This essay, part of a series on change in higher education stemming from the American Council on Education (ACE) Project on Leadership and Institutional Transformation, aims to help higher education governing boards at both public and private institutions understand the complexities of the change process and find practical advice about policies and practices that facilitate change. The first section of the report poses the central change process questions of why change is needed, who will be involved, and how change should be made. The next section considers what the governing board should expect of campus leaders and how leadership and transitions in leadership affect change. The final section explores the governing board's role in institutional change, from embodying the values and behaviors the board espouses through creating an attitude and polices for change to monitoring progress and results. In the participating institutions that were successful in change while part of the ACE Project there were four habits of mind that contributed to successful change: (1) leaders approached change as a collaborative, "win-win" effort; (2) leaders were intentional in their actions; (3) leaders were reflective about change; and (4) leaders learned form their actions and adjusted their plans. In the final analysis, change is about combining learning with action. The board can play a key role in this process. (SLD)