Leave your ego at the door: Essential boardroom advice for new directors

For Jane Freudenstein AM, being a board member isn't about being the loudest voice, it's a privilege.

My first board appointment was nearly 20 years ago. What strikes me most is how organic the whole thing felt. I joined an arts board focused on children, then a paediatric health board. I'd worked in advertising and marketing to kids, so it felt a natural extension of my professional life.

That background meant I could contribute real ideas on reaching families and young audiences. It gave me a head start on the creative problem solving and curiosity board work demands.

But more than the professional fit, it was passion that got me there. I had a genuine love of the arts and community wellbeing, and I'd always felt grateful for my early opportunities in cultural spaces. I also had deep respect for the hospitals that cared for my own children. Everything aligned at a values level, which is what made the transition feel so seamless.

Lessons that stayed with me

The single most important thing | learned on my first board, which I've carried into every board role since, is to listen before you speak. There's no pressure to prove yourself by talking. At the same time, don't be afraid to ask the hard questions. Respectful curiosity is part of a director's job. It's how a board arrives at better decisions together.

I also learned quickly that when you feel genuine purpose in a role, you want to contribute everything you have. But you have to hold that instinct in check. Directors are there to govern and support, not to run the organisation.

I saw early on just how much a good chair matters. A strong chair sets the tone for the whole board and creates the kind of culture that genuinely empowers management. That lesson has shaped how I've approached every board I've served on since.

What I wish I'd known sooner

If I'm honest, I underestimated the financial and legal weight that comes with being a director. I did the Company Directors Course a few years into my board career rather than before it, and it was genuinely eye-opening. I'd urge anyone starting out to do it early, if not first.

Never underestimate how different board dynamics are from executive camaraderie. You can't assume you're walking into a room of like-minded people, nor should you want to.

A good board thrives on diversity of thought. Building trust with fellow directors and genuinely valuing different skills and perspectives takes time and deliberate effort.

My advice to emerging directors

Do your due diligence. Understand who the CEO and chair are, and get a real sense of the organisation's health before you say yes. Choose boards where your values align with the mission and be honest with yourself about what you can actually contribute, not just what you want to gain.

Take financial literacy seriously, even if your background is creative. You can't outsource your responsibility to the audit and risk committee. Be prepared, be committed and act with integrity. Read your papers. Understand the full-time commitment.

It goes beyond the scheduled meetings in a year. Always keep sight of the big picture - strategy, risk and the organisation's future.

Above all, leave your ego at the door. Board work isn't about being the loudest voice in the room or how it looks on your CV. It's a privilege, which comes with real responsibility to the people the organisation ultimately serves.

This article first appeared as 'Listen before you speak' in the Oct/Nov 2026 issue of Company Director Magazine.