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From Director to CEO: Carmel Ackerly's Professional Journey and Leadership Insights

Join Carmel Ackerly, Interim CEO of the Australian Institute of Management and Idria, as she shares her inspiring journey from Director to CEO. With a robust background that includes a Master's of Management, CPA certification, and leadership roles across various organizations, Carmel emphasizes the importance of effective board processes and the separation of roles in leadership. Discover her insights on balancing present and future priorities, the critical partnership between the board and executive leadership, and strategies for nurturing teams and achieving organizational success.

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From Director to CEO: Carmel Ackerly's Professional Journey and Leadership Insights

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  1. Better Boards ConferenceFrom Director to CEO – A Personal Journey Carmel Ackerly

  2. Carmel Ackerly – Who am I? • Carmel Ackerly is Interim CEO of the Australian Institute of Management VT and Interim CEO of Idria • Carmel has a Masters of Management (Norwegian Business School), two Graduate Diplomas in Education and she is a CPA • She represented AIM VT on the Victorian Premier’s recent Super Trade Mission to China and at the American Training & Development Conference in Denver, USA .

  3. Carmel – continued….. • Prior to joining AIM, she was the Executive Director of Hyland Business Services Pty Ltd for 12 years. • Her client list included: the Australian Institute of Management; NAB; Family Life; GM Holden; the Guild Group; Franchise Council of Australia; Bridgestone; Bakers Delight; and Barwon Health.

  4. Board Experience • State Sports Centre Trust Nine Years • Driver Education Centre Australia Five Years • BFC (Bristol Decorator Centres) Two Years • Electrical Safety Commission One Year

  5. Executive Leadership • Interim CEO 10 Months • Director Client Solutions Two Years • Principal Director 12 Years

  6. The most important relationship • Separation of roles • Efficient Board processes • An analytical approach to issues management

  7. Separation of roles

  8. The Right CEO

  9. Board operational processes • Nurturing the Board Team • Run efficient Board Meetings • Relationship with the Chair

  10. Board Member Selection

  11. Board Member Induction

  12. Board Meetings

  13. Board Minutes

  14. Relationship with the Chair

  15. The Board ‘WRAP’ What is the issue Risks and challenges Actions and decisions Position

  16. Key Questions Does the business of the entity serve and protect its: • Money • Brand • Customers/Clients

  17. Money

  18. Money

  19. Brand

  20. Be ‘One Eyed’ Balancing Priorities: Present vs Future Internal vs External environment The staff team vs the Board team

  21. Future Focused

  22. The Board

  23. A critical partnership • Separation of roles • Efficient Board processes • An analytical approach to issues management

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