Board Leadership: Insights from Emma Olivier’s Board Journey

Board leadership is a journey, not a destination. This was beautifully illustrated in Emma Olivier‘s recent talk to The Observership Program’s alumni, where she shared her path from kindergarten committee member to serving on multiple boards across utilities, education and disability sectors.

As a board director at Wannon Water, Housing Hub, GOTAFE, and Leadership Victoria (among others), Emma’s experience offers valuable guidance for those looking to build on their Observership experience and move into director roles. Here are the key insights from her presentation that can help you on your board journey.

Start where you are comfortable
Emma’s journey began where many of us start—volunteering in a familiar environment. For her, it was her children’s kindergarten committee, where she contributed to meetings rather than baking cakes for fundraisers. This practical beginning taught her that board journeys often start small, in places where you feel comfortable and have the time to contribute.

“Starting in your comfort zone is absolutely okay and a valid place to start,” Emma emphasised. Don’t underestimate these early governance experiences—they build foundational skills that transfer to more formal board roles.

Leverage your unique strengths
Emma’s approach to building her board portfolio focused on playing to her strengths rather than trying to become an expert in everything. As a chartered accountant with IT and utilities experience, she targeted opportunities where these skills were valued. Importantly, she views her disability as a strength that brings diverse thinking to the boardroom.

“I absolutely believe that because I have a disability I’m a better problem solver. I see the world through a different angle,” Emma shared.

For Observership graduates, the key takeaway is to recognise and articulate your unique value proposition. What skills, experiences or perspectives do you bring that might benefit a board? Your Observership experience has given you governance knowledge—now pair that with your professional expertise and personal attributes to create a compelling board profile.

Be strategic about opportunities
Emma’s story highlights the importance of being strategic in your approach. When applying for her first government board, she was open to regional opportunities. This strategic flexibility landed her a role at Wannon Water in southwestern Victoria.

Similarly, when considering TAFE board opportunities, she thoughtfully evaluated which regions would be practical for her to serve, given her other commitments and travel capabilities.

“Think about what your base skills are and how you can continue to build on them,” Emma advised. “You’ve now had a year’s exposure through your Observership and think about how you could leverage that going forward.”

Networks work—It’s a two-way street
Many of Emma’s board opportunities came through her professional networks. From her audit committee role with the Victorian Auditor General’s Office (through a Life Saving Victoria connection) to her position with Housing Hub (which evolved from a year-long conversation), networks proved crucial to her board journey.

“Networks don’t come and knock on your door. You have to actively facilitate them,” Emma pointed out. “It’s a two-way street—you are networks for other people as well.”

For Observership graduates, this means:
• Actively maintaining connections with your host board members
• Engaging with fellow observers and alumni
• Considering how you can help others in your network
• Being clear about what board roles you’re seeking so your network can help you

Don’t count yourself out before applying
Emma shared an important reminder: “You 100% miss out on opportunities that you don’t apply for.”

If you’re unsure whether you’re qualified for a role, let the selection panel make that determination rather than eliminating yourself from consideration. Emma noted that she’s been unsuccessful with more board applications than successful ones but each application was valuable practice in presenting herself and her skills.

“You won’t get every opportunity you apply for,” she acknowledged, “but it’s an opportunity to practice those skills.”

Use LinkedIn as a brand-building tool
Your professional brand matters in the board recruitment space. Emma actively uses LinkedIn to communicate her board aspirations and value proposition.

She encouraged observers to consider:

• What your LinkedIn profile photo and headline say about you
• Whether your profile clearly states you’re “Open to board roles”
• How you can share thought leadership and insights in your area of expertise
• Using the platform to connect with authors, leaders and potential mentors

As Emma put it, “If I went onto your LinkedIn profiles tonight, what would I see?”

Ask questions and seek guidance
“Our questions as directors are our best tools,” Emma emphasised. She encourages directors to follow their instincts, be curious and most importantly—never leave a meeting with an unasked question. When reviewing board papers, try identifying one key question you could potentially ask during the meeting.

Emma also highlighted the importance of seeking mentorship and guidance throughout your board journey. From informal coffee chats with experienced directors to formal coaching relationships, external perspectives help refine your approach and skills.

Remember: A board director doesn’t have a look
Perhaps most powerfully, Emma reminded participants that “a board director doesn’t have a look.” If you’re wondering what a board director looks like—look in the mirror. It’s you, with your unique skills, experiences and perspectives.

“Have confidence that you are exactly what an organisation needs,” Emma encouraged. “Directors are really just a group of people that are guiding the organisation and asking curious questions.”

Final thought
Your Observership experience has given you a valuable foundation, but it’s what you do next that matters. As Emma suggested, actively promote your Observership experience on LinkedIn and in your CV. Some graduates even list it twice—once as participation in the program (highlighting the formal training) and once as their specific Observership role (highlighting the practical experience).

As you move forward, be authentic, be strategic, and most importantly—back yourself. The boardroom needs your voice and perspective.

 

Emma Olivier GAICD DLI is the founder and CEO of Twenty Percent, a disability inclusion advisory, and an experienced executive and non-executive director dedicated to advancing disability inclusion in corporate Australia.

Connect with Emma on LinkedIn