Governance is rarely decided in dramatic boardroom moments. It is shaped quietly and persistently by the quality of information directors receive, the discipline of how decisions are framed, and the consistency with which an organisation communicates with its owners, regulators, clients, and employees. The familiar “six Cs” of board effectiveness—competence, commitment, contribution, challenge, collaboration, and culture—are not abstract ideals. They are revealed most clearly in communications, because communications show what a board chooses to make transparent, what it chooses to control, and how seriously it treats accountability.