Good boards need more than members who understand the sector. People from outside an organisation’s comfort zone bring fresh perspectives; a level of informed and independent questioning that enables a refreshing, rejuvenating, or repositioning of the offer.

When I became Chair of the South Asian Diaspora Arts Archive (SADAA), it took me a whole year or, arguably, a whole day, which is what four two-hour board meetings amount to, to get a handle on how its dedicated board of academics and historians had created the then-strategy.

Reel forward eight years and the collection which was sitting on a university shelf, had been rebranded, partnered with the V&A, and found itself a new, community-facing, home at Birmingham Museum and Gallery. Three years on, we have delivered a huge public project and are celebrating 25 years since SADAA’s inception with an online publication of new writing: Anthems of Arrival. The teddy photo is from my submission.

As a journalist and author, using those skills to interrogate projects and problems across sectors, I had never visualised myself on a board, Then, sixteen years ago, a friend said my generalist knowledge would add value as a trustee or a director. I had assumed these ‘jobs’ were for Oxbridge types or people with established pedigrees within tightly delineated sectors. Wrong!

Within weeks, I found myself inducted to the Corporation of Westminster Kingsway College, then Central London’s largest FE College. It was a real privilege to be part of the journey taking KWC from a thriving college with a huge capital project, into its next iteration. I went on to join the Youth United Board driving the creation of 42,000 places within established youth programmes (Guides/Scouts/Cadets etc) for disadvantaged youngsters in inner cities.

Despite knowing next-to-nothing about first generation British South Asian arts professionals when I joined SADAA, I learned slowly and steadily. Then I moved fast. All that was required was interest, application, articulation, and action.

My experience is in the public and arts sector, but I now encourage any younger people I meet, particularly those from under-represented backgrounds who bring previously under-valued and under-exploited input to the table, to apply for board roles that pique their interest and to which they are willing to commit. Research shows diverse boards perform as well and often better than homogenous boards. It’s a win-win.