Becoming A Learn-It-All Director
Navigating the Boardroom with Evidence-Based Leadership
Non executive director and seasoned researcher
Future Directors Founder
In an era defined by data abundance and information saturation, mis and disinformation, the role of a director has evolved beyond traditional paradigms. As organisations grapple with uncertainty and disruptive forces, the need for leaders who can navigate this landscape with clarity and confidence has never been more critical.
Our Q&A with Clare Thorpe, a non-executive director and seasoned researcher, delves into why and how directors can contribute to better evidence-based discussions. With her unique skill set and commitment to continuous learning, Clare provides a guide on the importance of synthesising information and embracing a "learn-it-all" approach.
Paul Smith (PS): Clare, how do your librarian and researcher background enhance your ability to bring evidence-based discussions and decisions to the boardroom?
Clare Thorpe (CT):
As a librarian, I’m trained to critically analyse research questions and to evaluate the veracity and reliability of information. When I’m evaluating discussion topics for the board, I draw on a mix of evidence sources, including published research, organisational and sectoral data, and professional knowledge/lived experience. I try to consider decisions from all three perspectives:
What does research tell us about this issue and its application in similar contexts? How does that apply in our organisation?
Are there any unique circumstances that correlate or contradict our activities and values?
How does the research compare with my professional knowledge of our organisation’s culture and user experience?
Relying on one evidence source is usually insufficient when considering the risk implications, however, drawing on a combination of evidence sources provides more rigor to my decision-making processes.
PS: Can you share examples of how you've used your skills to fill knowledge gaps in board decision-making, even in unfamiliar areas?
CT: Oddly enough, the times when I’ve had to employ my professional skills are often around topics about which I might consider myself to be a subject-matter expert. The challenge is to be self-aware enough to check my own assumptions. Am I making a decision based on my own assumptions or lived experience? Or is my knowledge aligned with the story that the evidence and data is telling for the organisation’s context? It can be much easier to acknowledge my own knowledge deficit around topics I know little about, like artificial intelligence applications or cybersecurity, than areas in which I have worked for a longer time, like library operations, policy development, or people management.
“… continuously developing our digital and media literacy skills to critically synthesise the information ecosystem we work and live in.”
PS: Misinformation and disinformation are persistent issues. How do you tackle these challenges and ensure meaningful discussions in low-information situations?
CT: Media literacy has been recognised as one critical approach to countering the spread of mis- and disinformation. The Australian Media Literacy Alliance’s Framework poses six questions that can be a helpful place to start when considering information presented to the Board. Digital and media literacy skills should be added to board skills matrices and evaluated as part of a board skills audit, alongside financial, legal, and governance knowledge. As directors, I believe we need to keep our professional skills up to date, and that includes continuously developing our digital and media literacy skills to critically synthesise the information ecosystem we work and live in.
From a practical perspective, I am also involved in the Open Access and Open Science movements, which advocate for research, especially publicly funded research, to be made as accessible and reusable as possible for everyone. There are a range of Open Access pathways used to share research. Google Scholar combined with the Unpaywall Chrome plugin is a good place to start to find accessible, reliable, open research. And, of course, I recommend joining your local, state, or national library for free, to connect with skilled information professionals and access trustworthy content.
PS: What methods do you recommend for fostering evidence-based discussions in the boardroom and ensuring decisions are well-informed?
CT: It probably sounds obvious but well-written board papers are a must. I have been known to request that decisions be deferred until the executive provides evidence with appropriate analysis to support their agenda items. Providing directors with regular briefings about the industry sector and emerging issues and prioritising scenario planning and creative thinking in the boardroom might be challenging in busy agendas. However, building a culture of learning among directors is a worthwhile return on the investment of time and resources.
“Evidence-based decision-making drives strategy, but ill-informed decisions can set organisations back.”
Evidence-based decision-making drives strategy, but ill-informed decisions can set organisations back. I think we all remember the challenge of trying to make quick decisions early in the COVID-19 pandemic without a lot of evidence. It was exhausting and repetitive. When we aren’t operating in crisis management mode, using evidence-based practices and investing in directors’ learning will facilitate decisions that drive strategy and mitigate risk.
“It’s important for all directors to interrogate the evidence presented, look for gaps and biases, and listen to the perspectives of everyone at the board table”
Personally, asking curious questions is my default setting at the boardroom table. I come to each board meeting prepared, having read the papers and sought out any extra information that I need to understand the topic. If time permits, I send my questions ahead of the meeting to the chair and CEO so that they can provide additional evidence or commentary during discussions. It is important to remember that evidence and data can be skewed to tell a particular story. It’s important for all directors to interrogate the evidence presented, look for gaps and biases, and listen to the perspectives of everyone at the board table.
PS: Thanks for your time today. Finally, what insights can you provide about the role of evidence-based governance and what a board member with your background brings to an organisation?
CT: My professional career has been characterised by continuous professional learning, and I’ve brought that mindset to my role as a board director. Digital and media literacy skills date quickly, and it is important to continue to learn new tools and sharpen my critical thinking skills as technologies change and emerge. Library and information professionals are frequently early adopters of emerging technology and are often looked to for advice about how technology can enhance people’s work, education, and personal lives. The critical information, digital, and media literacy skills that librarians have in their professional toolkits are well suited to the boardroom.
Clare Thorpe is a Future Directors Hub Community Mentor. She connects people to the information and resources they need to succeed, builds high-performing workplace cultures, uses evidence-based decision-making, on professional association boards and in senior leadership positions in universities and state libraries.
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