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The Australian Institute of Company Directors
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Robin Low on finding your feet on a board
Robin Low is one of the busiest directors in Australia. She sits on the boards of Appen, AUB Group Limited, CSG Limited, IPH Limited and she is the deputy chairman of the Auditing and Assurance Standards Board. She is also a director of not-for-profits Public Education Foundation and Primary Ethics. Prior to this, Robin was a partner at PwC for more than 17 years. Here Robin talks about finding your feet on a board, preparing for a director career, interpersonal dynamics and managing your workload as a director on multiple boards. Valuable Discussion Points [01:25] How long did it take Robin to get the lay of the land on a board in regard to participation and discussions? Robin believes that the approach you have to a board depends entirely on the skills you offer and the culture in which it fosters. Having a background in auditing committees, she was given the skills and knowledge on how to effectively navigate a board room that promotes different communication styles and dynamics. Robin observes as a director, admitting that it took time to build the confidence to contribute, but recognises her contributions as reflective and well-timed. [04:33] Are there any traps in entering a board as a beginner or the new person? Naturally, people will enter a new board wanting to change the fabric of it, however, Robin believes that your value will be most recognised if you begin by observing and reflecting on the conversations and decisions made. This will allow you to receive and disseminate feedback whilst honing your skills and expertise to most accurately understand where and when to contribute. Robin also recognises the importance of a good chairman in regard to setting expectations for new board members and their ability and capacity to contribute to the flow of the meetings and organisation. [07:07] What are the expectations from fellow directors and the chair when you join a new board? A chair isn’t bringing you onto a board expecting anything other than what they believe you are capable of. Establishing these expectations early and understanding your value proposition within the organisation allows for clarity and accountability. [09:41] What are some observations Robin has made surrounding the dynamics of decision making within a board? Heavily influenced by the ability the chairman has to maintain a constant tone within meetings, they must understand the dynamics of situations and their risks as well as the individuals within the board. Healthy risk assessment, however, takes time, and the importance of this in regards to influential decision making is constantly evaluated throughout boards and their meetings. [14:08] What’s the nature of chairing committees and would Robin suggest it to an emerging Director? An effective tool, Robin believes that her experience in chairing audit and risk committees has consolidated her ability to observe, discuss and deliberate in formal and dynamic settings. Focused more on risk evaluation and more ‘concrete’ discussions, this position promotes your leadership and ability to maintain a committee. [15:55] Once Robin received her first listed board, did she find this led to further opportunities within the space? Robin believes that like many formal employment opportunities the necessity for ‘prior experience’ is always lingering, however, she recognises that this narrative must change in order to gain more dynamic boards. Acknowledging that there must be a brief for all positions as a director, Robin also believes that she’s noticed a shifting focus towards finding directors that have experience, knowledge and skills in the requisite field rather than solely prior listed board experience. [16:47] Did Robin plan for herself to have a career on boards, and what was this transitionary period like for her? Robin completed the company directors course with the Australian Institute of Company Directors 5 years prior to departing PWC ensuring that she would be bo
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