When I was growing up, my parents were always involved in school life, constantly helping to run some event or other. So when my own kids started school, I just sort of assumed that I should “do” something too.

The challenge was finding the right thing. I’m not the most outgoing person, and with work often spilling into evenings, the idea of helping out with PTFA events just wasn’t realistic.

Then the opportunity to become a school governor came up, and it seemed like a good fit. That was seven years ago, and I’m now well into my second term as a governor at a large primary school in south London.

At first, I saw it as simply the right thing to do; a way to give back. But over time I’ve come to realise there are many more reasons to get involved.

So what does being a governor actually involve?

In my experience, there are two or three meetings per term. Since COVID, about half of these are now virtual, which makes it easier to juggle with work and other commitments. Meetings usually happen at the start or end of the day, so they’re relatively easy to slot into a busy diary.

There are Full Governing Board meetings where we cover everything from policy updates (there are a lot of policies) to the genuinely difficult issues, like how we manage ongoing budget cuts from central government.

I also sit on the Resources Committee, which focuses on the school’s finances, staffing, and the physical environment. Other committees look at the curriculum and the core business of educating children.

Beyond the meetings, there are school plays, trips, fairs, and other events, usually interesting, occasionally chaotic, always worthwhile.

But the real point of this post is the unexpected bit.

Modern schools are incredibly complex organisations. They sit at the intersection of national policy, local politics, procurement frameworks, safeguarding regulations, and, above all, the needs of children, staff, and families. In many ways, the school’s complexity mirrors that of large businesses.

And this is where the crossover with my working life was such a surprise.

Being a governor has taught me a huge amount about governance, strategy, and leadership. I’ve learned how to support rather than interfere, how to steer rather than control, lessons that have translated directly into my professional world. I’ve also had the chance to work alongside people from a wide range of backgrounds I wouldn’t normally encounter in my day job.

I came into it with a narrow perspective. I’ve stayed because the experience continues to surprise and stretch me.

And here’s the thing, you don’t have to be a parent to be a governor. In fact, in many ways it’s easier if you’re not, as it gives you just a bit more distance from the day-to-day.

If you’re curious, I’d recommend checking out your local authority’s sign-up process, or take a look at Governors for Schools, a great organisation that helps match volunteers with schools.