Recently, our Patricia Wanjama was part of a governance audit feedback session where some of the staff’s candid observations triggered strong emotional reactions. The CEO felt the report was too harsh and that the tone of the report had come across as judgmental. This observation by the CEO, also the organisation’s founder, was a reminder of how sensitive, yet important, feedback can be in organisations, where identity and leadership are deeply intertwined.

While we agreed to review and moderate the report so that it is constructive rather than confrontational, we collectively agreed to preserve the accuracy and integrity of the data—because trust is built when employees know their voices are respected. That was a lesson for us as consultants, that we can hold up a mirror to our client whilst ensuring that it doesn’t shatter relationships.

Some of our other learnings included the following:
1. We need to resist “Polishing” the Mirror: When governance feedback hits a nerve—especially the founder’s—it’s a sign you’re close to the truth. The easy thing is to soften the report until it’s meaningless, but the courageous act is for the Board to lead by example, and demonstrate how to receive tough, anonymous feedback as a gift, not a threat.
2. The Board Must Be the Chief Listener: In founder-led organisations, the Board sets the tone in modeling authentic self reflection. The Board needs to show how to process critical data and then ask, “How does this data help us perform better?” This leadership from the top trickles down, making it safe for everyone else to be honest.
3. From Critique to Curiosity: It was agreed that we review the report not to obscure the facts, but to frame them better. The goal now is to move the conversation from “You did this wrong” (critique) to “Why is this happening, and how can we collectively improve?” (curiosity). This moves away from a disciplinary process to a catalyst for operational excellence.
4. Psychological Safety is Performance Fuel: When the most powerful person in the room (the founder) visibly and humbly accepts challenging truths and receives Board empathy in the process, it signals to every employee that their honest input is valued and essential. This is how a culture of continuous improvement takes root.

At the end of the day, an audit should, beyond being a compliance marker, enable authentic self-reflection by the leadership. Audits are about unlocking potential. When Boards and founders embrace this truth, they turn feedback into fuel for performance, innovation, and resilience. That’s how governance translates into culture, and culture into results.

Call us today for your governance reviews, audits, board evaluation or even to moderate a feedback session within your organisation. We commit to a professional yet empathetic process, that will ensure that the roadmap for what lies ahead shall not be lost in the process.