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Sue Klose is an experienced non-executive director and executive, with a diverse background in digital business growth and operations, corporate development, strategy, and marketing. Sue is currently a Non-executive Director of Honan Insurance Group, Non-executive Director of Nearmap (ASX: NEA), a provider of aerial imagery and location intelligence, Envirosuite (ASX: EVS), a global leader in environmental data and intelligence, Pureprofile (ASX: PPL), a provider of data insights, quantitative research and lead generation, and Stride, one of Australia’s largest mental health care providers.
While we have come a long way, there is still a lot of work to be done. IWD provides a chance to stop and reflect. Most importantly, it is a time to have conversations. We might think they are hard conversations. But they’re really not. I think it’s healthy that we revisit this topic regularly. It’s incredibly helpful that so many organisations and amazing people prioritise IWD, facilitate conversations, and share ideas.
Girls can’t do math. Completely false! I was a nerd, a four-year member of math club. A data geek before data was cool. I was very fortunate in that my parents and teachers didn’t discourage me, though popular culture does. I’ve always taken on very analytical roles, often being one of only a few women, and adapted to see that as there being something wrong with the system, not something wrong with me.
I’ve learned to use my mathematical tendencies as a sort of superpower in making sense of things, and I’ve learned to speak up when I spot something interesting. We still often lack role models, so it’s critical that organisations encourage women to take on the full range of roles, including the analytical ones.
I’ll speak to this in terms of my current role as a company director. I first held directorships about ten years ago. I’m pleased to say that this profession has made a lot of progress. There has been a great deal of attention paid to board diversity, initially driven by pressure from some forward-thinking large investors in the US. Some of the overseas markets set a great precedent, and Australia has fully come on board. Now, in Australia, we have goals, metrics, targets and very transparent reporting, and very appropriate naming and shaming.
Many impressive women have become amazing role models. And just as importantly, many accomplished and highly influential male directors have backed this effort. It’s now simply not acceptable to not have representation.
There’s still work to do, and issues within some boards, but we have come a very long way.
I started my career in the media business, so I always cite Katharine Graham as a fantastic role model. In the 1960s, long before it was remotely acceptable, and in the worst of circumstances, she assumed leadership of her family’s company, The Washington Post after a family tragedy. Incredibly insecure at the start, she made a massive success of it. Presiding over the release of the Pentagon Papers during Watergate, she became an absolute legend in the media business. All of this despite her prior thinking that only men held senior roles. Her autobiography Personal History is a must-read.
I would like to forever dispel the notion that strong leadership isn’t feminine or appropriate. My response is - who cares? The men don’t spend their time worrying about what other people think.
Strong, smart leaders are incredibly compelling, female or male. For any leader, the success factors should be the same: do your homework, step up and take on the role, bring along a healthy dose of humility, and do your best.
It shouldn’t matter if that’s unfeminine, that’s not relevant. Just do your best work, that’s what matters most. Great leadership is great leadership, end of discussion.
Non-Executive Director
