Aebhric Mc Gibney CDir

Why did you decide to join the IoD?

I had been a non-executive director on the board of CIE for a few years and could see that I would benefit from a more formal structure or prism through which to view my duties. The IoD events and network were great. I met a few people who had undertaken the Chartered Director Programme and spoke well of it. So, I signed up!

What do you particularly value from your IoD membership?

The Chartered Director Programme really is excellent and being a member of IoD keeps me up to date with the latest trends. Qualifying as a Chartered Director has helped me in my work with business leaders to better represent their businesses. Equally, it has helped me in my work as an INED and lobbying public sector leaders to effect change through their departments and agencies. 

What is the most important lesson, from your personal or business life, that has guided you the most in being a business leader?

I cut my teeth in public policy working on a plethora of groups under social partnership from the mid ‘90s, negotiating the way to a consensus with people who often had a very different perspective. I still strive for consensus, always listening and learning, in the boards I serve or where I have acted as Chair to a board committee. I still believe consensus gives better outcomes and am always looking for the win win. 

Is there someone who has had a major impact on you as a leader? Why and how did this person impact your life?

My dad, Sean Mc Gibney was a fashion designer and ran his own business for many years. His mentor was Ernie Harrison, who ran the clothing firm, Monique International. Ernie took my dad under his wing, travelling to fashion shows across Europe in the ‘70s, at a time when international travel was a rarity. This gave our house a very progressive and multicultural perspective. Ernie also advised Sean to give his children the best education he could, and I ended up going to Belvedere College, where I learned to always be inquiring and questioning. Being open and curious allows a leader to unlock the ideas, perspectives, and strengths of those they are seeking to inspire.

What is the one characteristic that you believe every leader should possess?

A leader needs to be able to make clear decisions and then communicate them and the rationale behind them. This empowers people to get the job done. 

What are the biggest business challenges or/and opportunities that you have seen over your career to date? And how did you help to overcome or/and optimise these?

I’d like to take the opportunity to acknowledge just how well the public service responded to the covid crisis, which was a challenge for all firms. The ‘system’ moved swiftly into action and policy measures had evolved almost in real time as new information came to light. I found the openness and accessibility of key public servants to clarify details on behalf of firms, provide feedback and propose changes, invaluable. We were all in it together back in 2020. I really hope the public service can keep a flavour of this, as Ireland looks to tackle the problems of success, and eliminate the bottlenecks and capacity constraints caused by weak infrastructure.

How do you think business leaders can best prepare for the future?

Stay young in spirit and talk to your kids. For example, I’m a big fan of technology, but the pace of change can just be so overwhelming. Kids are great at just picking up new stuff and using it. Understanding from the young where things are going with technology and other issues such as sustainability are going to be critical to every Board member as they seek to steer their business into the future. With the evolution of Gen AI, the future is only to come at us faster.

What advice would you offer to new or aspiring directors in Ireland?

Ask questions before you agree to join a board and continue asking them after!