Shared governance is under scrutiny as faculty senates, trustees and presidents navigate political fights and institutional stress. Commentators and faculty leaders are debating reforms to faculty governance models while presidents are urged to conduct rapid checks of board effectiveness—attendance, informed debate, alignment on strategy and role clarity. The discussion includes practical tools presidents can use to audit trustee engagement and ensure fiduciary responsibilities are met. At the same time, faculty critics argue senates must adapt to preserve academic deliberation and protect academic freedom in a polarized environment. For higher‑education CEOs and board chairs, the imperative is operational: shore up trustee orientation, set clear expectations for governance conduct, and document decision rationales to withstand external scrutiny and legal challenges.