Clare O'Connor

Tell us more about your background

I am a Fellow of the Chartered Governance Institute with over 35 years Board experience as Company Secretary and in INED roles in Ireland and the UK.  My experience has been gained in large international organisations operating across multiple countries, namely KBC, Hannover Re and MetLife Europe.  I have particular expertise in the implementation of complex regulatory and legal requirements in the Financial Services Industry. I have a collaborative leadership style and enjoy working with Group executives and INED’s in different jurisdictions.

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

Every leader needs to have excellent listening skills. Listening skills are key to being an authentic leader and listening skills support good judgements. It is important for leaders to convey clear expectations and for us to support senior leaders to make informed strategic decisions. I have learnt to listen and learn through feedback and observation of the actions of leaders that I look up to.

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

I have learnt to pause and think through an action before implementation. When faced with a tough decision, I like to reflect on the options and take a bit of time to pause and mull over the decision. For decisions that directly impact an individual, I try to find a calm approach and to identify the positive in the person or situation. Then the solution usually becomes clear. 

How has being a member of IoD Ireland supported your role as a director and business leader? 

Through my membership of the IoD Ireland, I have access to a huge bank of knowledge and professional expertise. I have access to resources and regular updates on upcoming developments and issues facing the financial services industry which I have found extremely helpful. During my studies for the Chartered Director Programme, I met a wide cross section of business leaders and I am still in contact with some from my cohort. 

What do you value most about being a member of IoD Ireland?

I joined IoD Ireland when I decided to embark on the Chartered Director Programme. I have always had a passion for good governance practices and the through the programme, I was able to engross myself in further studies and meet other business leaders who had a similar interest. I enjoyed every minute of the course, including the exams. I was surrounded with a network of wonderful professionals who brought different perspectives and knowledge into my understanding of governance and strategy.

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

During my career I have had the opportunity to work with many different leaders from whom I’ve learnt different lessons. When you work closely with a senior leader, you share many experiences and learnings. Their patience and generosity with their time has been invaluable to my career development. I have watched how they interact with others to empower and get things done, always treating each person with respect. 

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? 

In recent years, the pace that technology is advancing is both a challenge and an opportunity. I must admit that I used to be a bit scared of computers but now I am fascinated by technology. In my experience, I have enjoyed the opportunities that technology has delivered especially as it has enabled pan-European teams to work together without limitation. Technology has also facilitated us all to enjoy a better work live balance alongside flexible working arrangements with no impact on day-to-day business. 

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

It is important not to be afraid of change. Leaders need to look to the future and experiment in a controlled and managed way. If you do not look for or try to find a new way of doing things using the tools at your fingertips, business will never develop. Listen to others and see what is going on in the wider business community.

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

Be yourself and trust your judgement. Ask questions to build your knowledge but also remember to listen.

When you take on a new role, spend some time learning about the governance structures in the organisation including the difference between the chair and the chief executive officer as well as the difference between executive and non-executive directors. Remember that the board is responsible for overseeing the management of the company and that the board is not a management committee. It is important to understand that executive directors are the link between the board and management and, if you are a non-executive director, this is not your role.