What I'm reading – Rowena Davenport

Rowena Davenport calls Otepoti, Dunedin home. The professional independent director and business consultant brings an expert lens in financial services, sport and recreation, strategy, risk, people and culture to her board roles.

Currently, she is a committee member of the Otago/Southland Branch for the Institute of Directors, a director of the New Zealand Rugby Foundation, Finance Now, and AWS Legal, member of Global Women, and a former director of the New Zealand Rugby Football Union. 

This week, Rowena explores the importance of board effectiveness, the importance of staying vigilant and what it means to have tough conversations, and more. 

What is the name of the ‘governance/business’ book, podcast or other content that inspires your thinking as a director? 

I recently finished reading Board Talk by Kathryn Bishop and Gillian Camm, which is a fantastic resource for enhancing board effectiveness, focusing on how communication shapes board dynamics. 

I also enjoy listening to podcasts and audiobooks, especially on long drives or when I’m trying to distract myself on the treadmill at the gym. Right now, I’m listening to The Chairman’s Lounge by Joe Aston which is a fascinating breakdown of Qantas’s decline in the wake of the pandemic, exposing the ethical and governance failures under former CEO Alan Joyce. Part investigative journalism, part cautionary tale, it’s a gripping reminder of what happens when leadership and culture go off track. 

How would you describe the style of writing?  

Board Talk strikes a good balance between practical guidance and academic insight. Kathryn and Gillian blend real-world examples with research, making complex governance topics easy to understand.  

The Chairman’s Lounge, on the other hand, is bold and unapologetic. It’s like listening to a seasoned journalist walk you through a corporate thriller – equal parts shocking and thought-provoking. It’s the kind of book that leaves you reflecting long after you’ve finished it. 

What drew you to the book?   

I was fortunate to attend lectures from Kathryn and Gillian at Oxford University’s business school in 2023. Board Talk felt like a continuation of those insightful discussions. Kathryn mentioned the book to me during one of our conversations, and when it was released shortly after I returned to New Zealand, I didn’t hesitate to grab a copy. Knowing her teaching style, I expected a heap of practical insights – and I wasn’t disappointed. 

With The Chairman’s Lounge, it was curiosity that drew me in. It’s packed with lessons on leadership, culture, and what happens when boards lose sight of their role and, importantly, an understanding of the early warning signs to watch for.  

What resonated with you the most?  

One of the most powerful lessons from Board Talk is the emphasis on boardroom culture. It’s not just about asking the right questions, it’s about creating an environment where honest, sometimes uncomfortable, conversations can happen. 

Challenging long-standing norms isn't easy, but it's often the only way to create space for change so that organisations can evolve. 

This book reinforced for me that effective boards don’t just embrace diverse perspectives; they actively seek them out, encourage them, and create the space for tough, productive dialogue, and that governance isn’t just about processes and policies – it's about people. Understanding how dynamics, influence, and trust play out in the boardroom is just as important as nailing the technical side of governance. 

The lesson from The Chairman’s Lounge that stuck with me most is the importance of staying vigilant. 

As directors, we can’t afford to assume things are running smoothly, we need to be tuned into the early signs of trouble, whether that’s cultural drift, leadership missteps, or a slow erosion of public trust. It’s about asking, “Are we hearing what we want to hear, or are we hearing the truth?” 

I believe that the shift from assuming to actively probing is something that needs to be encouraged in every boardroom. 

What is something you’ve taken away from reading that now follows you into your board roles?  

A key takeaway for me is the importance of foresight – anticipating challenges rather than reacting to them. Much of what I’ve read about strategic leadership, career resilience, or stories of corporate failure, has reinforced for me the need for proactive governance.  

How does reading feed into your continued governance practice/ learning?  

Reading challenges me to think differently. It keeps me aware of emerging governance trends, ethical considerations, and the human side of decision-making.  

Who should read this book and at what stage in their governance career? 

Board Talk is essential reading for anyone who wants to elevate their boardroom presence. Whether you’re stepping into your first directorship or an experienced chair, it offers valuable insights into the human dynamics that support effective governance. 

The Chairman’s Lounge is for those curious about leadership failures and the cultural breakdowns that can unravel even the most respected organisations. It’s a cautionary tale, packed with insights on what not to do. 

When you’re not reading books on business or governance, what kind of books are you likely to pick up?   

I’m fascinated by trends, what they mean for the future and how they intersect with leadership, innovation, and societal shifts. I enjoyed reading Converge by Dr. Catherine Ball, and The Corporation in the 21st Century by John Kay. 

That said, I also love to switch off with a good thriller, mystery, or sci-fi novel. Right now, I’m working my way through the Kim Stone detective series by Angela Marsons – it’s gritty, clever, and the perfect escape from board papers. 

What are some of the most pertinent governance issues at the top of mind for you, and why?  

Ethical leadership, sustainability and leveraging technology to drive productivity are currently top of mind for me. Organisations are under more scrutiny than ever and ensuring transparency, skills-based appointments and strategic agility have become non-negotiables. 

I’ve also seen how legacy systems and structures can slow progress, which is why I’m currently interested in the intersection of governance, culture and change management. If we want our organisations to be successful in the long term, we need to adapt and evolve. It’s about setting the culture, structure, and strategy to create sustainable success, even when that means making difficult and uncomfortable decisions to get there. More often than not, the most difficult changes are often the ones that matter most. 

What has been the most surprising thing you’ve discovered about yourself and others while being on a board?  

I’ve realised that adaptability and humility are important attributes in governance. Being willing to admit when I don’t have the answer, and creating space for others who might, has led to far better outcomes than sticking to what’s familiar. When a board embraces different perspectives, it becomes more than a group of individuals but a team that leverages each other’s strengths. 

The best decisions rarely come from consensus alone; they emerge from constructive challenge and thoughtful debate and discussion. Most importantly, I’ve seen how persistence and collaboration, even in the face of resistance, can lead to real, lasting change. 

If there was anything you want to see more of at the board table, what would it be, and why?  

I’d like to see more curiosity and courage to challenge the status quo. 

As a country, we’ve become so risk-averse that it’s stifling innovation and productivity. Robust compliance is not negotiable, but we need to reexamine our risk appetites and find a better balance between safeguarding and seizing opportunities, especially with emerging technologies like AI reshaping how we operate.  

Boards that hesitate too long risk falling behind faster than ever before. The real question isn’t 'How do we avoid risk?' but ‘How do we use risk to drive smarter, more sustainable growth?' Future-focused thinking, diverse voices, and dismantling entrenched decision-making hierarchies, is where I believe success and sustainability will come from. 

If you have a book, podcast, or even a documentary you would like to share and review please contact: sonia.yee@iod.org.nz