Natalie Walker
Founder and managing director of Inside Policy
Natalie WalKeR founded and runs the Inside Policy consultancy, was the first CEO of Supply Nation, which connects Indigenous businesses with government procurement opportunities, and is a former advisor to the Aboriginal & Torres Strait Islander Social Justice Commissioner at the Australian Human Rights Commission.
Did you plan your career?
I planned it from the perspective of choosing or pursuing opportunities that gave me the greatest hope to make positive change and impact. Thankfully, I discovered early in life what really made my heart sing – making large-scale positive reform happen or “changing the system”.
What attracted you to the CEO role with Supply Nation?
The potential to significantly improve the lives of Indigenous Australians. Also to provide advice to governments on complex policy challenges to make our nation a better place for the most vulnerable in our community.
What does great leadership look like to you?
In an organisation, the leader helps their team see what they can achieve. In a political sense, a leader has a clear idea of who we should be as a nation, has a plan to achieve it and communicates that clearly. This requires courage of conviction as you inevitably encounter the naysayers or those who are fearful of the new future.
Is there one achievement that stands out?
My greatest professional achievement has been establishing Supply Nation and building the Indigenous procurement movement in our country. In the future, I hope I’ll be able to talk about a significant achievement made through my role as Australia’s representative on the G20 Business Women Leaders Task Force.
What advice would you give your younger self?
Don’t change the high expectations you have for yourself and the contribution you want to make but carve out more time to celebrate achievements before moving on to the next thing. Also, everything is better when you’ve shared it – a win or a challenge – with people you trust. And nothing, especially a problem, is solved in a constructive way at 3am. Go to sleep!
What’s the main misunderstanding people have about leadership?
The perception that leaders are infallible. This creates a halo effect, a sense that leaders are untouchable, unapproachable, have something that can’t be attained by others. We are people therefore we are flawed. The great leaders openly acknowledge and work on their flaws.
In a year when leadership has been challenged, do we need to redefine it?
It doesn’t need to be redefined. I know what great leadership looks like: it’s principled and values-based. That’s what we have lost in all areas of public life, our companies and institutions. I think we have lost our way. But I’m an optimist and my greatest source of inspiration is the confidence, strength of conviction and hope of the next generation.