Passion, pressure and leadership lessons: David Gallop AM

After two decades leading some of Australia’s most high-profile sporting organisations, David Gallop AM — former CEO of the National Rugby League (NRL) and Football Federation Australia (FFA) — has transferred his leadership skills into the boardroom. In the latest episode of the AICD podcast Boardroom Confidential, Gallop shares lessons on leadership under pressure, managing passionate boards and why listening is the chair’s most powerful tool. Listen on Apple Podcasts or on Spotify.

Gallop’s years in the NRL taught him to stay composed in the face of constant scrutiny. “Sporting organisations are a daily feast for the media,” he says. “You need to think carefully before you act. Sometimes you make quick calls; other times, you step back. But either way, the pressure is intense.”

He credits success to surrounding himself with loyal, hardworking teams and clear governance. “You’re not making widgets every day — you’re working in something people are passionate about. Leadership is about empowering your people and ensuring good processes are in place. You need a strong strategic base for decision-making.”

Now chair of Venues New South Wales and Step One Clothing, and a director of Tabcorp and Cricket NSW, Gallop draws on these foundations to navigate complex boardroom challenges.

Passion and pitfalls in sport governance

Sporting boards, Gallop says, bring a unique mix of passion and politics. “The advantage is passion,” he notes. “But that can also mean directors overstep, getting too involved in the day-to-day. Oversight and supervision are vital, but you don’t want the board and management tripping over each other.”

Regular communication helps maintain balance. “You need forums where matters can be raised and challenged — but not as part of daily operations,” he says. “I’ve seen well-intentioned directors cross the line. One chairman once told me he didn’t want to do media — then gave a double-page interview the next weekend.”

After two decades as a CEO, Gallop recognised it was time to pivot. “Another big executive role in sport wasn’t around the corner,” he says. “Moving into the board world was a logical next step.”

But it required adjustment. “When you’re used to leading a team every day, it takes time to not have your hands on the wheel,” he says. “As a board member, your job is to listen, contribute and help — not to run the place.”

That experience, however, is invaluable in crisis. “Those who’ve managed crises can add a lot. My mantra has always been to be the calmest person in the room.”

Gallop’s NRL and FFA years brought plenty of controversy. “Not every decision will be popular,” he says. “But if you’re prepared, have good processes and make decisions carefully, most people will come along with you.”

His advice to directors facing media storms - trust your processes, trust your judgement and communicate clearly. “You won’t have everyone on side,” he says. “But consistency and integrity count.”

The chair’s role: Listening and leading

Gallop learned much from former FFA chair Frank Lowy AC. “Frank didn’t get involved in day-to-day matters, but he wanted to know what was going on. That balance between oversight and interference was spot on.”

As a chair himself, Gallop emulates that style. “Listening is a great start. Frank used to say, you don’t learn anything while you’re talking. Making sure every board member has a voice is critical.” Lowy also used to say it’s important how we say goodbye to staff. “I’ve always remembered that.”

Gallop is clear on boundaries with management. “There’s only room in town for one sheriff. Good chairs support and challenge the CEO, but they don’t run the organisation.”

Open communication between directors and management is key, says Gallop. “Fellow directors should feel they can pick up the phone to you anytime. Private sessions without management can help — as long as they’re not overused. You don’t want management terrified the board’s talking about them.”

His golden rule - no surprises. “Before any meeting, the chair should know what’s coming. No one wants to be blindsided.”

Culture, he says, is one of the hardest things for boards to measure. “In sport, culture can shift hourly depending on wins, losses and morale. But when people love working there and there’s energy, you’ve got something special.”

Gallop believes the right board mix — of independent and stakeholder directors — is critical, especially in sport. “Some sports have gone too far towards independence and lost touch with what’s happening on the ground,” he warns. “You need both — otherwise debate moves to the media instead of staying in the boardroom.”

A portfolio career and succession planning

Gallop’s board portfolio has evolved via both design and chance. “Sometimes doors open through networks; sometimes it’s deliberate,” he says. “But I always look for places where I can add value and like the product.”

At Step One Clothing, he oversaw the company’s ASX listing — a “complex exercise” that reinforced for him the importance of regulatory diligence.

When it comes to CEO succession, he’s blunt: “Choosing the right CEO is the biggest decision a board makes. It’s satisfying when you get it right — and difficult when you don’t.”