When Authority Isn't Given - Governance Lessons from Building a Self-Regulated Profession

Most boards assume influence follows authority. But many organisations operate without legislative backing, regulatory powers, or formal recognition. Professional associations, accreditation bodies and peak organisations often rely on something less tangible; but ultimately more powerful: credibility.

The challenge is simple to describe but difficult to achieve: how do you lead when nobody is required to follow?

Over the past decade, the Australian Council for Clinical Physiologists (ACCP) has navigated this challenge while building a national accreditation framework for a self-regulated profession. The ACCP was established to provide accreditation and professional recognition for clinical physiologists across multiple disciplines, despite having no statutory authority and no formal regulatory mandate.

Importantly, we do not present ourselves as experts who have all the answers. Like many emerging organisations, we have learned through trial, reflection, feedback and occasional missteps. We continue to evolve our governance, stakeholder engagement and strategic approach. What follows are not prescriptions for success, but practical lessons learned from a volunteer board working to build credibility, influence and trust in a self-regulated environment.

Lesson 1: Legitimacy is earned, not granted

Many boards assume that because an organisation exists, stakeholders will automatically recognise its value. In reality, legitimacy must be continually earned.

For the ACCP, simply establishing an accreditation framework did not guarantee engagement. We quickly discovered that many highly skilled professionals did not automatically understand why accreditation mattered or how it would benefit them. Building legitimacy required ongoing communication, transparency and consistency.

Boards seeking to strengthen their organisation’s influence should regularly ask:

• Why should stakeholders engage with us?
• What value do we provide that cannot be obtained elsewhere?
• How do we demonstrate that value?

Legitimacy is not something that can be declared. It is something stakeholders decide to grant based on trust and demonstrated value.

Practical takeaway: Regularly test assumptions about stakeholder perceptions. What seems obvious to the board may not be obvious to members, volunteers or external stakeholders.

Lesson 2: Relationships are your greatest source of influence

When formal authority is limited, relationships become critical.

One of the most important decisions ACCP made was to work collaboratively with the four affiliated professional associations representing the clinical physiology disciplines. These relationships enabled shared expertise, broader engagement and stronger advocacy for the profession as a whole.

Partnerships have also opened opportunities to engage with universities, employers, government stakeholders and allied health organisations. None of these relationships developed overnight, and all require ongoing investment.

For boards, stakeholder engagement should be viewed as more than communication. It is a strategic activity that builds influence and creates opportunities for collaboration.

Practical takeaway: Identify the stakeholders whose support is essential to achieving your strategic objectives and deliberately invest time in building those relationships before you need them.

Lesson 3: Volunteer boards must balance governance and operations carefully

Many small not-for-profit organisations face a common challenge: there are few, if any, paid staff.

The ACCP is governed entirely by volunteers. Directors are responsible not only for governance and strategy but often for operational activities as well. While this can create agility and commitment, it can also blur the distinction between governance and management.

One of our ongoing lessons has been recognising when the board is working “in” the organisation rather than “on” the organisation.

As volunteer boards mature, there is often a need to consciously shift focus towards strategic priorities, stakeholder relationships and long-term sustainability rather than becoming consumed by day-to-day operational tasks.

Practical takeaway: Regularly review how board time is being spent. If operational matters consistently dominate meetings, strategic oversight may be suffering.

Lesson 4: Collaboration accelerates credibility

Organisations attempting to create change independently often struggle to gain momentum. Collaboration can significantly accelerate progress.

In 2025, ACCP partnered with affiliated professional associations to deliver a multidisciplinary education event that brought together professionals from across clinical physiology disciplines. The initiative demonstrated how collaboration can create value that no single organisation could achieve alone.

Future opportunities, including potential collaboration with universities on course accreditation and engagement with broader allied health organisations, may further strengthen professional recognition and workforce development pathways.

The lesson extends beyond professional bodies. Many not-for-profits can achieve greater impact by identifying areas where goals overlap and resources can be shared.

Practical takeaway: Look beyond organisational boundaries. Collaboration often delivers greater outcomes than competition.

Lesson 5: Progress matters more than perfection

Boards sometimes delay action while waiting for the perfect strategy, governance framework or stakeholder engagement plan.

The reality is that most organisations evolve through continuous improvement rather than perfect design.

Throughout ACCP’s development, we have refined accreditation processes, adjusted engagement strategies and adapted to changing stakeholder expectations. Membership growth has not always followed the trajectory we anticipated. Some initiatives have been more successful than others. Each experience has provided valuable learning.

Perhaps one of the greatest risks for boards is believing they must have every answer before taking action. Progress often comes from taking measured steps, evaluating outcomes and remaining open to learning.

Practical takeaway: Build review and reflection into board processes. Continuous improvement is often more valuable than pursuing perfection.

…Most organisations evolve through continuous improvement rather than perfect design.

Final reflections

Many not-for-profit organisations operate without formal authority over the people they seek to influence. Whether advocating for a profession, supporting a community, representing members or driving social change, their success depends on something more powerful than mandates. It depends on trust.

The ACCP’s journey continues, and we remain a work in progress. However, our experience has reinforced a simple lesson: organisations without a mandate cannot rely on authority to create influence. They must earn credibility through governance, relationships, collaboration and consistent delivery of value.

This article was first published in the 2026 Better Boards Conference Magazine.

Further Reading

Transformation Starts at the Top

Achieving Transformative Governance Change

Digital Transformation & Governance - 5 Key Questions for NFP Boards

The Importance of Government Engagement for Board Directors

Digital Detours: Unseen Risks on the Road to Transformation

What to Look for During Customer-Centric Transformation