Unity in Diversity – Breaking Cultural Barriers: Reflections on Cultural Diversity in Governance
Earlier this week, I had the privilege of speaking at the Women on Boards event titled Unity in Diversity – Breaking Cultural Barriers, alongside Dr. Sandy Chong and Elizabeth Lang, as we celebrated National Citizenship Day. This event provided an opportunity to reflect on Australia’s rich cultural diversity and its growing significance in boardrooms across the country. We explored how diverse cultural perspectives strengthen governance and enrich decision-making.
As I sat there, I couldn’t help but think of my great-grandfather, a Ngarluma and Yindjibarndi man from the Pilbara, who in the 1940s applied for citizenship of his own country—only to be denied. The reason given? “The applicant has not dissolved native association, and the full rights of citizenship are not likely to be conducive to the welfare of the applicant.” This painful history serves as a reminder of the long journey we've traveled to arrive at this moment where cultural diversity is finally being recognised as a strength.
Growing up in the Pilbara, I was surrounded by strong Aboriginal women who instilled in me the values of community, resilience, and strength. These lessons have formed the foundation of my career and continue to guide me as I navigate leadership roles in corporate spaces.
A pivotal moment in my journey was joining a board where I was not only the sole Indigenous person but also the only woman. During those early experiences, I often felt the weight of proving myself—not just my qualifications, but also my cultural identity. Unconscious biases and assumptions about my capacity were subtly, and sometimes overtly, present. These challenges didn’t deter me; instead, they ignited my determination to ensure cultural perspectives were not sidelined or tokenized in boardrooms.
Today, in my work as a consultant, I guide boards through the complexities of merging cultural and corporate governance. It’s about more than just a seat at the table; it’s about ensuring cultural protocols are respected, Indigenous knowledge systems are valued, and unconscious biases are actively challenged in decision-making processes.
One of the most significant successes I've had in breaking cultural barriers has been advocating for reconciliation within organisations. By working with boards to develop succession plans that actively increase Indigenous representation, I've helped foster environments where cultural diversity is seen as a strength, not just an obligation.
My cultural background shapes my approach to governance and often influences how I contribute to board decisions. This shift in mindset—from transactional to relational—has had a profound impact. By fostering trust and focusing on outcomes that benefit all, we strengthen community relationships and enhance the quality of decision-making.
Being the only Aboriginal woman in the room has often presented unique challenges. Too often, my perspectives were considered niche rather than integral to the conversation. Overcoming this required persistence and strategic advocacy.
One of the ways I’ve navigated this is by building relationships with fellow board members and creating space for open dialogue. I've taken on the responsibility of educating others about cultural contexts while advocating for decision-making processes that involve community consultation and input. This has helped to break down stereotypes and foster a more inclusive environment where diverse perspectives are genuinely valued.
However, as I emphasised during the panel, it’s important to recognise that the responsibility to educate does not solely rest on Aboriginal and Torres Strait Islander people. While we are willing to walk this journey with others, we cannot—and should not—carry the cultural load alone.
In today’s interconnected world, cultural intelligence is a critical skill for board directors. Understanding the nuances of different cultural groups and their impact on business, governance, and community engagement is crucial for informed decision-making. Yet, too often, this skill is overshadowed by more traditional competencies like financial acumen or strategic thinking. But as I’ve witnessed firsthand, when cultural intelligence is embraced, it leads to richer discussions and stronger outcomes.
At First Nations X, where I serve as co-chair, we have been intentional about embedding cultural diversity at the heart of our governance structure. From the beginning, we ensured that Indigenous voices weren’t just invited to the table but empowered to shape the organisation’s strategy and direction. Cultural diversity must be woven into every aspect of governance—from recruitment and succession planning to decision-making and engagement strategies.
Mentorship and allyship are vital components of this work. Within our board, we have champions who actively support diverse voices, ensuring that these voices are heard and valued. Diversity should never be a box-ticking exercise. The true power of diversity emerges when all members are encouraged to contribute authentically, and when their insights shape the board's decisions and outcomes.
A Call to Action
Reflecting on the panel, I am reminded of the critical role allyship plays in breaking cultural barriers. As I shared during the event, *"Don’t lead us—we don’t need you to lead us. Walk shoulder to shoulder with us and help open doors, or smash through those glass ceilings together."*
The future of board governance is diverse, inclusive, and culturally intelligent. By embracing the richness of our cultural backgrounds and fostering environments where all voices are valued, we can build stronger, more innovative boards. I am deeply grateful to Women on Boards and the Cultural Diversity Committee for creating this platform for sharing stories and learning from each other. Together, we can continue to break cultural barriers and build a future where unity in diversity isn’t just a vision—it’s a reality.