Trust is one of those talked about yet least examined foundations of governance and advisory work.

It doesn’t appear on the balance sheet.
It isn’t listed in role descriptions.
Yet its presence (or absence) is felt in every decision, every conversation, and every moment of uncertainty.

Over the years, working with governance boards, advisory boards, CEOs, and founders, I’ve come to know this:

Advisory boards don’t exist to manufacture trust but when designed and governed well, they can significantly strengthen it.

And just as importantly, they reveal when trust is missing.

The Marble Jar and the Reality of Trust

Brené Brown (she is amazing, if you haven’t come across her please do yourself a favour and seek her work out – it’s life changing https://brenebrown.com/) uses the metaphor of the marble jar to explain how trust is built.

Each small behaviour showing up prepared, following through, acting with integrity, listening with care adds a marble. Over time, the jar fills quietly. Trust accumulates not through declarations, but through consistency.

This metaphor resonates deeply for me.

Trust at the governance board table is rarely created in a single moment. It is built or eroded through repeated behaviours over time.

Where Advisory Boards Fit

When organisations consider establishing an advisory board, there is often an unspoken hope that the structure itself will create confidence, credibility, and trust.

And here is where nuance matters.

An advisory board can strengthen trust but only when it is:

• intentionally designed
• independently composed
• grounded in best practice
• and disciplined about outcomes and impact

When these elements are present, trust doesn’t just grow internally. It extends outward to stakeholders, donors, investors, regulators, and the wider community.

Why?

Because a well governed advisory board signals organisational maturity.

It demonstrates that leadership and governance are not seeking advice for optics or reassurance, but are genuinely committed to better decision-making, accountability, and learning.

Advisory Boards as a Strategic Fix

A properly designed advisory board is not a talking shop.

Done well, it can be a strategic fix.

It addresses real and often unspoken gaps:

• isolation at the top
• capability or experience blind spots
• limited external perspective
• decision fatigue
• Governance or management tension
• future relevance

Independence is critical here.

Advisory boards made up solely of internal voices tend to reinforce existing thinking. Independent advisors supported by clear role definition and disciplined process do something different.

They challenge assumptions.
They broaden perspective.
They improve the quality of decisions.

And when their contribution is reflected on; when outcomes and impact are revisited trust deepens.

Not because every decision is perfect, but because the organisation demonstrates seriousness, commitment and follow through.

Why I think Measurement Builds Trust

Measurement is often misunderstood in advisory contexts.

Done poorly, it feels controlling.
Done well, it feels respectful.

Measuring outcomes and impact:

• honours the contribution of advisors
• creates visibility of influence
• supports learning rather than blame
• reinforces accountability without hierarchy

It answers a simple but powerful question: What changed because of this advice?

When organisations are willing to ask and sit with that question, trust compounds.

What Advisory Boards Reveal

At the same time, advisory boards are remarkably honest mirrors.

If trust is fragile, it will show up:

• advice stalls
• challenge is softened or avoided
• decisions are deferred
• contribution quietly disengages

If trust is strong, advice moves.
It flows into action, reflection, and adjustment.

Neither outcome is wrong but they demand different responses.

This is why I believe one of the most responsible things I can do as an advisor – pause before recommending an advisory board, and ask whether the organisation is ready to use it well.

A Question Worth Pausing With

If you are considering an advisory board; or already have one; I invite you to reflect on this:

Is trust and commitment strong enough for advice to be challenged, acted on, and reflected upon or are you hoping the structure will do that work for you?

That pause can change the conversation.

Sometimes it confirms an advisory board is exactly the right solution.
Sometimes it reveals groundwork that needs attention first.

Both paths, when approached honestly, build trust and deliver outcomes with impact.

Trust is not created by titles, structures, or statements.

It is strengthened through:

• behaviour
• independence
• clarity of purpose
• disciplined reflection on impact

When advisory boards are built on best practice, they don’t just offer advice they reinforce confidence in leadership and governance, internally and externally.

And in a world where trust is increasingly fragile, this matters more than ever.

If you have questions or would like to know more about how an Advisory Board might work for you I welcome the opportunity to have a chat, you can reach out to me via the contact page or on LinkedIn.