One of America's great strengths is its system of higher education comprising diverse and dynamic institutions governed by boards as varied as the institutions themselves. These boards are most often composed of lay people--not educators--who volunteer their time and energy in support of institutions they care about deeply. To govern these institutions well is critical, with effective governance institutions can move forward. When governance sputters or fails, institutional momentum suffers until stability and confidence are restored. Board professionals have a tricky job, as they simultaneously guide the board and president in the governance process while refraining from any decision making. As the experts on procedure and institutional policies, board professionals frequently and firmly advise chairs and presidents, often telling them what they need to know, not what they want to hear. Woven throughout this paper are a number of real-life scenarios that illustrate the breadth and complexity of the board professional's work. Provided responses to these scenarios suggest one of several possible successful outcomes to the situation. (Contains 1 footnote.) [This paper was developed with the support of Diligent Boardbooks.]