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Learn When To Lean In And Lean Out
Dani Matthews • November 16, 2019
When on a Board 'learn when to lean in and lean out '– the best Board members are great listeners and ask the right questions. Derwent held its Pathway to the Boardroom Forum in Sydney this week. Two seasoned Non-Executive Directors Cliff Rosenberg and Fiona Robertson with experienced backgrounds in technology, mining, energy, and finance shared their respective journeys from Executive to Non-Executive Director life, to a room of over 90 Executives from a wide range of industry sectors.
Derwent’s Board Practice lead Michelle Gardiner facilitated the conversation with topics including the importance of establishing a value-add proposition, exploring different board opportunities, cultural imperatives and what it really means to be Board ready.
To describe her journey to a Non-Executive career, Fiona recollected how she had always enjoyed getting involved in activities being in leadership roles at her swimming club, university and children’s school, which helped her prepare for a career on Boards. Cliff’s journey began when approached by a recruiter to join a Board whilst the Managing Director of LinkedIn for South East Asia and ANZ.
Some key takeaways from our two speakers:
- Once you’re on one ASX Board it’s easier to get onto another. Three tips to help you get onto a Board:
- Join the advisory Board of a public company or a sub committee in an area of your expertise
- Invest in the company early on and look for an opportunity to join the Board
- Choose a micro-cap and get some experience there before trying to get on an ASX 100 Board
- Focus on your network and be known out there for what you’re great at, reflect on your value add proposition.
- When on a Board, learn when to lean in and lean out – the best Board members are great listeners and ask the right questions.
- Don’t leave your executive career too soon, especially for females, it’s important to understand the whole Board conversation although you won’t be an expert in every area. Taking a C-Suite role in a smaller organisation can be a great stepping stone to joining a Board.
- Over four-five NED roles on public companies can become too many, you need to keep some time available for if things go wrong. The surprises are usually 'people surprises'.
- Do your due diligence before joining a Board, lots of information is available for public companies including annual reports. Also, reflect on can you trust and respect the other Board members?
- Your most important role as a Board is to appoint the right CEO and leadership team, as they set the tone for the culture. The relationship between the CEO and Chair is critical.
- Learn from sites like Glassdoor and understand what people are really saying about the culture of the organisation and be prepared to question it. Request unfiltered employee engagement survey results with comments to really get a grip on the culture.
- A good Board induction process can include individual meetings with the other Board Members and the Management Team, meetings with the company’s auditors and lawyers, site visits to get out into the field and regular check-ins with the Chair.
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Derwent are delighted to have hosted over 100 attendees at our Pathway to the Boardroom event in Sydney this week, with guest speakers Inese Kingsmill and Robyn Stubbs . This ongoing series is designed to provide tips and perspectives to aspiring board members as they explore opportunities beyond their executive careers. Inese and Robyn shared their insights on how to plan for a board career; how to effectively develop and position your personal brand and expertise; and tips for identifying and assessing different board opportunities. Highlights of the discussion included: Gaining exposure to boards during an executive career provides professional development and foundational board experience to point to. Establish your Unique Selling Proposition (USP) – t here are unique skills, expertise and attributes that are personal to you, including adjacent experience applicable in other settings (such as regulated settings, customer, transformation, technology). You may be ‘pigeon holed’ throughout your executive career, so it’s important to further develop functional and industry experience in a variety of settings which can help to open up greater board opportunities. Finding board opportunities – there are a myriad of different channels including networking, board search recruiters, consulting engagements, industry associations, LinkedIn, personal connections. Develop a target list and do some initial research, but don’t boil the ocean. Due diligence is key to finding the right board, including research into growth opportunities, competitors, financial positioning, and skills gaps on interesting boards. Future fit boards and diversity including age, functional expertise and different styles around the boardroom table are increasingly valued. Keep an open mind to different opportunities in private, listed and NFP settings, focusing on where there is space for you to learn and contribute your skills. Not for Profits, Industry Associations and other Community Boards are helpful starting points, developing experience working directly with Board Members. This exposure can help to better understand board dynamics, governance responsibilities, the rhythm of board meetings, and how to effectively work ‘on the business’, not ‘in the business’. Continuous learning – with rapidly evolving macro environments, continuous learning, particularly in relation to emerging technology, will be crucial to staying ahead of the skills that boards will require in the future.
Derwent is pleased to announce that Graeme Young has joined the firm as a Partner in the Financial Services Practice. Graeme brings over 15 years’ experience in executive search and recruitment, with a focus on the Insurance market. He leverages his vast experience in global Insurance, with deep technical knowledge and networks to deliver impactful leadership and C-suite appointments. Graeme was most recently a Director at Eliot Partnership, a leading global firm in Insurance Executive Search, where he led the Australian business. Prior to his Executive Search career, Graeme spent over 20 years working across global Insurance and Reinsurance markets, commencing in London and moving to Sydney in 1998. Derwent is proud to be one of Australia’s largest Executive and Board Search firms. Our leading team of 90+ drives our growth, success and scale in delivering to the clients who entrust us to advise on critical hiring needs.
In the 1940’s, women dominated the early days of computing when ENIAC was built. ENIAC (Electronic Numerical Integrator and Computer) was the first programmable, electronic, general-purpose computer. Then the personal computer was released in 1984, and it led to the rise of white male computing, so the number of women in technology rapidly declined. According to the Tech Council of Australia, women are twice as likely to enter the tech industry at the age of 25-30, as they are before age 25. This means tech is not the first step for many women – they are coming through alternate pathways. Last week, Derwent hosted a ´Women in Tech” breakfast to create a safe space for female leaders to share their challenges and discuss solutions that both executive search firms, like Derwent, and the community can implement to continue to promote and deliver diversity in executive hiring. Our conversation was led by guest speakers Kavita Mistry and Marigold Duncan , who shared their unique and diverse careers in tech. For Marigold, it was the allure of rapid growth, impactful work, and a collaborative culture, a stark contrast to her previous life in banking. Kavita, with a blend of artistic and mathematical influences, found her passion ignited by the logic and creativity inherent in technology. Their journeys, though diverse, highlight a common thread – tech offers a space for innovation and impact. However, the path to leadership isn't without its challenges. Both Marigold and Kavita spoke candidly about the hurdles women face, particularly in finding their voice and navigating leadership dynamics. Kavita emphasised the importance of speaking up, identifying and encouraging quieter voices, and leveraging female role models. Marigold shared her experiences leading international teams, learning to communicate assertively, and overcoming the unconscious biases that often shape decision-making. Mentorship and sponsorship emerged as crucial elements of their journeys. Both leaders emphasised the need for clarity in mentorship goals, the value of diverse perspectives, and the importance of nurturing long-term relationships. Kavita highlighted the distinction between mentorship (guidance) and sponsorship (advocacy), while Marigold stressed the value of seeking out mentors who understand your ambitions. So, how can women support other women in tech? Both leaders advocated for challenging unconscious biases in hiring, building strong networks, and providing coaching, particularly for interview preparation. They emphasised the importance of "watering and feeding" relationships, ensuring they are mutually beneficial and sustainable. Balancing work and family was another key topic. Marigold, a mother of three, acknowledged the constant effort required, emphasising the importance of self-awareness and adapting to changing needs. Kavita echoed this, highlighting the importance of prioritising energy, self-care, and aligning work commitments with life stages. Ultimately, the discussion offered valuable insights for women navigating the tech industry. It's a journey of continuous learning, resilience, and building strong networks. By embracing their unique perspectives, challenging biases, and supporting each other, women can not only thrive in tech but also shape its future. At Derwent, we are committed to long-term diversity through both assisting clients with inclusive hiring processes and attraction strategies, and fostering the next generation of female leaders.
