There is an uncomfortable truth about how leadership and governance spaces in this country operate.

They are not always built on merit alone. They are built on familiarity. On visibility. On who is known, trusted and already sitting at the table.

And too often, that means the same people.

I've seen it across boards, committees and advisory groups. The same names circulating. The same voices being called on. The same perspectives shaping decisions that impact our communities.

Meanwhile, there are Aboriginal and Torres Strait Islander leaders doing extraordinary work every day. People grounded in community, carrying lived experience, bringing new thinking and solutions. Yet many of them remain overlooked.

Not because they are not capable. But because they are not positioned in a way that makes them visible to those making decisions.

We do not talk about this enough.

We tell emerging leaders to work hard, to stay humble, to wait their turn. But the reality is, many opportunities do not come from waiting. They come from being seen and understood before the opportunity even arises.

That is why I believe we need to shift the conversation from waiting to be invited, to actively claiming our seats.

This is not about ego. It is about responsibility.

Because when Aboriginal and Torres Strait Islander people are in decision-making spaces, we do not just bring qualifications. We bring lived experience, cultural knowledge and accountability to community. We bring a different lens, one that understands the impact of decisions on the ground, not just on paper.

Over time, I have built a strong presence and network, not by chasing attention, but by showing up consistently and authentically. Sharing what I see. Celebrating others. Speaking honestly about leadership, community and the gaps that exist.

That visibility has created opportunity. Not because I set out to build a following, but because people connected with something real.

Platforms like LinkedIn have changed the game. They are no longer just places to upload a CV. They are spaces where leadership is demonstrated in real time. Where decision-makers are watching how people think, what they stand for and how they engage.

For Aboriginal and Torres Strait Islander leaders, this presents both an opportunity and a challenge.

The opportunity is clear. We can use these platforms to share our perspectives, to amplify our communities and to position ourselves for leadership roles that have historically been out of reach.

The challenge is that many of us have been taught not to put ourselves forward. Not to speak up too loudly. Not to take up space.

But if we do not, someone else will.

And that is where the system continues to fail us.

Through my work and my current studies with the Atlantic Fellows for Social Equity, I am looking closely at governance at the highest level and where change is needed.

What I see is a system that relies too heavily on a small pool of individuals. A system that often confuses visibility with capability. And a system that does not invest enough in building new leaders.

If we are serious about change, then responsibility must sit across all levels.

For those with the power to appoint, there needs to be a willingness to look beyond the usual names. To seek out different voices, different experiences and different ways of thinking. Because strong governance is not built on sameness. It is built on diversity.

For those already holding multiple roles, there is a responsibility to be honest about where your expertise lies. Too often, we see individuals sitting across multiple boards and committees, creating conflicts of interest and limiting opportunities for others. Stepping aside when you are not the right fit is not a loss. It is leadership.

For emerging leaders, the message is simple. Put your hand up. Make it known that you are ready and willing to contribute. Because people cannot advocate for you if they do not know you are there. Back yourself, even when it feels uncomfortable, because that is where growth happens.

And for organisations, there is a clear opportunity to invest in governance capability. Building a broader, more diverse talent pool through training and development is not just good practice. It is necessary for the future. It is a meaningful corporate social responsibility investment that strengthens decision-making and long-term outcomes.

Because this is bigger than any one individual.

This is about who gets to shape decisions. Who gets to influence outcomes. And ultimately, whose voices are heard when it matters most.

Claiming your seat is not about taking something that does not belong to you. It is about stepping into spaces where your voice, your experience and your perspective are needed.

And if we want to see real change, we cannot keep waiting to be invited.

We need to start showing up.