Venus S Guy: Supporting organisations that need it most

Before migrating to New Zealand 11 years ago, Venus S Guy MInstD was a lecturer in a law college in India. She has since developed a passion for business, governance and the Nelson community. Alongside her husband, she owns and operates a retail business in Nelson and has completed a graduate diploma in business management. She chairs two community boards, is a director on four local not-for-profit organisations and sits on the board of Abbeyfield New Zealand — the national umbrella organisation of Abbeyfield houses which provides a home for elderly people. She shares with us her governance journey and what she enjoys most about being a member of the Institute of Directors.

Tell us a little bit more about yourself

I lectured in a law college in India before migrating to New Zealand 11 years ago. I completed a graduate diploma in business management at Nelson Marlborough Institute of Technology. While running a business in the retail industry with my husband, I make sure I follow my passion for the Nelson community. I chair two community boards, serve as a director on four local not-for-profit organisations and on the national Abbeyfield board.

Tell us about the boards where you are involved in and what you like most about their work.

I’m passionate about helping and supporting people and organisations who need it the most. This influences my choice on which boards I will join. For example, Abbeyfield provides companionship, independence and quality services for our older generation so they do not suffer from isolation and loneliness. Nelson Tasman Kindergartens gives our children the best possible start in their life with 100% qualified teachers and facilitating in the removal of any barriers. The Nelson Branch of the National Council of Women works towards achieving gender equality in New Zealand.

What skills do you think are important for directors to have, given the changing context of governance?

Resilience and the ability to think and move with the ever-changing environment are key skills for any director. Also allowing change around the board table and being open to the new ideas.

What do you think is the biggest challenge for directors?

Keeping up with the change in technology and environment. Also the lack of diversity and challenges around having an open and transparent culture.

What are you passionate about outside your governance work?

Spending time with my family, going for walks and enjoying the natural beauty of the Nelson region. Wellbeing is a big part of my life and I love doing a session of yoga and pilates to keep my mind and body calm. I love going on bike rides with my husband and having my daughter in the trailer is just the cherry on the top.

What do you enjoy most about being a member of IoD?

The opportunity to attend events and the networking opportunities to meet and learn from other IoD members. Learning materials on the website and Boardroom magazine are great sources of information to keep myself up-to-date and further grow my governance knowledge. I appreciate the support from our local IoD committee, the chair, branch manager and IoD staff at the national office.

What do you do to keep on top of your game?

Keeping up-to-date with current regional and broader governance issues via IoD updates and Boardroom magazine. I participate in local networking events. I also catch up regularly with directors across a range of industries and sectors.

Why do you think governance training is important?

To keep myself up-to-date with the changes in the legislation, the changing operating environment – the whole world is changing so rapidly. IoD governance training keeps you updated.

What particular IoD courses did you find really helpful? Why?

Strategy Essentials — I developed an understanding of the fundamentals of the strategy development and ‘Big Picture’ thinking. I am also looking forward to attending the Company Director’s Course next year.

What’s the best advice you’ve been given as a director?

It takes time, passion and commitment to be successful as a director. Keep learning and keep moving. Do your best for the interest of the organisation. Prepare before the meeting and interrogate data, not individuals, at the board table.