In recent years, higher education has faced what seems like endless crises, controversies, and conflicts related to the COVID-19 pandemic, financial constraints, sexual assault, high staff and leadership turnover, admissions policy changes, questions about the value and import of higher education, and inequity and injustice. These difficulties (and more) add extra pressure to the roles, responsibilities, and duties of higher education leaders. One group in particular--governing boards of higher education--requires intentional guidance and support to navigate the challenges facing colleges and universities. With intentional support, governing boards are in a unique position to ensure that higher education becomes a public good and continues to serve the public in direct and indirect ways. The authors' aim in this article is to present a governance ethos that, if embraced and operationalized, can assist governing boards--and those who work with them--in their efforts to navigate this crucible moment in a way that enlivens institutional commitments to the public good through a focus on equitable student success.