism means restraint—passion is “too much,” emotion  is “irrational,” and excitement is “unserious.” But in this space, those rules didn’t apply.  The Chair of Blackburne House has been known to say that this is a place where board members can “take  their corsets off.” And truly, it was. 

Here, people were free to contribute. Risk wasn’t treated as something to be avoided at  all costs, but as something that could be mitigated in service of greater change. This  board understood that risk is often part of justice work—of creating opportunity, championing equality, and developing bold ideas for women and girls. The bottom line  wasn’t the only line. Social impact mattered, and so did the way decisions were made. 

The difference wasn’t just procedural—it was behavioural, too. I noticed it in myself.  Without hesitation, I walked in and chose a seat at the table. No pause. No checking. I  later found myself wondering: Was it because this was a board of other women? Would I  have been that bold in another space? I even questioned whether there was an unspoken  seating hierarchy I had overlooked. 

But more than that, I think I just felt comfortable. At ease in a space that didn’t ask me to  shrink or perform. A space that was both serious and soft. Professional and personal.  Purpose-driven but still very much human. 

This experience reminded me that the highly transactional, masculine model of  governance—where emotion is avoided, decisions are rushed, and questioning is  minimised—is not the only way. And sometimes, is not the right way. There is room for  emotion and effectiveness. For depth and decisiveness. For courage, compassion, and  impact—all at once. 

This board didn’t just hold power. It held space.

And that might sound like a small difference. But it isn’t. It’s a profound reimagining of  what leadership can look like when we let go of outdated expectations and start designing  with care, purpose, and presence. 

It showed me that the dominant model of board governance—the masculine-coded,  transactional, emotionally distant approach—is not the only way. And often, it’s not the  right way. It showed me that leadership can be relational and still rigorous. That emotion  is not a barrier to good governance—it’s evidence of care. That joy, discomfort, curiosity,  and connection belong in the boardroom. 

Most importantly, it reminded me that culture is built not only through policies and  strategies, but through how we gather. Through how we listen. Through whether we feel  like we can take our corsets off—or whether we’re expected to tighten them just to have  a seat at the table. 

If this board is anything to go by, then a different model of governance is not only  possible—it’s already here. 

And it’s time we made more space for it.