Narrator: In 1977, the trustees at Kent State University faced a decision. They needed to build a new gymnasium, and the proposed site seemed logical. But it was also the very ground where, seven years earlier, National Guardsmen had opened fire on student protestors, a moment of national trauma. Despite widespread opposition from students and faculty, despite protests and arrests, the board refused to reconsider. They were unified in their decision, and in their unity, they were blind. This is a classic, tragic example of groupthink, where a lack of diverse perspectives leads a group of smart people to a disastrous conclusion.

What if there was a guide to prevent this? A way to build leadership teams that are not just diverse on paper, but are fundamentally stronger, more innovative, and more connected to the world they serve? In their book, Difference Makers: A Leader’s Guide to Championing Diversity on Boards, Dr. Nicky Howe and Alicia Curtis provide exactly that. They argue that building a truly effective board isn't about ticking boxes; it's about fundamentally changing how we think about leadership itself.

Narrator: The conversation around diversity often begins and ends with visible metrics like gender or race. But Howe and Curtis argue that this is a dangerously narrow view. True diversity, they explain, is the sum of everything that makes an individual unique: their background, personality, life experiences, and beliefs. It’s about diversity of thought.

This isn't just a feel-good principle; it's a strategic imperative. The authors point to compelling research from McKinsey & Company to make their case. The 2013 "Why Diversity Matters" report analyzed 366 public companies and found a powerful correlation between diversity and financial success. Companies with high racial and ethnic diversity were 35 percent more likely to have financial returns above their industry's national average. Similarly, those with high gender diversity were 15 percent more likely to outperform their peers. The data suggests that more diverse companies are better at winning top talent, understanding their customers, and making smarter decisions, creating a virtuous cycle of increasing returns. By broadening the definition of diversity, organizations move beyond simple representation and start cultivating an environment that genuinely values different ways of thinking, which is the real engine of innovation and growth.

Narrator: Nowhere is this need for diverse thinking more critical than in the boardroom. Traditionally, boards have been composed of like-minded individuals, often from similar backgrounds and age groups. The book challenges this model, arguing that in a complex world, this homogeneity is a liability.

To illustrate this, the authors share the story of Dr. Aron Ping D’Souza, who began his board career at the remarkable age of 14. He observed that many Australian companies lacked truly long-term strategies. He poses a provocative question: how can a board create a 50-year strategy when most of its members are only a few years from retirement? Dr. D’Souza argues that younger directors bring an intrinsically longer time horizon. They bring a different appetite for risk, an optimistic outlook, and the energy to see long-term projects through to completion. The book isn't suggesting replacing experience with youth, but rather creating a balance. The wisdom and conservative approach of seasoned directors, when combined with the forward-looking, risk-tolerant perspective of younger members, creates a more dynamic and resilient form of governance capable of navigating both present challenges and future opportunities.

Narrator: Championing diversity isn't just about implementing a policy; it's a deeply personal leadership journey. Howe and Curtis stress that before a leader can build an inclusive culture, they must understand their own diversity, biases, and values. This commitment is often sparked by a profound personal experience.

Co-author Alicia Curtis shares a formative story from early in her career when she facilitated a leadership program for Aboriginal girls at a private high school. These young women, from remote towns, were shy and felt isolated. Alicia challenged them to prepare and deliver speeches at a community forum. Their teacher was skeptical, privately telling Alicia that she didn't think the girls would actually go through with it. But Alicia believed in them. At the forum, despite their nerves, every single student stood up and spoke with confidence about their culture, families, and aspirations. For Alicia, seeing what people could achieve when someone simply believed in them ignited a lifelong commitment to diversity. This story reveals a core message of the book: inclusive leadership isn't an abstract concept. It requires courage, vulnerability, and a willingness to challenge not only the status quo but also our own preconceived notions.

Narrator: Bringing diverse individuals into a room is only the first step. The real work is forging them into a high-performing team, a process that requires empathy, respect, and a willingness to navigate discomfort.

The book tells the story of Rhys Williams, who at 21 became one of the youngest people ever elected to a local government council in Western Australia. He entered a world where the average voter was over 60. Initially, he felt out of place and was met with condescending remarks from older, more experienced councillors. He felt like an outsider. But over time, he found his voice, built relationships, and earned respect. The other councillors, in turn, began to see the value in his different perspective. Rhys reflects that his council ultimately made better decisions because the diversity of the team grew. He concludes that embracing diversity is hard work. It requires empathy and the courage to admit you don't have all the answers. His journey shows that a board becomes a true team not when everyone agrees, but when they learn to value and respect each other's unique contributions, transforming potential conflict into a source of strength.

Narrator: A commitment to diversity remains an abstract idea until it's embedded in the organization's DNA through clear processes and policies. The book provides a practical roadmap for turning good intentions into concrete action, using the journey of one organization, Southcare Inc., as a powerful case study.

In the early 2010s, Southcare's board was aging, with an average age of 60. Their own constitution limited recruitment to a small pool of candidates, reinforcing the homogeneity. Recognizing this as a risk, the board embarked on a journey of change. They didn't just rush to find a younger member; they started with a thorough, co-designed board evaluation facilitated by an independent consultant. This process forced them to have serious conversations about their purpose and their limitations. The evaluation led to concrete actions: they reviewed their constitution to remove barriers, established a formal board nomination committee to proactively seek diverse skills, and introduced a board development program. This methodical approach demonstrates a key lesson from the book: sustainable change requires inspecting and redesigning the very systems—from recruitment and induction to meeting norms—that shape the board's culture. It’s how a board moves from talking about diversity to truly living it.

Narrator: Ultimately, Difference Makers delivers a powerful and unequivocal message: diversity is not a social initiative or a compliance issue; it is a core component of high-performance leadership. The book dismantles the idea that we can achieve better outcomes by surrounding ourselves with people who think and act just like us. Instead, it proves that real strength, innovation, and resilience emerge from the constructive friction of different perspectives, experiences, and worldviews.

The most challenging idea is that this work begins not in the boardroom, but within ourselves. It demands that we confront our own biases, embrace vulnerability, and develop the emotional intelligence to lead with empathy. The book leaves us with an inspiring question: What is the one conversation you can start, or the one assumption you can challenge, to become a difference maker in your own organization?