Lorraine Wrafter CDir

Tell us more about your background.

I am an Independent NED and Chair of Remuneration & Nominations, for Ignitis Group. I am also an Independent Consultant. I have over 30 years of global experience in organisational and people transformation. I’ve worked across multiple industries such as agriculture, financial markets, food, FMCG, industrials, and renewables, from start-ups to mature businesses. My expertise spans culture change, organisation design, M&A integration, and turnarounds.

I hold a Business Degree from the University of Limerick; an MSc in Human Resource and Development Leicester University, UK; an Executive Master’s in Consulting and Coaching for Change from INSEAD, France; and a Diploma in ESG for Boards with CGI. I’ve lived and worked in Ireland, Belgium Switzerland, the UK, and the US.

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

Resilience.  Leaders needs to be able to bounce back from challenges and foster constructive discussion within the team. They need to be open to hearing things that may be hard to hear such as feedback strategic direction, projects changes, leadership style.  They should encourage contrarian views, address “Elephant in the room” and move forward without taking personally.   

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

Organisational culture can change quicker than many people assume. I often hear that culture takes years to shift, I disagree. Leadership can alter a company’s culture quickly, both positively and negatively.  We are currently seeing that on the world stage.

I’ve seen a once-profitable and fun trading business spiral into losses within 9 months, due to fear that paralyzed decision-making. I’ve witnessed a global industrial merger that within 6 months, deteriorated into an environment of cynicism and distrust, resulting in a significant loss of shareholder value. On the positive side, I’ve seen chaotic, stressful, underperforming businesses transform into organised, exciting and highly profitable operations in under a year. 

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

Networking and building a strong Irish network. As someone who has worked abroad, strengthening my Irish networks has been a great benefit personally and professionally, and I am sharing my global network.

How has being a member of IoD Ireland helped you feel more equipped in your role as a Change Management Expert at The Problem?

Understanding the critical role of governance has been key. It’s the backbone to relationship between board and executive teams. As a Change Management Expert it has helped me to understand and prepare for the reaction to change from board down to individual contributers. 

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

One of my first managers had a major impact on me, but for all the wrong reasons. There was no guidance, no feedback, no encouragement, and he intimidated many people. I found a way to work with him, if you stood up to him he backed off. That experience taught me resilience, resourcefulness and how to stay calm and firm when dealing with strong or intimidating personalities. 

The next manager I had was one of my best managers. The contrast showed me first hand the impact that leaders can have on individuals and teams. 

What are the biggest business challenges you have seen over your career to date? How did you help overcome these?

The tendency to focus too heavily on financial results at the expense of core values. This can end up costing far more financially in the long run. In one case, a "Safety First" culture was compromised to meet financial targets. A safety audit had identified a significant risk and recommended a costly solution, but the project was postponed to protect short-term financial performance. Tragically, this decision contributed to a fatality. While the business claimed to prioritise “Safety First,” the actions demonstrated that “Safety Second” was the real message employees were receiving.  

A question I often ask when a decision is impacting a value.  "What message are we giving (internally/externally) by this decision?

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

Keep informed, stay open to learning and encourage your team to challenge with new ideas. Find someone who thinks differently from you and use them as a sounding board. Even with a diverse team, you can fall into groupthink if you’re not receptive to new ideas. Playing “devil’s advocate” is critical to innovation.

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

Do the Chartered Director Programme. The Diploma in Company Direction gives the foundations to be a board member.  Network, Network, Network.  Ireland is small, it is a relationship culture, broaden your network beyond your industry, get cross-industry experience, and if possible develop networks outside of Ireland to gain global perspecive. Many boards still need diversity of experience.