But when I was first asked by Mark Dombkins (CEO) for and on behalf of the existing Board, I nearly said no.

Fighting the stories telling me ‘no’

Silently in my head, I started responding to the board role offer with a range of reasons:

• I had never done a formal board role before let alone the Chair role

• What if I completely mess it up?

• Did I even have the time to commit to this? and

• Did I even want the role!?

Instead of verbally throwing up on Mark, I gathered some poise to not spill my thoughts out loud yet.

Mark then shared that the existing Board had noticed the advisory work I had been doing with them for the last year and how I had shown up with my time and advice over that period.

It was here when I took a moment to appreciate the opportunity that was on offer and recognise that the advisory work I had done was valued and led the pathway to the conversation we were having.

A few months before this conversation I was sharing with two friends of my interest to move in the direction of Board roles. Six months earlier I had done the company directors course also in preparation. Why was I baulking at the very opportunity I had articulated and worked for when it presented itself?

Mark then reiterated the not-for-profit’s values and where I was aligned. I was starting to lean towards now saying yes. Towards the end of the call I asked for a few days to reflect on the conversation. If I was going to commit then I wanted to ensure that I had ironed out my initial ‘no’ queries.

Over a couple of days I revisited my initial ‘no’ reasons. Soon uncovering they were all convenient excuses and how much I feared getting what I wanted earlier than I expected in my career. Every board member and Chair needs to start somewhere and why not do it with an organisation I have an existing relationship with and where I align with the values and the mission.

The time commitment for a Chair versus other board members does require more time to be allocated. But the idea of setting up the governance and processes from scratch and learning how to do that in partnership with a CEO who was also eager to learn was appealing. A few days later I accepted the offer to join the Board and to be Chair.

What we’ve done in a year

When I was joining the board, there was a refresh of the board. The board consists of six of us (this includes Mark as CEO and me as Chair). The initial board was made up of the founders and early collaborators of Forever Projects. They recognised and felt it was time for the organisation to evolve to a majority independent board.

What has been most impressive in my view is that Mark and the team had been screening potential board members for months and in some cases years. Everyone who was asked had a relationship with the team that had been established and cultivated over a period of time.

This helped Forever Projects to determine alignment of values, work ethic and the respective skillsets of each prospective board member. This in turn also helped each prospective board member to be comfortable with the values of the organisation and assess where they could add value and time they could commit.

We needed to create and embed the systems and process of governance for scale. First was to get the documentation for our meetings sorted. This included calendars, agenda templates, standing agenda items and papers, board minute templates and matters arising. Items that may seem boring or mundane but having these documents and processes in place are fundamental to enable transparency of accountability and decision making.

We have such a diverse range of skills and experiences, ranging from legal, finance, marketing, operations also from a mix of industries. For the last year we’ve also been building on other areas such as strategy, budgets and financials, processes and procedures. There are many areas where the breadth of experience of the board has been helpful to get to an optimal outcome.

We’ve often said let’s go slow to go eventually go fast. With many of the foundations now in place it feels like the second year of being Chair will definitely speed up, especially since we have a much more familiar rhythm to board meetings.

Hard to believe I almost said no to this opportunity. For anyone who isn’t sure about jumping into that Board role, if you are aligned to the values of the organisation and committed to learning new skills then it’s a decision you won’t regret.

This post shares a few podcasts that are currently shaping my thinking on topics like risk management, governance and board dynamics in pursuit of becoming a more effective board director.

Boardroom Conversations by the Australian Institute of Company Directors

This podcast started just as I had signed up for the Company Directors Course in 2023, which was great timing! The host Bennett Mason interviews very experienced board directors and their personal journey to the boardroom, sharing what they’ve learned along the way.

These episodes feel like having a coffee with that director you’ve always wanted to catch up with to hear all about their experience and tips!

Average episode length: 30–45 mins

Notable episodes: Graeme Innes, Jacqueline Chow, Steve Hasker

Take on Board with Helga Svendsen

Helga Svendsen interviews women weekly on all things board and governance. Acknowledging that the board journey can be lonely, challenging and hard these conversations are designed to bridge that gap.

I enjoy the friendly nature of Helga as host and the comfortable environment she creates for those being interviewed. This helps for the interviewees to come across as more open with sharing their tips and recommendations. There are some very practical suggestions by a wide range of board directors, it feels like there is always something to takeaway from an episode. Have your digital or hardcopy notepad ready when listening!

Average episode length: 30 mins.

Notable episodes: Making the most of digital board papers with Tammy Atkins, Steps for recruiting a Board member, The benefits of being new to a board with Cathy Jones

Future Directors Podcast with Paul Smith by Future Directors Institute

Hosted by Paul Smith, describing himself as a ‘Board Futurist’, this podcast does shake up the topics of governance and otherwise what could be perceived as dry boardrooom chat.

This includes discussing about what can actually be done at the board level to be innovative and adapting for the future. From human psychology in the board room to how AI (Artificial Intelligence) is having an impact on governance. Listening has helped on adding more context to these more nuanced and emerging matters.

Average episode length: 45–60 mins

Notable episodes: 79: Creating a Tech-Wise boardroom, 95: The difference between Board Composition & the Board Matrix,

Governance Matters Podcast by Governance Intelligence

This podcast has a focus on public company governance matters in North America (USA, Canada) and also Europe. Touching on global trends and challenges this podcast has been helpful to hear what is happening in other regions and what can be adopted here in Australia.

Average episode length: 20–35 mins

Notable episodes: How much can AI help lawyers carry out their jobs?

The following is a summarised excerpt from the webinar outlining my personal not-for-profit board journey to date.

Board Observership Program

The beginning of my not-for-profit journey

I started my not-for-profit Board journey in 2019 when I applied for the board Observership Program for the 2020 program.

The Observer Program is a 12-month program where as the name suggests you observe a not-for-profit for a period of 12 months. You're with a cohort (in my year it was about 70 others in Sydney) and we're all observing different not-for-profits. In parallel we were also receiving some education administered by the Australian Institute of Company directors and also the ethics center as well.

I was an observer for Hills Montessori, a preschool in North West Sydney. I observed during 2020 which of course was the COVID year. The preschool teachers at pointsin time needed to embark teaching via Zoom which they hadn't done before.

I was able to observe all board meetings, committee meetings and I also got involved in some projects that were linked to my skill set. I was also involved in a risk project and also a data project. I thought these were both very simple projects and I wasn’t sure if I was adding value, but this is where it's really important not to underestimate your skill set and what you can bring to a board. The Hills Montessori board did not have a risk or data person on hand, and that's where I was able to able to help.

Forever Projects

Finding meaning in helping women becoming financially self sustainable

I'll fast forward to last year mid 2024 when I was appointed chair of Forever Projects. Forever Projects is a not-for-profit which helps to end the orphan crisis in Tanzania by helping women to become financially self-sustainable.

Back in March 2020 I met Mark Dombkins who is the CEO of Forever Projects. I had the opportunity to meet Mark during Startmate office hours, a networking opportunity for startup community between investors and founders. After that meeting Mark and I continued to catch up on a semi-regular basis over the years.

Taking a little step in parallel in October 2020 I did a piece of work for a not-for-profit called the Sydney Women's Fund. They were creating a four-part documentary on the financial vulnerability of women throughout their lives. I was one of the researchers on this documentary and also the statistician. During this time this helped to further iterate that I wanted to work in the space helping women to become more financially literate and also more confident and self-sustainable in their finances.

There’s this period between 2020 and 2023 where it looks like that I didn't do anything - but I actually did. I continued to keep in touch with Mark Dombkins, CEO of Forever Projects and in mid 2023 that's when I joined more formally as an adviser.

The board of Forever Projects at that time was made up of members who were fundamental and foundational in starting Forever Projects about 10 years ago. As the not-for-profit started to scale and grow they wanted to bring on an independent board and the way they thought about this was to bring on advisors. This is a for prospective board members to test out the organisation and also for the organisation to test your skills, experience and level of commitment. It's also a really good way to see if values align with the mission of the organisation.

Cultivating your network

Meeting experienced directors, continuously learning and sharing those experiences

Also during this three-year stint of ‘nothing’ I was sharing content and on my perspectives of technology investment, startup investing as well as board and governance matters.

I was also regularly meeting with my network and openly telling them that I was open to board opportunities. I started talking to experienced board directors during this time - I had a goal of wanting to talk to at least 50 experienced board directors and understand the trends and themes of what they would suggest or recommend. There was one thing that kept coming up in all of my conversations was the question:

Have you done the company director's course?

I feel that it's increasingly becoming a prerequisite. It isn’t compulsory but it does feel like it's a signal, similar to what a degree or a qualification would be. It is a foundational subject and course that covers governance.

Once I'd finished the course I found it was easier to meet other directors. Also, the directors that I had previously met before who asked me if I had done the course, I was able to get back in touch with. I found that doors were able to open a little more because completing the course shows your intention and your commitment to this pathway.

Sydney Writers’ Festival

Meeting experienced directors and continuously learning

I joined the finance committee of Sydney Writers’ Festival at the beginning of 2024. When I was meeting experienced company directors in 2023 I shared my resume (I didn't have a board resume at the time) and one board director mentioned that Sydney Writers’ Festival were looking for someone for their finance committee who had a finance background and who was interested of course in books.

I went through the process and was successful in being appointed to the committee. It can be an element of good timing and luck to find out about opportunities.

You can watch the full webinar which includes Malini Raj’s journey as well as actionable tips to help you find and secure the right board opportunity.

It’s where the board of directors of a not-for-profit make a personal financial contribution towards the organisation. (This is when and where donations can and are accepted by the organisation).

I first heard about this concept at a She Gives event. Professor Larissa Behrendt shared her approach for not-for-profit board roles - the importance of contributing financially in addition to her time and skills. That it also sets a tangible example and sends a positive signal for donors to contribute.

This was my key takeaway from the event. So much so, I couldn’t wait to raise it with the not-for-profit where I am the Chair, Forever Projects.

How Board’s add value to a not-for-profit

Typically, directors are dedicating their time and relevant skills to the mission of the organisation.

This includes but isn’t limited to attending meetings, governance oversight, domain knowledge and advice, strategic direction etc. It can also extend to providing a financial contribution / donation but may not be expected and/or compulsory.

Whilst some deem providing your time and skills is a donation enough, it is a powerful indicator when you also financially contribute. An investment in the organisation in this manner demonstrates your commitment beyond just your time and skills.

What are the benefits for the not-for-profit?

• Trust and credibility: Often culture and embodiment of the company’s values stems from the top. If the leaders at the Board level are willingly donating, then this is a positive signal to donors and the public and can further enhance fundraising efforts.

• Collective and aligned values amongst the Board: Internally this can further bind a Board together in the shared purpose and mission of the organisation.

• Boosting financials: Every donation can help to improve the financial base of the organisation and contribute to ongoing operations.

How did we implement this at Forever Projects?

First, we had an open discussion amongst Board members on the topic of an ‘all-giving board’. We discussed the benefits outlined above and any questions raised were addressed.

Overall, the board members were positive and agreed to the concept, next step was to discuss the level, process and logistics.

In these current economic conditions and differing personal circumstances it felt unreasonable to apply the same donation amount for everyone. We wanted to emphasise that it was the act of financially contributing more than the amount. However, it was still encouraged to give what you can!

Each board member was asked to discuss with the CEO the amount they were comfortable donating. They had no obligation to share this with the other board members. The Forever Projects team then shared the best method to make this donation on a regular basis.

It ended up being quite a seamless process, helped by having such open-minded board members around the table!

Are you part of a not-for-profit board and not yet an ‘all-giving Board’ perhaps this could help bridge the gap to become one.

1. Open discussion about the concept - answer any questions and concerns

2. Emphasise that the act of financial contributing is the main point. But give what you can!

3. Board members to then start financially contributing via the best method for the organisation

Let me know if the points above are helpful to you and your Board as you evolve to an ‘all-giving Board’!

Leave a comment

Last year there was an uptick in the number of people asking me about my interest in joining a board. Following a board directorship path wasn’t top of mind until I noticed the question was increasing in frequency. Often during the conversation they would ask:

“Have you done the AICD course?”

From what I was hearing it sounded like a pre-requisite and so decided to do the course. If you’re interested in what I wish I knew in a bitesize manner before doing the course you can read about it here.

I wanted to know exactly what I should know as I embark on this career journey. In parallel with studying the AICD course I decided to seek some qualitative data from active directors and understand the trends (if any) of their experience.

I spoke to 20 non-executive directors (50/50 split between women and men).

Their experience was wide ranging and covered:

• Not-for-Profit boards (small and national)

• Regulatory and Government boards

• Private company boards (startup, national, multinational)

• Listed company board (small cap, ASX200)

I concentrated on three key questions:

1. Why is there a preference for GAICD?

GAICD stands for Graduate of the Australian Institute of Company Directors. You can just do the company directors course, but there’s also the option to complete the assessments at the conclusion of the course to obtain a qualification — GAICD.

Everyone I spoke to recommended I finish the assessments, and see through the study through to completion for the qualification. Their reasoning and justifcation included:

• The qualification sends a signal (no different to what signals other qualifications provide)

• A good basis to understand governance, risk and liabilities

• Embed the dilineation between being on the board and management team

• Many commented that in their view it was now seen as mandatory

It sounds like it was table stakes, and if it meant that it opened up more potential opportunities then this sounded like something I should invest the time in and finish if I’m considering pursuing directorships.

2. What do they wish someone told them before they became a director?

Learning from the wisdom and mistakes of others can greatly help you when you’re venturing into a new area. Particularly with high stakes board roles I felt this was a pertinent question.

• Know how to sell yourself and your skills and the value you can bring to the board and the organisation. Having people sponsor and advocate for you is important.

• Don’t be overly concerned with where you start, if this is important to you, then start to build the experience and learn the skills.

• Don’t rush to say yes quickly at the expense of conducting your own due diligence and being comfortable with the opportunity. If you’d like to read about how I think about DD on a board you can read about it here.

• Flush out when a recruiter is asking you to interview for their ‘diversity metrics’ but they already have someone in mind. This one made me laugh, and came up a few times…

• Have some thought around how you would structure your portfolio of roles— consider conflicts, overloading, reporting dates.

• The quality of the company secretariat and board papers will influence your experience.

• How to ask certain questions — this takes time and observing those with experience helps.

• The importance of understanding tech and being on a board — this was brought up a number of times!

3. Their top tips and actions to share with someone embarking on this journey?

• Network and meet other board directors and let them know you’re interested in opportunities. Personal connections is how many directors shared how they found and continue to find roles.

• Like many things career wise, once you have experience, additional opportunities are presented to you. Sometimes the first position is the longest and hardest to obtain.

• If you’re taking on bigger roles, be mindful of when they report. It can be a lot when they report at the same time!

• Have clear sectors of focus and interest. You can then filter opportunities through this lens instead of the cognitive load of assessing every opportunity.

• The usual and recommended pathway to starting as a director is to build credentials with a not-for-profit. But make sure that even on a volunteer board everyone is focused and committed!

• Personal brand and being known for your skills and what you add is important. Stay away from things that could tarnish your reputation, trust your gut.

• If you’re having a few board roles, have some flex in your calendar so when issues surge, you can pay enough time and attention to them.

It was unsurprising that many of the tips and actions were similar across the directors I spoke with, despite their different lived and work experiences.

Are there any other additional tips or actions you would add to this?

If you want to read all about the Australian Institute of Company Directors course you can read the following article I wrote about it:

From many of the conversations it was becoming increasingly clear that it’s a minimum requirement to seriously pursue director positions. Whilst it is significant both in terms of time and money, I found it to be excellent professional development. Perhaps you can access your learning and development budget to pay for or even partially subside the cost.

Here are the pertinent things to know before, during and after the course that I wish I knew in a bitesize manner!

Before the course

The estimated time for the pre-reading is 60 hours. I questioned whether it really would take up this much time…and I can confirm it definitely was!

The sheer amount of content is incredible, so it is imperative that you are organised and do your homework. It takes longer than you expect, especially if there is a topic that you don’t have experience or expertise in.

During the course the assumption is that you have read all the course notes and the case studies. This is no different to the expectations of board members where it is assumed they have read all papers prior to the meeting.

You’ll also have a phone call with an AICD liaison person who will outline the expectations and give you some tips to get the most out of the course. They can also answer your questions in the lead up, and also at the conclusion of the course.

During the course

Be engaged and actively contribute to get the most out of your time and learnings from the facilitators and your fellow cohort.

You need to come ready to apply the course notes, discuss and voice your opinion. There are of course ample opportunities to ask questions and seek clarification on the material.

There are different ways to attend the course, I decided to do it online over 5 weeks (one day per week over 5 weeks). This may not work for everyone; some people prefer to learn in person so just figure out the best way for you from the course delivery options available.

After the course

There are assessments you can do to attain the qualification of GAICD (Graduate of the Australian Institute of Company Directors). This is optional but highly recommended.

You have 3 months from the end of attending the course to complete the assessments — an assignment, exam and quiz. You’ll receive the qualification if you successfully pass (>65%) each of the three components. There’s a recommended order to completing the assessments and target timings to submit.

There are plenty of practice papers for the multiple choice and exam components. I’d recommend doing at least 4 or 5 to understand the common themes / areas before sitting the real thing.

Carve out the time for studying and completing the assessments in your calendar, otherwise it’s easy to have time get away from you! The assessments were a great way to put into practice what I learned and consolidate my understanding on the breadth of topics.

Forming study groups was beneficial for me. It was helpful to share ideas, hear different perspectives and experiences and also help me point out my blind spots!

My key takeaways

• Understanding the different roles between being on a board and the executive / management team

• Governance is no joke. There are many liabilities and responsibilities!

• Being organised and staying up to date on trends and issues is important not just for management but also board directors

• Learning with others is much more enjoyable than in isolation!

Good luck with the course, it may feel like at times that you’re drinking from a firehose, but overall I felt it was a positive experience and beneficial to the trajectory of my career.

I’ve personally found it quite opaque in terms of information and where to start so thought I’d share what I have found over the years to be areas to look out for.

This my checklist for due diligence when I’m exploring opportunities for board and advisory board roles. I’ve broken it up into broad themes and it’s by no means an exhaustive list! It has been quite helpful so far to help me adopt a framework to filter and delve further when approached.

But first a few things to take note before going through the checklist:

• For me, an alignment of values is the most important aspect. If you’re going to take on this level of accountability and responsibility, values have to be at the core of the decision to say yes.

• An organisation doesn’t necessarily have to tick every single item — as it would of course depend on the maturity and type of organisation (eg. not-for-profit, startup). However if there are areas missing or currently in progress, ideally there should be a clear pathway and timeline to when and where these areas will be bridged.

• It is a two-way process to determine whether you should join a board (although depending on the terms sometimes a board role is a condition as part of startup funding). I wouldn’t advise sending this list to an organisation all at once as it could be quite overwhelming! It also depends on who they are and their experience with dealing with board roles. There’s also likely to be some sensitive information you’re requesting in the topics below. As you start the getting to know each other process and continue conversations you can begin to ask more information and progress through the checklist in an organic way.

My checklist prior to accepting a board role

VALUES & CULTURE

• Values of the organisation and how this is reflected by the CEO / Co-founders / other board members

• Level of customer engagement — how is this measured and what are the metrics? (eg. NPS)

• Level of staff engagement — how is this measured and what are the metrics?

• How do the current members of the board know each other — who invited/introduced them into the organisation?

• How does the organisation define diversity — what are the metrics according to their definition?

• What’s the communication style and transparency at all levels of the organisation?

STRATEGY

• What is the overall mission of the organisation?

• What is the 3-year strategy — where is the organisation currently in their 3-year strategy cycle? [A startup for example may have 6 month or 12 month strategy goals compared to a much more mature stage company / long standing corporate, so you would adjust the strategy timeline accordingly]

• How do you measure success as an organisation?

• What are the KPIs/deliverables and the reporting systems to measure and monitor these metrics/outcomes?

• What is the tech stack used across the organisation?

GOVERNANCE & RISK

• Latest copy of the org(anisation) chart — including the board and management (including N-2, two levels below the CEO)

• Are there currently any legal matters pending?

• Risk management framework including OH&S (Occupational Health & Safety)

• Directors & Officers (D&O) insurance policy and wording

• Cyber security strategy and policy

• Succession planning strategy — both for the board and management team

• Board constitution and charters — including for any sub-committees

• Timetable of planned meetings — including board meetings, sub-committee meetings, strategy sessions, in camera sessions

FINANCIALS

• Latest audited financials — revenue, operating expenses, burn rate, cash position, runway, assets, liabilities, etc.

• Confirmation (from the auditors) of what is the position of any outstanding superannuation to employees (what is the commitment and timeline of when it will be paid)

ME

• Does this organisation align with my values?

• What is it about my skillset and experience that would add value to the organisation and the board?

• What is the (average) time commitment that is expected from this role?

• What is the remuneration package — e.g. advisory fees, shares, reimbursement of expenses incurred? [there is scope for pro bono rates for not-for-profit organisations]

What are the topics and areas you would add to this list prior to accepting a board role?

Also if you’re under 40 and based in Sydney and Melbourne and thinking about exploring what it would be like to be on a board you may be interested in participating in the Observership program. I had the opportunity to observe a not-for-profit board. Just one of many ways you can acquire some training as a future director. You can read more in the link below.

So far I’m half way through my year of observing a not-for-profit board and it has included training delivered by the Australian Institute of Company Directors with other observers from all different industries and skillsets. Topics of the formal training were: Duties and Responsibilities, Finance, Risk, Strategy and Ethics. We moved to remote learning fairly soon into the program, but that didn’t really impact the content to be learned.

What a year to observe a board especially a not-for-profit. The beginning of 2020 Australia was suffering from the calamity of bushfires and then followed by floods. For many not-for-profits, funds they may have expected to receive were redirected towards bushfire relief efforts. In essence, there was a competition of donation wallets.

Then the pandemic came along and boards also had compounding underlying operational issues to deal with. A continued decline in donation funds further exacerbated by unprecedented levels of unemployment. Then with mandated physical distancing imposed not only did this impact where and when volunteers were able to donate their services but also in some circumstances operations had to stop entirely.

Real leaders are forged in crisis, and our cohort had a front row seat to observe how it’s done. Here’s some insight of what I’ve experienced to date. Two other observers Min Kumar and Theeban Rubasingham also provide their perspective.

WHAT NOT-FOR-PROFIT BOARD DID YOU OBSERVE?

Min: StoryFactory — a not-for-profit creative writing centre for marginalised young people aged 7 to 17.

Theeban: Montessori East School — a preschool and primary school based in Bondi.

Solai: Hills Montessori — preschool based in West Pennant Hills.

HOW OFTEN DID YOUR BOARD MEET?

Min: We meet four times a year, which doesn’t sound like a lot but it compelled me to join sub-committees and project groups. This gave me real exposure to how decisions made at the board level were then executed by the management team and later how issues raised by management were handled by the board.

Theeban: We meet monthly, with an additional extraordinary meeting called during the COVID pandemic.

Solai: Monthly meetings. Moved to video conferencing, but when we were meeting in person it was most important to bring snacks to share!

WAS THERE STILL CAPACITY TO ACTUALLY GET INVOLVED EVEN IF YOU ARE JUST THERE AS AN OBSERVER?

Min: Definitely! It’s no coincidence that the board you’re placed with needs your expertise. But be prepared to read the room first. As an observer you’ll be called on to provide strategic advice where appropriate. Each board is different so I’d recommend having a coffee with your board contact prior to the first meeting to gain an understanding of where they would like you to add value and voice what you would like to gain from the process. This conversation will make it easier for you to determine when to speak up in the meeting and when to observe.

Theeban: With a not-for-profit, there is always scope to get involved and always work to be done. I was quite aware from the outset that my previous experience in construction and property development played a major factor in the Board’s decision to appoint me as an observer. From the first meeting, I was also able to be involved in subcommittees. The expertise or skills you have may not be available (without a fee) to the current Board members. For example in my case, my expertise was well suited to looking at some contracts and a project management schedule.

Solai: As an observer you’re unable to vote when the Board raises approval for a motion. You still have the opportunity to contribute your opinion and/or perspective when issues are discussed. Not-for-profit boards tend to get more involved in the operations, often different to a for-profit board where they may have more funds and therefore more resources within the organisation and management. I was given a few targetted projects that matched my skillset of risk and analytics.

WHAT WAS THE MOST VALUABLE ASPECT ABOUT A BOARD DID YOU LEARN?

Min: The exposure to different subject matter experts. Whether it’s the Treasurer discussing financial positioning or the board Secretary advising on governance responsibilities, you have unique access to brilliant minds who have done this dance ten times over. Don’t be afraid to reach out to them one-on-one to better understand what they do and how they do it. In my experience they’re more than happy to take time to chat.

Theeban: I was always excited to see how the dynamic of a Board works, how important decisions are determined and actioned. Not-for-profit Boards are usually made-up of successful and accomplished individuals who have given up their time to provide their expertise to the organisation. There is so much to learn from them, both as a Board member, but also in your general life. The most valuable thing I have learnt so far is to make sure you take a considered approach to the Board meetings and the various Board Members. If you can provide value and prove to be an asset to the Board, the members will take notice, which will both increase your ability to interact on a Board level, but will provide additional avenues for future career/Board progression.

Solai: Diversity of thought and skillset is imperative. I could tangibly see first hand more informed considered decisions were made which led to optimal results.

WHAT WERE THE MOST IMPORTANT TAKEAWAYS FOR YOU FROM THE FORMAL TRAINING?

Min: Take the time to network and contribute meaningfully to the group discussions during the sessions. The facilitators are great and present highly engaging content which you’ll be given the opportunity to discuss with your group. By reading the training notes thoroughly before the session and coming armed with a few questions you’ll be able to make the most of the brilliant minds around you.

Theeban: The training was great, but mostly for the discussions with your peers throughout the process. The wide-range of backgrounds and careers in each group at each session provided for some robust conversation and perspectives. I enjoyed attempting to do the case studies by myself prior to each session and then being exposed to new ways of thinking during the sessions. There was also a lot of audience interaction and engagement, most sessions felt like a discussion rather than a lecture.

Solai: Your obligations and duties as a director are no different whether you are on a for-profit or not-for-profit board. Reiterating that following cash is of utmost importance. There was also capacity to get to know the other observers and hear about their experiences and organisations.

If you’d like to donate your time to a not-for-profit in a unique way, learn about how to be a board director and are based in Sydney or Melbourne then you should apply for a future Observership program!

Alternatively if you’re a not-for-profit organisation and would like to play an important role in developing the next generation of board directors and potentially receive some targetted help on projects then I’m sure Cathy and Belinda would love to hear from you on how you can be involved in future programs.