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Louise Thurgood Phillips on getting across your value proposition
Louise is on the boards of Advance, an organisation connecting Australians around the world, HVAC solutions provider Orion Mechanical Services and chair of Hanrob Pet Hotels. In her executive career, she worked in banking, finance and infrastructure at Macquarie Bank, Deutsche Bank and Babcock & Brown. Here she talks about the search process for boards, how to navigate the system and avoiding 'imposter syndrome'. Valuable Discussion Points [01:35] How did Louise approach search consultants and appointments to position herself on boards? When beginning her career as a NED, Louise was eager to justify her seat and prove her intellect at any turn, suffering from what she believed was ‘imposter syndrome’. Regretting this, she learnt to be honest with search firms and develop transparent and genuine relationships so they work with you in establishing a proposition value for all future board opportunities. [03:05] What does the search process actually involve when attempting to find a board that suits you? There’s multiple ways in which you may go through the process into becoming a board member, regardless, Louise believes it comes down to your network and the ability you have to communicate with them about your positioning. [05:31] When interviewing with a chair or director board, how did/do you learn from those experiences? Louise believes that the interviewing process is like a ‘dance’, and you have to be relaxed in order for them to see your skills and preparation. Not only are the firms interviewing you, but you’re interviewing them, therefor, highlighting your proposition value so that both sides can benefit from the relationship. [06:19] Do you speak with current chair and directors and do they give you advice on where you can add value? Louise is in constant communication regarding her value and ability to leverage her skills to optimize productivity. Operating within risk and complex organisational situations, Louise maintains this communication to ensure clarity in her proposition and decision making values. [07:39] What are some reassurances that you look for as a prospective board member? Louise utilises her deep insight and research capabilities to accumulate knowledge, that assisted by her networks, give her the best opportunity to understand board dynamics and the role/position she would be given within a board structure. [09:39] What are some of the positive and challenging aspects of looking to join a prospective board? Developing a strategy to approach a board is one of the most difficult aspects of the process, and Louise has found that while it pays to be eager, you’re best to develop trusting and genuine relationships with recruiters so that they can communicate your value for you. Louise also recognises the importance of being considered, and knows that while you may not always get the position, if your name is being discussed amongst recruiters then you’re effectively branding yourself. [11:39] In retrospect are there any boards you’re glad you missed out on? Louise recounts a situation in which she was in the running for two separate boards and her decision in continuing the process was affected. On one board, Louise was communicated to that she would be entering an industry structure that would soon be disrupted, while the other offered a more comfortable structure she was hesitant in her ability to command the board room with its current members at the time. [13:44] Do you find that your appointment on boards is through search consultants or other means? Louise has found that most of her appointments regarding board positions are established through networks and relationships with firms that understand her proposition value. However, she also recognises that certain boards, particularly government related ones, require a more detailed and regulated process of selection, and this is where her experiences and skills are beneficial. [16:28] What advice would you give so
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