Q&A with Jim Birch - How to land a board role and make an impact once you’re there.
Jim Birch, Chair, NED and speaker on FDI’s Board Career Accelerator Program
The boardroom is in Jim Birch AM’s blood. Really.
He’s been the Chair of Lifeblood (formerly the Red Cross Blood Service) since 2016, and a Non-Executive Director at Beamtree for the past 2 years. Jim is also the Chair of Calvary Health Care, and has served on many other health-related boards throughout his career, after cutting his teeth as the CEO of the Adelaide Women’s and Children’s Hospital, the CEO of several government departments, and a Partner at EY.
Like we said, it’s in his blood.
Jim has lived what we at Future Directors Institute preach – empathetic, inclusive, emotionally intelligent and modern board leadership. So we were enthused to sit down with him and ask a few questions about how to land a board role, and make an impact once you’re there.
FDI: Imagine you’ve just gotten a CV from someone who wants to serve on a board you chair. What are you looking for?
JB: I always ask myself – does the CV fit the skills, personality and diversity matrix that the Board has endorsed? The second is generally – to what extent has the person had previous Board experience that demonstrates their CV can be backed up in the real world of experience.
FDI: What about referee reports?
JB: I do not hold much stock in referee reports unless they are provided by someone who has a lot to lose (ie, their reputation) in giving an invalid referee report. I’m looking for a genuine opportunity to follow up and test the validity of their experience with not only their referees, but also related people.
FDI: So now the flipside – what’s the most common mistake or problem with CVs you receive
JB: Some people treat CVs as a statement of what positions they have held, and fail to indicate what relevance their experience has to the position and organisation, or why they feel that are exceptional or uniquely placed to be a best fit for the role.
FDI: While we’re talking about recruitment, how do you reduce biases around the candidates you select?
JB: I’m very clear if using a search consultant about the selection characteristics and requirements. In addition, I ensure that the search consultant company has a demonstrable track record in areas such as gender, sexuality and other diversity. Obviously the panel quality matters but to be frank it is quite important for the Board as part of their collective or individual training, to get training and development in unconscious and subconscious bias.
FDI: Switching gears, a lot of board directors want to bring change to the boardroom. In your opinion, what are the biggest things they’re up against?
JB: At the moment I think there is a serious risk of imbalance on Boards in respect to the skills required. Change and transformation is so dynamic. I see and experience many situations where Board members are not fit for purpose. Quite a few Board members see it as a semi-retirement opportunity - it is most definitely not. Also, a failure to maintain learning and development at a high level is a big risk. And finally, Boards need to be prepared to appoint younger people who are perhaps not quite ready but will be great given the opportunity.
FDI: What personal qualities make the biggest impact in the boardroom?
JB: Respectful frankness and fearlessness. A good Board member can be a generalist however to be really valuable I believe that they need at least one area related to the business itself or the operation of the Board where they are expert. This reduces the risk of Executive and CE capture. In addition, to really fit in they can be active, but also happy to bask in the glory of others. If the Board as a whole is high performing it reflects well on all members.The opposite is also true if the Board is not high performing - it can wreck a good Board member’s reputation and future opportunities notwithstanding how individually strong they are.
FDI: How might someone like that get noticed?
JB: Develop a great and relevant network. Most great Board roles are not recruited through advertisements. Look to emphasise your point(s) of differentiation.
FDI: Lastly. Your board career is compelling and inspiring. What keeps you going?
JB: What keeps me going is a passion for improvement and delivery of high quality services to people, a passion for lifelong learning, and a love of interacting with people in the quest of solving complex challenges.
FDI: Thanks Jim.
JB: Thank you.