Co-op governance starts within
Co-operative success starts in the boardroom. That’s the advice of experienced co-operative governance educator, Jo Woolley, of Mayfield Group. Words Sarah Perriam-Lampp
“For co-operatives to thrive in an increasingly complex world, they need governors who bring more than passion and industry experience to the board table,” says Jo Woolley, chief executive at Mayfield Group.
She urges that governance training is no longer a “nice to have” for aspiring directors; it is an essential prerequisite. Co-operative boards operate within a web of directors’ duties, legislative obligations such as the Co-operative Companies Act 1996 and rising compliance requirements.
“Many co-operatives have a real need to understand things outside of their regions, because they’re operating in a global stadium.”
Macro trends such as artificial intelligence, global market shifts, and changing consumer behaviours are reshaping the context in which co-operatives operate. “Formal governance education,” she says, “helps prospective directors understand their responsibilities, interpret risk, and make sound commercial decisions around strategy, while staying true to co-operative principles.”
“Governance is an art and not a science, so it becomes really important that we have a very wide view of different perspectives when it comes to governance.”
Technical knowledge is only one part of the journey. Jo has seen success from directors that have a meaningful governance career start with knowing their “why”.
Individuals who invest in governance training and take the time to reflect on both their motivations for joining a co-operative board and the unique value they bring, are laying the groundwork for success. Together, these elements form the foundation of an effective and sustainable governance career in the co-operative sector.”
“Before stepping into a boardroom, you need to be clear about what motivates you to serve,” she says. “Is it a commitment to your industry’s long-term resilience, a desire to champion shareholder interests, or a passion for stewarding intergenerational assets?”
She points out that a clear North Star not only sustains directors through challenging decisions, it also signals authenticity to shareholders and fellow directors.
When you combine governance training with a clear sense of purpose and a well-defined value proposition, Jo says people move from simply “wanting to be on a board” to being genuinely board-ready. For
co-operatives, this is critical. They can be constitutionally tied to member-shareholder directors, yet ready for the co-operative to compete in a fast-moving, globally connected marketplace.
If you are interested in co-operative governance training through Cooperative Business New Zealand, designed for directors, executives and shareholders who want to deepen their understanding of governance within a co-operative context, visit mayfieldgroup.co.nz for more details on their up-and-coming two day workshop in 2026.
