News
A Jungle Gym Not A Ladder
August 22, 2019
Yesterday morning, Derwent held our Pathway to the Boardroom Forum in Brisbane.
To describe the journey to a Non Executive career, Jane Andrews referred to Sheryl Sandberg’s saying ' see your career as more of a Jungle Gym than a Ladder ' - the path is not a straight line and your portfolio of board roles may reflect different board settings and sectors. Jane encourages aspiring Directors to remember the importance of authenticity when exploring board opportunities. Her own experience was heavily shaped by her passion for the start-up space as a founder and investor of numerous innovative early-stage companies.
Dawson Petie is a seasoned Chairman and Non Executive Director with over 30 years of success at the boardroom table. Dawson shared his wealth of experience across different board settings, discussing the variety of opportunities outside of the ASX space. It was clear from the candid manner in which Dawson shared his insights that he has valued the variety of different boards he has been involved with throughout his career, and he indicated that you may be surprised where the next opportunity may appear from. This reiterates the importance of keeping an open mind to the variety of board opportunities out there and to ensure it aligns with your passion and values.
Some key takeaways from our two speakers
To describe the journey to a Non Executive career, Jane Andrews referred to Sheryl Sandberg’s saying ' see your career as more of a Jungle Gym than a Ladder ' - the path is not a straight line and your portfolio of board roles may reflect different board settings and sectors. Jane encourages aspiring Directors to remember the importance of authenticity when exploring board opportunities. Her own experience was heavily shaped by her passion for the start-up space as a founder and investor of numerous innovative early-stage companies.
Dawson Petie is a seasoned Chairman and Non Executive Director with over 30 years of success at the boardroom table. Dawson shared his wealth of experience across different board settings, discussing the variety of opportunities outside of the ASX space. It was clear from the candid manner in which Dawson shared his insights that he has valued the variety of different boards he has been involved with throughout his career, and he indicated that you may be surprised where the next opportunity may appear from. This reiterates the importance of keeping an open mind to the variety of board opportunities out there and to ensure it aligns with your passion and values.
Some key takeaways from our two speakers
- There is a high level of persistence and patience that is required to ensure you are meeting with the right people and keeping your networks up to date. Dawson commented that it is an extensive 'branding and marketing' exercise of your own personal brand.
- The importance of understanding the challenges that exist in different board settings and ensuring your style and skill set suits the board. Dawson said it often comes down to personal relationships on a board of family owned companies. When it comes to government boards, it is important to remember this is a completely different landscape altogether as the board reports to the Minister and hence it is not for everyone. Finally, don't be led to believe that the for purpose sector is less complex than the commercial space. These are often multifaceted businesses that have other layers of accountability that you don't see every day in the commercial world, for example, overlaying religious beliefs. They also face their own unique challenges around capital raising.
- Ensure you have done your due diligence not only around the financials of the company but the reputation of the directors you will be sitting on the board with and the culture they are driving through the organisation.
- Understanding the style of the Chair is essential and ensuring you are going to be able to have a good working relationship.
Share this Article
Recent Articles
Building Resilience for Organisational Excellence Recap: Key Insights from Our Recent Event in Perth
On Wednesday 25 June, Derwent was delighted to host a breakfast event in Perth to discuss "Building Resilience for Organisational Excellence” . The event bought together over 50 senior HR leaders, offering a unique opportunity for professional development and networking. The session explored the question: How do we help leaders and organisations build resilience to deliver sustainable success? Today's business environments are more complex, and conventional notions of leadership are no longer fit for purpose. The challenges for leaders in 2025 are not just about making the right moves, but the ability to make them under extreme uncertainty – political and international tensions, market volatility, the ongoing evolution of AI, technological advancements, and shifting customer expectations. Layered into this are greater expectations and focus on regulatory changes, sustainability, transition to net zero and psychosocial safety – all while remaining focused on strategy, budgets and creating long-term value for shareholders, customers, teams and other stakeholders. We were joined by Ben Pronk , co-author of The Resilience Shield and a specialist in Risk, Resilience and Leadership in high pressure situations, and Megan McCracken , experienced Executive, Board Member and Leadership Coach. Ben and Megan shared their perspectives on: What makes a resilient leader? What are the signs of organisational resilience – green flags, red flags? How can we improve resilience in organisations to achieve better outcomes? What are the key considerations for talent – current and future? Some key themes and takeaways included: High functioning organisations are characterised by “agreeable disagreement”, where healthy conflict is fostered and a culture of “ritual dissent” is the norm. The relationships between Chair, Board and CEO play an important role in cultivating a resilient culture. They “set the tone to do the things they are here to do”. Decisions should have a strong link to the purpose and vision of the organisation. The adoption of personal mindfulness practices offers a huge opportunity to enhance performance through some relatively simple changes in approach. This is supported by scientific data and an important practice to share with leaders. Psychosocial safety has a significant impact on organisational resilience. Organisations that prioritise psychosocial safety are better equipped to navigate challenges, adapt to change and maintain high performance levels. Personal traits for resilience include internal calm, curiosity, self-efficacy, and courage to respectfully challenge – importantly, these traits can be cultivated and taught. Businesses that continue to invest in personal and organisational resilience and leadership through the cycles are the most likely to have sustainable success. We extend our thanks to Eliza Alford , Principal HR & Legal, and Mike O’Sullivan , Managing Partner, for hosting the event. A special thank you to our guest speakers, Ben and Megan, and to all attendees for contributing to such a valuable and engaging discussion. If you’re interested in learning more or attending a future event, get in touch with us at events@derwentsearch.com.au
Private Equity (PE) is orchestrating a fundamental shift in portfolio company leadership, with the implications reshaping organisations and C-suites across industries. As PE firms continue to adjust to a rapidly changing business landscape, their leadership strategies are evolving to meet new challenges and opportunities. The Strategic Imperative With uncertain exit timelines and valuations under increasing scrutiny, private equity owners are making decisive talent moves to position their assets for the next phase of growth. Many portfolio companies have been held for longer periods, and the need to be “investor-ready” requires an executive team that is future-focused, energised, and able to deliver tangible impact. The shift from traditional leadership to growth-driven teams has become a central component of these strategies. Critical Talent Trends
On Wednesday 21 May, Derwent was delighted to host our "Women in Tech" event in Sydney, bringing together female Chief Information Officers, Chief Technology Officers, GM Tech leaders in the Digital and Technology industry. This session explored navigating the path to the boardroom, offering insight into why it matters to be Board ready in an evolving landscape – where digital transformation, emerging technologies, and strategic innovation are reshaping the expectations of board directors. Recently, there's been a notable shift in boardroom mandates emphasising digital transformation and a deep lense on people and culture background to bring boardroom table.
Building Resilience for Organisational Excellence Recap: Key Insights from Our Recent Event in Perth
On Wednesday 25 June, Derwent was delighted to host a breakfast event in Perth to discuss "Building Resilience for Organisational Excellence” . The event bought together over 50 senior HR leaders, offering a unique opportunity for professional development and networking. The session explored the question: How do we help leaders and organisations build resilience to deliver sustainable success? Today's business environments are more complex, and conventional notions of leadership are no longer fit for purpose. The challenges for leaders in 2025 are not just about making the right moves, but the ability to make them under extreme uncertainty – political and international tensions, market volatility, the ongoing evolution of AI, technological advancements, and shifting customer expectations. Layered into this are greater expectations and focus on regulatory changes, sustainability, transition to net zero and psychosocial safety – all while remaining focused on strategy, budgets and creating long-term value for shareholders, customers, teams and other stakeholders. We were joined by Ben Pronk , co-author of The Resilience Shield and a specialist in Risk, Resilience and Leadership in high pressure situations, and Megan McCracken , experienced Executive, Board Member and Leadership Coach. Ben and Megan shared their perspectives on: What makes a resilient leader? What are the signs of organisational resilience – green flags, red flags? How can we improve resilience in organisations to achieve better outcomes? What are the key considerations for talent – current and future? Some key themes and takeaways included: High functioning organisations are characterised by “agreeable disagreement”, where healthy conflict is fostered and a culture of “ritual dissent” is the norm. The relationships between Chair, Board and CEO play an important role in cultivating a resilient culture. They “set the tone to do the things they are here to do”. Decisions should have a strong link to the purpose and vision of the organisation. The adoption of personal mindfulness practices offers a huge opportunity to enhance performance through some relatively simple changes in approach. This is supported by scientific data and an important practice to share with leaders. Psychosocial safety has a significant impact on organisational resilience. Organisations that prioritise psychosocial safety are better equipped to navigate challenges, adapt to change and maintain high performance levels. Personal traits for resilience include internal calm, curiosity, self-efficacy, and courage to respectfully challenge – importantly, these traits can be cultivated and taught. Businesses that continue to invest in personal and organisational resilience and leadership through the cycles are the most likely to have sustainable success. We extend our thanks to Eliza Alford , Principal HR & Legal, and Mike O’Sullivan , Managing Partner, for hosting the event. A special thank you to our guest speakers, Ben and Megan, and to all attendees for contributing to such a valuable and engaging discussion. If you’re interested in learning more or attending a future event, get in touch with us at events@derwentsearch.com.au
Private Equity (PE) is orchestrating a fundamental shift in portfolio company leadership, with the implications reshaping organisations and C-suites across industries. As PE firms continue to adjust to a rapidly changing business landscape, their leadership strategies are evolving to meet new challenges and opportunities. The Strategic Imperative With uncertain exit timelines and valuations under increasing scrutiny, private equity owners are making decisive talent moves to position their assets for the next phase of growth. Many portfolio companies have been held for longer periods, and the need to be “investor-ready” requires an executive team that is future-focused, energised, and able to deliver tangible impact. The shift from traditional leadership to growth-driven teams has become a central component of these strategies. Critical Talent Trends
