Technologists who understand governance deliver more and succeed faster. We know that people don’t take a career or study a profession because they want to do the boring parts of that job. But the reality is, every job has boring parts. Technologists who understand governance deliver more and succeed faster.

For as much as we can say, “different strokes for different folks” and trust that there’s SOMEONE somewhere out there that likes the parts that you don’t like, the reality is, joining the workforce means, that there will be parts of your job that you aren’t interested in, or don’t want to focus on or learn.

 

For many technology-forward people the part of the job that’s least enticing are the ‘rules’ of their job. The ‘limits’ and ‘thresholds’ that the company wants them to adhere to. This is ‘governance.’ And They weaponize their disdain for the topic by slinging insults at “compliance” and “audit.”

 

All companies need rules

Rules let people know that someone has considered what is and isn’t allowed and believes in empowering staff members to contribute meaningfully to the company. And staff is entrusted because they commit to adhering to the ‘rules.’  The starting point of all company governance is rooted in the Sentencing Guidelines. In the United States, these are defined by the government and inspectors.

 

Sure, there are frameworks, they aren’t laws

And while it seems like there is a ‘framework’ and a ‘best practice’ at every turn, its important to understand what a framework is – it’s just that – a skeleton a construct – something to adhere to and follow.

 

We manage what is measured

So, naturally – if it’s declared, it should be measured with meaningful and actionable metrics. Continuous tuning of the performance thresholds and risk appetite enable a loosening and tightening of focused operations. The point is, metrics are meant to be managed – not defined and ignored.

 

Don’t get lost in the policing

Governance is intended to enable innovation. Clear thresholds indicate that senior leaders are aligned on expectations. Performance targets set the pace of growth and motivate performance.

 

This mindmap was the foundation of a workshop about Governance and Metrics

And now you have it – except without the words and presentation that accompany the discussion. As you navigate the mindmap – start left and move right. Expand each node in order and slowly. Imagine that with each expansion there was a ‘discussion.’ This is both the framework (there’s that word again) and also the notes.

 

Engage, reflect, refine. The point is, use it. That’s what governance is intended for.