As we start the new year, and six months on from her last board meeting, we asked Deepa Mann-Kler to reflect on her time as a RoS Non-Exec Director.

Deepa Mann-Kler – background

Deepa is a vastly experienced public, private and charity sector Chair and Non-Executive Director, having served on more than 10 Boards across the UK and recently being appointed as Lay Member to the General Medical Council.

As Chief Executive of Neon and Visiting Professor for Immersive Futures with Ulster University, she specialises in use of immersive technologies. As a TEDx speaker and thought leader she regularly delivers keynote speeches on the intersection of digital transformation, technical innovation, creativity, storytelling, inclusion, ethics, bias, data and AI.

Deepa is author of the first report on race discrimination with policy recommendations for the public sector in Northern Ireland “Out Of The Shadows.”

As an artist Deepa has a strong focus on public art light installations, notably Night Light Leeds 2021, Light Up Leicester 2020, Lumiere Durham 2019, London 2016 & 2013 in Derry/Londonderry UK City of Culture.

Deepa – thank you for agreeing to give us a little bit more of your time.

Let’s kick off with an easy question. Did you know much about RoS before you joined the organisation?

If I am being honest then the answer is ‘no I didn’t really’.

I have a long history of serving on Boards which started in the voluntary and community sector when I moved to Northern Ireland in 1996. That then expanded to my taking up a series of roles across a variety of sectors. My first non-executive positions were focussed on health issues and I still have a deep interest in that area, looking at how we can overcome health inequalities for example and social determinants are things I feel extremely passionate about. But on a wider level I am very interested in supporting organisations in their engagement with and delivery to communities.

Joining RoS gave me a new perspective on an area of work which was almost entirely new to me but drew on those skills I had developed over a number of years. In that sense it has been a great experience for me. It was a good fit. I have enjoyed the culture here and the values RoS lives by in terms of it being customer-focussed, committed to continuous improvement, and welcoming voices from across the community to share their experiences. That is very much aligned to my own values.

One of the most important aspects of being here, or in taking any non-executive role for that matter, is to ensure the culture and the value system are right for you. Without that foundation piece in place you won’t be in a position to make the most meaningful and sustainable contribution.

What skills did you bring to RoS?

I am an artist, an equality and diversity inclusion consultant as well as serving as a non-executive board member, holding a visiting professor role and then my chief executiveship so perhaps my background is different from some people who take these types of roles. But all of these aspects of what I do compliment each other. Everything I do is linked to my values and the things that drive me as a person.

Also, the learning I take from one sphere helps to enhance my other work in a kind of circular fashion. I’d struggle if I was doing just one thing full time. I need the challenge that comes from a number of activities that draw on different skills but are linked by a common thread.

I have a skillset that has been developed over the last 20-25 years which help me, I hope, to be an effective Board member. That would include experience of corporate governance, strategic oversight, having the ability to horizon scan and support forward planning and innovation. That puts me in a position to be able to help an organisation such as RoS to be aware of the changing landscape and the new opportunities that are emerging and also to assess and mitigate risk. One of the things I enjoy most is being part of Audit and Risk Committees at the organisations I work with because that really allows you asses their DNA and understand how they are working.

What did you enjoy most during your time with RoS?

I found working with colleagues at RoS to be a complete joy. I enjoy being challenged and having to support my point of view with evidence, and also taking on other people’s point of view. We have had colleagues on the RoS Board who have seen things differently to me. That can be where the most learning comes from. It might make for an easier and quicker meeting if everyone is in agreement but in the long term that kind of approach might not deliver the best outcomes.

Listening actively to what other colleagues are saying and exchanging evidence-based views helps you to form a collegiate view. And linked to that is the way you develop relationships with colleagues. When you are making decisions that can have a significant impact on people’s daily lives it’s so useful to work as a collective, to test your understanding before you move forward, and having effective relationships with colleagues is absolutely crucial to making that happen.

Tell us about what has changed most at the organisation since you joined the RoS Board

I suppose the most obvious changes have come in the digital space. During the pandemic and before that even emerged, RoS has been on a path toward making digital fundamental to the way it delivers its services and supports customers.

One of the things that has impressed me most in my time here has been that commitment to grasping change, and more than that, taking the lead when opportunities have emerged. Some people might have a perception of organisation in the public sector as being a place that is less focussed on future opportunity and more about delivering in the here and now. RoS manages to do both and the development of its digital offering has been key to that and will be in the years to come.

How important is it for boards to have as diverse a mix a possible so they fully represent the communities they serve?

I cannot overemphasise how critically important that is. We simply do not have enough boardrooms that are representative of society. I hear the arguments around meritocracy but in my opinion they are a myth. If you believe that message then it’s saying the numbers show us people with certain body characteristics aren’t good enough to lead organisations. That is of course complete nonsense. There is something else in play here that is holding back equality, diversity and delivering that full spectrum of representation from the community.

You can look at countless evidenced reports from almost all of the most renowned management consulting organisations and they show that the more diverse your board is, the more successful you will be in terms of finances, effectiveness in delivering your goals, culture, happiness of your colleagues and customers – you name it.

The evidence is there and it baffles me that if, say, you are a FTSE 100 company and your key goal is to be as profitable as possible, one simple way of making that more achievable is to have as diverse a board as possible. In fact, as much diversity throughout your entire workforce, yet you don’t commit to making that possible. Why not? It is a complete no-brainer.

I have found myself in the minority around a board table. You look around and see that yours is the only non-white face or you are the only woman. That wasn’t the case with RoS but it’s something I have experienced, although things are slowly getting better.

I’m pleased to say that for RoS, and other organisations I’ve served with, there is a clear commitment to supporting equality and diversity. But there is more we can do, you just have to look at the figures for the number of people with disabilities on boards or numbers of women on boards, to see we have a long way still to go.

Much more needs to be done in reaching out to a more diverse range of communities so you are recruiting from as wide and deep a pool as possible. Management sets the tone for the organisation so it’s essential that you have a team of people who understand and reflect the people to whom you are delivering your product or service.

What would be your message to anyone considering applying to become a non-executive Board member at RoS?

The simple message from me would be just to ‘go for it’. Being part of this amazing team gives you the opportunity to serve alongside some incredibly talented and committed individuals.

I would say to people considering joining the RoS Board – please don’t be put off if your background isn’t in this sector (land and property, conveyancing or the legal side of things). The thing I have seen, and one which I have found particularly encouraging, is the desire to embrace new ideas and encourage a wide range of voices and perspectives into RoS. You don’t get that everywhere. RoS are always adding to that mix of experiences and backgrounds so they keep their thinking fresh. That is such a positive thing, and it gives me the optimism to believe they have a very bright future ahead of them. I believe it is so important for successful organisations to remain open to new ideas.

Can you sum up RoS in a word or phrase?

I have loved every minute of my time here. In a word? Oh that is so difficult. I’d say it has been ‘inspirational’ to me and just a complete ‘joy‘. I know that’s two words but anyone who knows me would agree I’m never short of a word or two. If I think about RoS then I would sum it up in three words: effective, caring, efficient.

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