My governance playlist – Jason Tualima CMInstD

Based in Te Whanganui-a-tara Wellington, Jason Tualima CMInstD is committed to strengthening governance and economic development in the Pacific – a region he describes as having enormous potential for sustainable growth, supported by good governance.

Jason is on the board of Si’ufofoga ‘o le Lauma Trust, which oversees the operations of Sāmoa Capital Radio. By day, he is the director of finance and performance for the Ministry of Business, Innovation and Employment (MBIE).  

This week, he discusses two books: one about Samoa’s path towards self-governance and one about how leaders identify the issue that matters most.  

What is the name of the governance or business book (or other media) that inspires your thinking as a director? 

Fono – The Contest for the Governance of Sāmoa by Peter Swain and The Crux by Richard Rumelt.  

Fono interested me because of its historical perspective on the contest for leadership and governance in Samoa. It highlights the many competing interests and influences in Samoa’s journey towards self-governance.  

What stands out is how, despite those competing forces, it was ultimately the Samoan people who asserted their right to determine their own future. It’s a reminder that governance is often about balancing competing interests while staying grounded in values and purpose.

The Crux offers a different lesson. Rumelt argues that progress often depends on identifying the critical challenge, or the ‘crux’, that is holding an organisation back.  
For boards, that means being clear about the issue in front of them and not being distracted by everything around it. That idea is useful in the boardroom, where focus and practical judgement are essential. 
 
They’re very different books, but together they’ve influenced the way I think about governance. Both are about judgement, the setting an organisation operates in and knowing where to place attention. 

How would you describe the style of writing? 

Fono reads like a historical account. It walks through the political, cultural and historical forces that influenced governance in Samoa and gives a clear picture of how leadership changed over time.

The Crux is much more direct and analytical. Rumelt has a clear way of cutting through complexity and explaining strategy in simple terms. It’s practical and grounded in real-world decision-making.

What have you taken away from these books that continues to influence your board roles? 

First, context matters. Organisations operate within broader political, social and cultural environments, and understanding that context helps boards make better decisions.

Second, clarity matters just as much. Rumelt’s idea of finding the ‘crux’ encourages boards to focus on the few issues that will make the biggest difference. 

How does reading or listening to podcasts feed your practice?

It gives me the chance to step back from the day-to-day pressures of work and think more broadly about leadership and governance.

It’s also a great way to hear different perspectives. Governance can sometimes feel structured, but books and podcasts often introduce ideas from other fields that help you look at challenges in new ways. 

What has surprised you most about yourself – and others – while serving on boards? 

What has surprised me most is how important relationships and trust are in governance.

You can have great structures and frameworks in place, but boards work best when there is openness, respect and a willingness to challenge ideas constructively. When those elements are present, conversations become much richer and decisions tend to be stronger.

I’ve also learned that governance is less about expertise and more about judgement. Technical knowledge is important, but the best directors I’ve observed bring curiosity, independence and the courage to ask difficult questions. Boards add value when they challenge constructively and keep organisations focused on what matters.

There is also a piece of advice that has stayed with me, which is to think of the organisation as if it were a person: if it could speak, what would it need to survive and flourish in its environment? That mindset helps directors focus on the long-term health of the organisation rather than short-term interests. 

What would you like to see more of at the board table – and why?

I would like to see more diverse thinking. When directors bring different perspectives and are willing to challenge constructively, it lifts the quality of conversation. It also helps boards avoid groupthink and ensures decisions are properly tested before they’re made. 
 
While the long term is important in governance, directors should always remember they are only temporary custodians of organisations that existed before them and will continue long after them.  
 
There is a Samoan value that is important to me: ‘tautua’, which means service. Governance is an act of service, ensuring the organisation you are responsible for is cared for and left in good shape.  
 
For me, governance ultimately comes down to service, helping organisations make better decisions and serve the communities around them. 

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If you have a book, podcast, or other media in mind that you would like to review please contact sonia.yee@iod.org.nz