A good starting point is for the governing body to undertake a skills audit. This is an excellent way to assess the skills, knowledge and experience of governors and enables the governing body to look at where there are gaps, what training is required, and how best to use the skill set of governors purposefully. If individual governors have expertise in certain areas, the governing body can tap into this to strengthen a particular area of their work. For example, a governor with financial expertise could assist with the work of the finance committee.
An example of a skills audit can be found here
Governing body meetings need to be efficient but the climate of the meeting also needs to be open and transparent, whilst creating an environment that is conducive to asking those challenging and supportive questions. Governors are not there after all to rubber stamp decisions. Some useful tips are provided here
In addition to the above, a governing body that has developed effective teamwork, as well as a mentoring approach for new governors, will usually be proactive in developing and sharing key areas of work, for example via link governor work, committees and working groups.
All of these are excellent ways to get governors fully involved as a starting point. Why not share other ways of working to fully engage governors that your governing body may have implemented.