DIGITAL_ITB Dec 2025_Jan 2026_fullbook v2 - Flipbook - Page 20
the entire public sector, the Parliament and the
community well by shining a light on some of what
was happening during an unusual tempo of public
policy response. This enabled a more informed
examination of the various experiences and provided
important lessons for the future.
CAROLINE SPENCER FCPA
Auditor General for Western Australia and chair
of the State Records Commission
MEMBER PROFILE
Former founding partner,
Vista Advisory
Which leadership traits do you believe
are indispensable?
Self-awareness, resilience, sound judgement,
decisiveness, as well as an openness to broadly
consider issues, consult with colleagues and be
accountable. The ability to drop the ego and laugh
at ourselves, or the absurdity of some situations,
is crucial too — because we all have both good
and bad days.
Can you describe a pivotal decision that
significantly shaped your organisation’s
culture or success?
During COVID-19, it was very clear to me that
if my office and I were not doing our job in scrutinising
public finances and performance, then no one was.
Service in the public interest became more important
than ever to me, and it is now one of our office’s
explicit rather than implicit values.
My office issued early guidance on the importance
of maintaining good governance, financial controls
and accountable decision-making. We also provided
rapid assurance on health-system preparedness,
the vaccine roll-out, hotel quarantine and the
procurement of rapid antigen tests, as well as
reporting a record level of breakdowns in critical
financial and system controls.
Interestingly, the archives of my office prove that
my forebears did just that during prior world wars,
as well as during a typhoid outbreak in the early
years of the Australian colony. That decision served
20 INTHEBLACK Dec 2025/Jan 2026 SPECIAL EDITION
How do you stay ahead of emerging trends
and new technologies?
On a personal level, endless curiosity, reading widely
and staying engaged with a diverse network
of interesting people within, across and outside
the profession is essential.
It is also helpful to recognise that there is nothing
new under the sun, even though the technology and
particular players might change. This is useful when
considering problems and their possible solutions.
As a species, we have used different tools at different
times to achieve outcomes, but the tools themselves
are rarely the main game or the purpose of our lives.
They certainly won’t change the essence of human
nature — although we know they can certainly amplify
our worst traits.
How do you identify top talent?
When recruiting, I personally look for attitude,
aptitude and alignment of values. You cannot train
for these, and if they are absent there’s not much
you can do. After a few costly misses over the years,
I have a policy that, if in doubt, keep the seat vacant
and acknowledge the capacity constraint until you find
a candidate you’re comfortable with.
Also, “try before you buy” wherever you can,
with a lengthy probationary period, secondment
or placement opportunity.
What single piece of advice would you give
aspiring executives?
Know thyself. Sitting above everything is
self-knowledge, and we must know our values
so we know what we will stand for and what we won’t.
