Notes from the Boardroom: vol. 9
Editor’s note: “Notes from the Boardroom” is a series of blog posts from ISACA board directors providing transparency, context and perspective on how the ISACA board is carrying out its governance responsibilities. In this installment, ISACA Board Director and Past Board Chair Pam Nigro shares her journey from ISACA chapter leadership to her time on the ISACA Board of Directors, and contrasts the scope of each role.
Embarking on my leadership voyage within ISACA has been a profoundly transformative experience, shaping not just my career but also my perspective on governance, strategy and community engagement in the tech world. This journey from a chapter leader to a member of the ISACA Global Board has unveiled lessons of significant scope, responsibility and impact. My purpose in this blog post is to share these insights, hoping to illuminate the path for others considering such transitions and to emphasize the distinct yet complementary nature of these roles.
Scope and Reach: A Dual Lens
Local vibrance as a chapter leader: My tenure as a chapter leader with the ISACA Chicago Chapter was intensely community focused. It was about molding education, training, networking and advocacy to fit the unique fabric of our local Chicagoland area. Diving deep into the community’s heart, understanding its pulse and addressing its specific needs and challenges (such as for women or students) allowed us to craft initiatives with maximum relevance and impact. This role was about making global principles locally actionable.
Global vision on the Board: Shifting to the ISACA Global Board expanded my horizon exponentially. Suddenly, I was part of setting the strategic compass for ISACA, influencing a diverse tapestry of members, chapters and the industry worldwide. This role – including my term as ISACA Board Chair in 2022-2023 – demanded a broad understanding of global geopolitical shifts, regulatory landscapes, industry trends, and tech transformations, ensuring our decisions enriched the ISACA ecosystem at all levels.
Operational Dynamics and Strategic Influence
Operational agility at the chapter: At the grassroots, my role was operationally intensive – orchestrating events, managing budgets and keeping members engaged. This hands-on approach demanded swift, effective responses to immediate needs, translating overarching strategies into tangible, local benefits.
Strategic foresight on the Board: In contrast, my Board role revolves around strategic foresight and governance, sculpting long-term visions and overarching strategies. It’s about steering ISACA through global initiatives, partnerships, and advocacy, reinforcing our global footprint and professional advocacy on a worldwide stage.
Governance: Volunteer Spirit vs. Formal Framework
Volunteer-driven chapter leadership: Leading a chapter was about rallying volunteers, fostering a tight-knit community spirit and navigating through localized governance structures tailored to our unique regional dynamics, all while aligning with ISACA’s global culture.
Structured governance at the global level: The ISACA Global Board operates within a more formalized governance framework, adhering to best practices and structured roles to ensure professionalism, accountability and strategic clarity. Serving on various committees, I contributed to specialized domains like audit, risk management and finance, embodying a governance model that demands expertise and broad oversight.
Key Lessons on Management and Board Responsibilities
Through this journey, I’ve discerned critical distinctions between management’s operational focus and the Board’s strategic oversight. Whether it is delivering programs, drafting policies, or financial stewardship, both realms demand distinct yet interlinked competencies.
Management oversees the operational side of the organization, while the Board, including the CEO, is responsible for goal setting, operationalizing plans and tracking success.
Programs and Services:
- Management oversees delivery of programs and services, and updates the Board on outcomes and changes.
- The Board reviews program and service delivery outcomes through presentations and staff communications.
Organizational Policies and Record Keeping:
- Management drafts, oversees and updates processes and procedures, maintaining and protecting records.
- The Board reviews and approves operating and financial strategies, and maintains the organization’s bylaws.
Financial Budgeting and Reporting:
- Management drafts the organizational budget, identifying cost savings and necessary investments.
- The Board reviews, provides feedback, and approves the annual budget, ensuring alignment with the strategic plan and financial goals. The Board also reviews financial results through regular reports.
Engaging with Challenges and Solutions
My path wasn’t without its hurdles. Adapting initiatives to resonate locally, transitioning to a global mindset and navigating through the nuances of formal governance were challenges that taught me resilience, adaptability and the importance of a visionary outlook.
Many aspiring leaders ask me about the key factors that propelled me from chapter leader to ISACA Board member. I attribute my success to two crucial elements: fearless communication and selfless service.
Fearless communication is about speaking confidently and engaging others at all levels. Participating in Toastmasters has been invaluable in honing these skills, allowing me to refine my public speaking abilities and master the art of persuasion. This has empowered me to confidently connect with individuals from all backgrounds and foster a sense of shared purpose.
Selfless service is about prioritizing the collective good over personal gain. Serving on the ISACA Board is fundamentally about giving back to the community, not seeking personal accolades. My guiding principle, "In service to others, so others may serve," has driven decisions and actions in my leadership journey. This commitment to selfless service has fostered trust and loyalty among my colleagues and stakeholders, creating a strong foundation for collaboration and progress.
Final Reflections and Resources for Aspiring Leaders
This journey underscores the diverse yet unified mission of ISACA roles. While rooted in different soils, chapter leadership and Global Board service are intertwined in their commitment to ISACA's values and mission, each demanding a tailored set of skills and perspectives.
For those inspired to embark on this leadership journey, I advocate diving into resources that have been beacons on my path, such as the NACD Certified Corporate Director credential and “The Handbook of Board Governance, Third Edition,” edited by Richard LeBlanc.
Both ISACA chapter leadership and ISACA Global Board membership are critical roles contributing to the organization’s success. However, they differ significantly in scope, responsibilities, and impact. As a chapter leader, I focused on localized management and member engagement, implementing ISACA’s global strategies to meet local needs.
As a Global Board member, I am responsible for the strategic leadership and global governance of ISACA, setting directions that influence our global network. Both roles require a strong commitment to ISACA’s values and mission but involve different skill sets and expertise, including broader association and industry experience, the changing impacts of technology, and modes of operation.
Chart Your ISACA Journey
Explore the ISACA Mentorship Program to connect with mentors who've navigated similar paths.
Also, for those interested in learning more about the specific requirements and expectations for each role, I encourage you to visit the ISACA website.
