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Welcome to the third interview in our six-part Board Director Series, where we explore the pathways and wisdom of some of our most respected leaders. Kathy Grigg brings a refreshingly practical perspective to board leadership—one grounded in the belief that operational experience is the foundation of sound governance judgment.
From managing wool trading operations across multiple countries to serving as CFO of international companies, Kathy's journey to boards spanning GrainCorp, Agricultural Innovation Australia, and a distinguished 12-year tenure at Deakin University demonstrates how deep operational experience translates into board excellence.
Kathy shares her philosophy of "getting runs on the board" through operational roles first, why she believes judgment can only come from experience, and her non-negotiable rule about never being financially dependent on any board role. She opens up about developing "antenna" for feedback that's never explicitly given, the importance of being able to walk away from any position, and how confidence grows through calculated risks in your "uncomfortable zone."
This is a conversation about building board careers on substantial operational foundations, the value of understanding what you don't know, and how deep experience in challenging roles creates the judgment essential for effective governance.
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By Melissa Hamilton5
33 ratings
Welcome to the third interview in our six-part Board Director Series, where we explore the pathways and wisdom of some of our most respected leaders. Kathy Grigg brings a refreshingly practical perspective to board leadership—one grounded in the belief that operational experience is the foundation of sound governance judgment.
From managing wool trading operations across multiple countries to serving as CFO of international companies, Kathy's journey to boards spanning GrainCorp, Agricultural Innovation Australia, and a distinguished 12-year tenure at Deakin University demonstrates how deep operational experience translates into board excellence.
Kathy shares her philosophy of "getting runs on the board" through operational roles first, why she believes judgment can only come from experience, and her non-negotiable rule about never being financially dependent on any board role. She opens up about developing "antenna" for feedback that's never explicitly given, the importance of being able to walk away from any position, and how confidence grows through calculated risks in your "uncomfortable zone."
This is a conversation about building board careers on substantial operational foundations, the value of understanding what you don't know, and how deep experience in challenging roles creates the judgment essential for effective governance.
-----------------------
-----------------------
Loving the podcast?
Access Your Free Clarity Tool
In just 15 minutes, you will:
⬇️ Click here to access your free Balance Your Brave diagnostic tool.
Are we friends? Connect with Us.

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