The Triple L : Lessons Learnt in Leadership
Tuesday, 24 September 2024
Mentoring : A Two-Way Street
Sunday, 7 January 2024
Leading a Smaller Organisation
In December 2020, I stepped down from my role as CEO of
ActionAid UK to join STiR Education UK as its CEO. It raised some eyebrows
amongst my peers and friends. ActionAid UK was a much larger organisation with
an annual turnover of £ 50 million, a staff of about 200 and supporting other
ActionAid members in about 35 countries in the global south. It had a 48-year
old track record in the UK and was a relatively well known organisation in
international development. STiR, by contrast, had a turnover of under £ 3
million, had 70 staff globally and worked in 2 countries. While it was well
known in the education sector, it was less known within the broader international
development sector. But, it was a conscious decision, and after 3 full years, I
have no regrets. In fact, I have found it an immensely fulfilling and rewarding
3 years.
As I approached the 5-year mark with ActionAid UK, I had
started considering what my next move could be. The Board had identified two
key priorities when I started in August 2015 : create a strong identity and
ensure financial sustainability. At the end of 5 years, thanks to the work done
by the amazing team at that time, we had made significant progress. And even
though there were some unresolved challenges, I was also clear that there was
never a perfectly good time to move on. Having created its identity as a leader
on the rights of women and girls, I was very clear that the next CEO for
ActionAid UK should be a woman, with deep knowledge, experience and commitment
to rights of women and girls.
So what attracted me to STiR ? At the time I started
exploring, I was not interested to do ‘more of the same’ and move to another
organisation that is similar in size and scope. I was looking at something
radically different that would take me outside my comfort zone and offer me an
enriching experience, challenge and learning. I had ruled out the national
charity sector given that I did not have a sufficiently good understanding of
the sector. Within international development, there were some sectors (like
health) that I was less keen on. Education has always been a passion for me.
STiR’s approach of working in ‘systems-led partnership’ to improve learning
outcomes for children (i.e. working on the ‘supply side’ of systems, which is
very different from the ‘demand side’ accountability work that I was more
familiar with) was a very attractive proposition. While it was a small
organisation, it was ambitious and creative. I could see the power and
potential of small investments, that could led to significant change and transformation
in education, which can be sustained by governments. It was a bold approach to
change.
I did speak to a few of my trusted friends and peers on the
prudence of this move. Some were unsure, some were indifferent, some mildly
discouraging too and not quite sure why I would ever consider that move. It was
very clear that it had to be a decision that I fully bought into. The one person
who absolutely encouraged me to go for it was Richard Hawkes, CEO of the
British Asian Trust, who had made the big move from large organisations like
VSO and Scope, to lead the British Asian Trust at a time when it was relatively
unknown (it is a much bigger and better known organisation now, thanks to his
amazing leadership !). He said that he had never looked back and described the
joys (and challenges) of working in tight and resource stretched environments
that could be very stimulating when compared to the complexities and chaos of
large organisations with the perennial internal dynamics, even if one had the
comfort of a known brand, sound financial reserves and the support
paraphernalia.
I now see why Richard was so convinced. Looking back at the
past 3 years, there are a number of personal reflections :
1. Working in a small organisation, especially when making a
shift from a much larger organisation puts one outside one’s comfort zone. And
even if you are not adept at multi-tasking, you do end up doing a number of
tasks that you thought you were never good at or would never do in a larger
organisation. I felt that a number of times, and especially when it came to
fundraising. Previously, I was just wheeled in to a discussion to help with building
and managing relationships, but in this case, I often found myself engaging at
a very early stage, or even scouting for new donors and opportunities. It was
similar when it came to the policy arena, be it making the connections,
engaging in conversations, trying to influence policy. Unlike large
organisations, there are not teams to do this for you – instead, you do it
yourself with the support of a couple of colleagues, when you can, as they too
are overstretched and need to focus on other priorities.
2. I miss the vibrance of a large organisation even with its
complexities and chaos. Something or the other is always happening, triggered
by internal team or individual dynamics, or external developments that push you
to taking public positions. However, in a smaller organisation, I feel a greater
sense of focus and purpose. We have a clear set of priorities. I feel that I am
able to contribute in more meaningful ways. And that means that at the end of
the day, I also feel very purposeful and productive as I am not dictated by the
dynamics I have little control over. There is also a much greater flexibility
and responsiveness in a smaller organisation and one can move with pace. The
limited resources we have also means that we do not have the luxury of time and
going into endless deliberations and consultations. Change therefore happens
much faster.
3. There is a stronger sense of being more mission and
values oriented. In a smaller organisation, it is easier to connect which makes
that possible. Even though I am based in London and we work across 4 countries,
I feel I am able to reach the various corners of the organisation with ease.
The gap between senior leaders and other colleagues is much less, even if we
are dispersed across 5 countries. Communications are easier and quicker. The
sense of entitlement is much less as colleagues feel more connected with the
mission. It is easier to create an inclusive culture and a trusting
environment. Collaboration between different functions and geographies are
easier to forge. The overall impact of these is that the organisation is more
coherent in its approach and yet able to relate to its local contexts.
This is not to say that all is well with small
organisations. As I mentioned, resources are very limited. As organisations
with very low communications and PR budgets, it is difficult to create a strong
external profile and fundraise. Unrestricted income is extremely difficult to
raise. A number of donors can be a lot more demanding on smaller organisations
when it comes to questions of evidence (as compared to larger organisations,
whose brand reputation provides them with the tailwinds). There is often a
‘credibility deficit’ when it comes to smaller organisations and we need to
prove ourselves and our effectiveness every now and then.
At a personal level, I also realise that I do not have the
benefit of the organisation’s brand reputation that precedes me and help open
doors. That is a huge benefit for the CEO of a known organisation. It is
something one constantly needs to push and persevere. Yet, in terms of
fulfilment and being able to see how one contributes to the organisation’s
growth and success, it is a very rewarding experience in a smaller
organisation.
The risk was worth taking and I have thoroughly enjoyed my
stint here. It does not mean that I will be averse to considering a larger
organisation at some stage in future and if it offers an interesting challenge
that is beyond its size and scope. The large organisations have played a
significant role in building a case for support for international development
with the public and policy makers and have achieved tremendous impact in both,
humanitarian and development contexts. That said, smaller organisations working
on niche issues and sectors have also been significant contributors to social
change, punching way above their weight. Hence, if you are thinking of making
the move to a smaller organisation, do consider it very seriously and
positively !
Monday, 9 January 2023
A Reset for the New Year
Getting back to the momentum of things at work can be a bit
challenging after a break, which is why many of us find it hard to get into the
rhythm of things at the start of a new year after a long (and in many cases,
enjoyable) festive break. And the reason why leaders in particular find it hard
is because their role is not just about managing tasks – it is about fostering
the right culture within the organisation, it is about the vision, it is about
leading the organisation in uncertain times. In the not-for-profit world where
profit does not feature, setting the tone and direction to enthuse colleagues
and get everyone behind delivering its mission is harder. One needs to crank up
the system – in other words, one needs a reset.
I have looked around and tried to understand of how leaders
do the reset as they walk into work when a new year starts. There is usually
some form of communication to all staff. There are calls for optimism even when
things are extremely challenging (remember Rishi Sunak’s 5-pledges New Year
2023 speech ?). There are calls for individual and collective action. At a more
mundane level, there are plans being developed or reviewed, budgets being made
or reforecast.
To me, from all that I have seen and learnt, three things
stand out that are worth considering while working on the reset (which pretty much
takes the first couple of weeks of January :
1. Acknowledge : Every organisation and
every team faces various challenges, some that are unique or distinctive to the
respective contexts (e.g. change in leadership, relations between the board and
executive, a restructuring imperative, funding) , and some that are more
pervasive (cost of living, Covid recovery, a looming recession). Irrespective
of the nature of the challenge, the first thing would be to acknowledge what
the challenges are. Coming back after a break could mean that the urgency or
the seriousness of the challenge could be perceived very differently. Make a
realistic assessment of these challenges that are most relevant and identify
the ones that need to be tackled in the short, medium and long term. Could this
be an onerous exercise ? No, not necessarily so. Would it be overwhelming ?
Yes, it could be – but think of how you managed similar challenges in the past.
Draw inspiration and energy from them to build one’s confidence that these
challenges can also be overcome.
2. Act : I am sure
we are all familiar with the ever growing list of things since November that we
may have put it to ‘In the New Year’ list. By mid-December, that list can be
quite daunting, but then, sometimes, it does make sense not to begin something
significant towards the end of the year when everyone is tired and is looking
forward to a break. There is then a real risk that the momentum around these
could be lost when we start all over afresh in the new year. Just as a
carpenter would take time to sharpen his saw before he starts his work (as
Stephen Covey mentions in one of his books), it would be important to set aside
some time to think of all the actions needed to be taken to continue from where
we left in the previous year and, very importantly, build back the momentum
that aligns with the organisation’s priorities. As a leader, that also provides
a useful frame of reference to the rest of the team or organisation.
3. Aspire : Being
aspirational can be hugely energising when one starts in the new year. One has
had a break, the activities are still just about catching speed, there is a
general sense of ease (and even wellbeing) in the organisation. In a week or
two, all that could change and one gets back into the thick of operational
matters, often at a frenetic pace. This is the ideal time for leaders to think
afresh and create a sense of aspiration, even in the face of pressing
challenges, so that colleagues can get a sense of direction, think longer term
and have the courage to aspire for being better and more impactful. Creating
these aspirations can be quite visionary in many ways as it helps steer the
energies and the enthusiasm of the organisation to longer term outcomes. A
simple question (as one of my colleagues asked all of us) is – What excites you
about the future ?
We keep hearing that we are in a complex and challenging
world, which will get even more complex and challenging. Let us not be unnerved
or overwhelmed by that. That is a given, a reality. What will mark leaders and
separate them from the rest is their ability to work around these, create a
sense of optimism and enable colleagues to realise their aspirations,
connecting them to a broader purpose.
Here is to a successful and productive 2023 !
Friday, 10 September 2021
Developing Resilience as a Leader
As a leader, one always should expect the unexpected. In one
of my previous roles, I remember mentioning this to the peer when I was asked
how I felt after having been in the role for 3 years. I said, “I feel like I
still need to have my seat belt fastened. Each time I think I can unfasten and
take a walk around, there is unexpected turbulence in the air”. I am fairly
sure that pretty much sums up the life of anyone in any leadership position in
any organisation, and more so, when one is a CEO and the buck does stop at your
(virtual) table. Even though you have the board to support you, ultimately, you
also are accountable to them in how you manage such unexpected twists and
turns.
Individuals and organisations do have a fair amount of
inherent resilience. That is why they survive as individuals and ‘move up the
ranks’ to use a very hierarchical term. Or that is why organisations last long.
In the not-for-profits sector, it is very common for leaders and organisations
to face various challenges that include
reputational challenges, financial issues, employee relations, difficult
relationships with governments or regulators. And we all have our own mechanisms
to handle these, with boards and advisory committees stepping in, risk
management procedures, crisis communications etc. But nothing prepared us,
individually or collectively, for the devastating impact of the Covid pandemic.
No one knew what quite hit us in March 2020, no one knew (or still knows) how
long it will last, no one knew (or knows) what its medium and long term impacts
may be.
It is situations like these that test the mettle of the most
determined and strong willed. On one hand, it is important to steer the ship
calmly and limit the panic, while also looking out into the far seas and
wondering what will happen next. With the pandemic, it also became far more
personal. Everyone without exception was affected in some way. Everyone went
through phases of panic and anxiety. This was particularly challenging for
those in leadership roles, as in addition to managing one’s own and one’s
families’ anxieties, one was also responsible to ensure that the mission of the
organisation stays in focus, that colleagues’ wellbeing is ensured and that the
organisation’s long term financial sustainability is ensured. A tough ask
indeed.
I have been very privileged and fortunate to see some really
inspiring and resilient leaders in action during this period of crisis, trying
to make sense of the madness, staying calm and focussed and not taking their
eye off the ball. It is also not uncommon that when a crisis the scale of the
pandemic hits us, there are other crises or challenges that are simmering on
the sidelines that could soon occupy centre stage, and so, one is handling
multiple, sometimes interconnected and sometimes unrelated challenges at the
same time, that tests every single nerve in your system. Some leaders have done
a brilliant job of not just navigating through these challenges but also
turning them around to build back their organisations. Some have barely
survived, while some wilted. The one difference that I think made the
difference between those who did brilliantly and those who didn’t is resilience.
So what did these leaders do to develop resilience and draw
on their reserves ? In my view, these are the few things that made all the
difference.
1. Pause, reflect and respond : When a
crisis hits, the normal reaction is to panic. With the benefit of hindsight, we
do realise that it serves no purpose. It is time to pause, which is not about
inaction, but about acknowledging that there are forces beyond one’s control,
which then helps individuals to reflect on what the options are and then
respond. In that moment when a crisis hits, it does feel like being in the eye
of the storm, but it is important to stay on course and not be blown away. And
while there are factors beyond one’s control, there are certainly other factors
that could well be in one’s control or sphere of influence. That is what one
needs to tap into in these moments.
2. Reach out for support : Confident
leaders are more open to reach out to others for support because they
acknowledge their personal vulnerabilities and the fact that no one person has
all the answers. This is the time when one’s board or other social and
professional networks play a key role. As a leader when it does sometimes feel
‘lonely at the top’, it is these networks and support mechanisms that provide
the essential safety net to bounce off ideas, share ones’ apprehensions in a
safe space and nurture that sense of solidarity.
3. Stay focussed on mission : Irrespective
of the nature of the crisis, what really matters is the mission of the
organisation. I have seen organisations change course mid-way and veering off
course because they feel that something else is more important. That is not
only unauthentic but is also something that could significantly weaken the
organisation and demoralise staff. As a mission focussed organisation, the
leader is constantly thinking of ensuring that the staff continue to be aligned
to its mission, that the staff wellbeing is a priority and that the internal
systems and processes are responsive enough to weather the storm.
4. Think long term : A crisis does not
last forever, even if arguably it fundamentally changes a number of things
around us. Hence, though it is important to manage the crisis while it lasts,
it is also important to think of how to build back the organisation out of the
crisis, leverage the lessons learnt from the new experiences and make the
organisation more resilient. Equally important is to take stock of what has
changed in the external environment and ensure that the organisation is better
positioned towards newer realities.
5. Believe in oneself : Leaders having
self doubt at times is always a positive as it checks one against complacency
and the feeling of relative invincibility. That said, in times of crisis, it is
more important to believe in one’s ability, commitment and integrity to lead
the organisation out of the crisis, being collaborative and empowering,
bringing along the board and the staff, and the external supporters, all of
whom are key to not just how the organisation survives, but thrives as it
emerges out of the crisis. Self care and personal well being are hugely
important. The last thing an organisation needs is a leader who is a spent
force.
As the saying goes, ‘Nothing lasts forever’. Not even a
crisis. But it could fundamentally change things around you and your
environment. The key is to continue to develop resilience in a very uncertain
world, and position oneself to a time when the crisis has blown over so that
the process of rebuilding the organisation can be effective and impactful.
Wednesday, 7 July 2021
Moving Jobs – Preparing to Leave (Part 2)
In my previous blog, I talked about some of the reasons why
moving jobs can be hard. Once you make the decision to move, it is then
important to ensure that the transition is as smooth as possible and that it is
a positive experience (never mind the tears at your farewell !). Here are a few
thoughts :
·
A
communications plan : Think of when to communicate, what to communicate and
the sequence in which you communicate. All these are really important to get it
right. This requires some time. There are some people with whom you need to
have a conversation. That includes your line manager, the people you directly
line manage and your immediate peers. But there could be others. Timing is of
importance. You would ideally like most people to hear the news at around the
same time, so starting to do so at the end of the week is certainly not a good
idea. Think of what else is happening in the organisation (a major event, a
board meeting) and try not to make an announcement at such moments. While there
is nothing like an ideal time, think of what would be most appropriate. Once
you have spoken to the people you need to speak to, follow it up with an email
or a team announcement to others in the organisation. Think of all others you
need to inform – your board, your supporters, your partner organisations, your
networks. The more senior you are in the organisation, the more thought you
need to give, because then, it is not just about you, but about the
organisation, its reputation and the relationships you value. You owe it to the
organisation and its supporters to communicate well and in a timely manner. It
also demonstrates respects for all those around you, within and outside the
organisation.
·
Be clear
about why you are leaving : I knew someone who was quite senior and was
leaving a role after just 2 years. Everyone was surprised as no one saw that
coming. When I asked him, over a drink, why he was leaving, he immediately
pulled out a piece of paper from his bag and read out the 5 reasons why he is
leaving. That was interesting and I had never seen anyone do that. His
reasoning was that he wanted a clear and consistent narrative of why he was leaving.
In other words, he was owning the narrative, and to stop other stories floating
around. And that is very important, so that everyone hears the same answers to
your question – Why are you leaving ?
·
Leave
things as clean and clear as you can, tie up the loose ends : This is often
hard because there is limited time to do so. The more senior you are in the
organisation, the more are the number of things you need to consider. Start
with the ones that only you can clean, clear or close, but bring in others from
your team, so that they are fully conscious on what the end outcomes may look
like, had you been around. It is therefore important to ensure that handover
notes are not a long list of ‘to-dos’, but a meaningful narrative of the intent
behind and status of some key initiatives that you led on or were responsible
for, but also share some insights on some key strategic issues that is critical
for the organisation, e.g. on its strategy or culture or financial
sustainability or external relationships.
·
Do not
interfere in anything that is about ‘life after you’ : What happens in the
organisation after you leave is none of your business. Colleagues can get quite
peeved when the person leaving the organisation has some firm views on what
should happen after one departs. I find that approach quite disrespectful and
undermines the organisation. It is a sign of maturity to keep away and out of
all discussions on your succession, unless of course, asked to contribute with
any thoughts. But I would very much advise this – even if invited, do not
participate in any processes in finding your successor. It can be very tempting
as it gives a certain sense of importance, but again, in my view, it influences
and undermines the process of what happens after you leave.
·
Do not
turn back and look over your shoulder : Once you are out of the door, that
is it. You are out. Again, it is very tempting to look back and find out what
is happening. A healthy level of curiosity is understandable. A healthy
distancing from what was your past life is the right thing. I have come across
situations when the person who left the organisation tended to lurk in the
background, keeping an eye on how their team / department was doing, trying to
influence the recruitment process, perhaps for a sense of insecurity that the
‘legacy’ of the person may be in question once they move on. That does not help
either the person who has moved on, or the organisation. So plainly and simply,
just stay away. If the organisation does need your support, someone will indeed
get in touch with you and ask you for advice or clarify a few things, which is
perfectly fine. When thus approached, please give them some quality time, as
that would be immensely valued.
A friend of mine once wrote a piece on her last 100 days in
a role. It is quite normal for someone to focus on their first 100 days, but I
hadn’t seen or heard someone being so intentional about the last 100 days. I am
sure that would have immensely helped her and her organisation during the
leadership transition. I tried to do it as I left my last job but just couldn’t
focus on that. If that is something you are able to do, please try to !
Finally, a piece of advice that one of my former line
managers gave me decades ago – ‘Do not burn bridges when you leave an
organisation’. This can be difficult in certain situations when the reasons for
a person leaving the organisation may not be particularly pleasant. But at a
fundamental level, what he was trying to say was that during one’s time in an
organisation, it is quite possible that there may have been some difficult
conversations and challenging relationships. At the time of leaving, it is good
to try to mend these, so that you don’t leave with or leave behind any hard
feelings. Worth a try ?
(Concluded)
Saturday, 19 June 2021
Moving Jobs - Preparing to Leave (Part 1)
Moving jobs, like moving homes, is not easy. It comes at a
price, a personal price, even if the rewards on the other side look enticing.
Which is why some people find leaving a job so heart wrenching, especially if
it has been a very productive, stimulating and enjoyable time. You just need to
look at a random selection of farewell speeches or messages to get a sense of
how difficult people find it. Even when the decision to leave a job is a
rational one, the actual act of moving makes it quite emotional.
There are a few reasons why this may be the case (of course,
discounting the ones where people leave joyfully if they have had a rough time
!) and why people find even the thought of moving jobs so stressful or
challenging :
·
Investing in a role : This is particularly true
the more senior you get in the organisation and if the role is an
‘organisational leadership’ role. One is vested in its strategy, its mission,
its future plans. Some of these have been hard won battles. Some of the fruits
of one’s hard labour have not yet begun to show. Will I lose out if I move out
? Will someone else claim the credit for all the hard work I did ? Valid
questions – but remember, in most cases, you also built your work on the
foundations someone else laid for you, and also you did bask in the warmth of
the glory that someone else (your predecessor) worked hard for.
·
Pangs of guilt : How many times have we come
across people who think that the organisation will collapse if they move on,
and making that the reason why they stay on ? The pangs of guilt could be for other
reasons too, for instance – “I recruited this team and each one of my team
members were handpicked by me. They will be at a loss when I move on. Who will
steer them ? They joined because of me”. Hang on – the people you recruited are
mature professionals (at least, they were all adults). Surely, they can
navigate the world without you. You don’t need to be protective about them. If
you gave them the opportunity, great, let them build on it and forge ahead. You
are not indispensable, either to them or to the organisation
·
The urge to learn and do more : In a way, this
is great. What is wrong with wanting to do more or learn more ? Nothing. But do
check those thoughts and ask yourself the tough question – is it because of a
sense of diffidence or insecurity that comes in the way of you considering
a move ? Often, I have seen that this is the reason why people tend to stay or
overstay in organisations, being in the same role for fairly long periods of
time. Again, nothing wrong with that either, as long as you are confident that
you are growing and learning, and the organisation continues to benefit from
you being around. I have often told myself, “Do not be part of the furniture.
If you want to move, move when the going is good and always leave on a high”.
(To be concluded)
Thursday, 7 January 2021
Reflections of a First Time CEO
Becoming a first time CEO at
the age of 52 in the charity sector would be considered as arriving quite late
to the party, especially when most would get to that role in their ‘40s or some
even in their ‘30s. That said, I was delighted and felt quite privileged to
have been appointed as the CEO by the board of ActionAid UK, led by the Chair,
Margaret Casely-Hayford, in August 2015 – firstly because it was a very reputed
organisation in international development, and secondly because I did consider
myself as an ‘outsider’, having arrived in the UK after having lived all my
life in India till early 2005, and without the benefit of an international
education or vast professional networks here in the UK.
I was also fortunate that while
I was in my previous role with WaterAid UK, I had the opportunity of attending
a course at the CASS Centre for Charity Effectiveness called the Aspiring CEO
course, thanks to my then CEO, Barbara Frost, which was also about making one
think of whether one really wanted to be CEO. A few participants from my cohort
came to the conclusion that the CEO role was not for them, but many others
pursued their ambition and eventually many have become CEOs.
Having stepped down after over
5 years in the role in December 2020, I thought of looking back at my experience,
reflecting on what I had learnt, and sharing that with those who, like me, are
‘outsiders’ and hence do not have a firm social or professional foundations in
the UK – but also those who are considering their first ever CEO role. So this
is what I have come up with.
1.
Nothing
quite prepares you for the role – you have to live it : As
I mentioned, I did the course, I spoke to a small number of CEOs I knew, I read
a couple of books. I also had coaching support, both formal and informal. All
that was incredibly helpful and I would certainly recommend these and more. But
you need to get into the role to feel it and navigate through all the
uncertainties and complexities. I became a CEO in the year when there were huge
controversies around fundraising and governance practices of charities. That
was soon followed by Brexit, rapidly declining public trust in charities,
safeguarding concerns, merger of DFID with FCO to create the new government
department, FCDO, and of course, the massive Covid pandemic. Each one of these
had a bruising impact on any international organisation, and for each one of
these, one had to find one’s own way.
2.
Do not
underestimate the importance of governance : CEOs may have a
tendency to focus more on the executive or operational side of things,
especially in terms of working with their senior managers and the wider staff
body. I learnt soon enough that it was of crucial importance to develop a
strong understanding of the board, the role of individual trustees, their
hopes, aspirations and concerns, and ensure that the senior management and the
board of trustees have a strong relationship of trust, respect and
accountability. And that doesn’t happen easily, especially when the external
challenges can be quite draining and the expectations of the board members
varied. But it is equally, therefore, more important for the CEO to prioritise
and invest time in working with the board, and especially the Chair of the
board.
3.
Balancing
internal and external engagements is not easy : There always has to
be a compromise before one gets to a sweet spot, if ever there is one.
Internally, the buck eventually stops with the CEO and hence, there is no
excuse for not focussing on the internal issues. Yet, the organisation depends
quite a lot on the CEO’s external engagement in building profile, developing
networks and bringing in external intelligence. One needs to manage what works
best given individual preferences and work styles, and that requires robust
time management and quite often, long hours.
4.
Role
modelling is very important – even if it does not resolve everything :
This needs to start from a place of self awareness and identity, so that the
behaviours one lives and breathes demonstrates authenticity and integrity. It
does not pay to try and fit into your predecessor’s shoes if it does not come
to you naturally. Comparisons will often be made – take it in as an input or
information. See if there is something really important that you can adopt or
adapt. But be sure to model the behaviours that align with the organisation’s
values and your personal ones as well. It also doesn’t mean that by role
modelling alone, you can change behaviours you wish to change. Keep at it but
also find other ways to communicate with perseverance.
5.
Recognise
individuals and their contributions – it matters : I
have been surprised as how many people thought that CEOs are most likely to be
quite distant and not in touch with colleagues other than the senior managers.
Equally, it is surprising how motivating it is when individuals are recognised
for who they are and their contributions appreciated. Make time to know as many
people as you can. It is not just important for them, it is important for you
as a CEO to know your colleagues much
better than just in meeting rooms.
6.
Trust
your colleagues – you don’t need to have all the answers :
Perhaps this is the most liberating of all thoughts, if one acknowledges and
accepts that the CEO does not and will not have all the answers. And so, learn
to step back with humility and let someone else take the space who knows better
than you on a matter of their functional specialism. Use that opportunity to
learn more and better, ask the right questions, challenge perspectives, but let
them lead if that is the area of their expertise. That is always best for the
organisation.
7.
Banish
the thoughts of the ‘imposter syndrome’ : It took me 2 years and 12
roles that I applied for before I landed my first CEO role. It can be very
demotivating and make you think that being an ‘outsider’ means you will never
make it, or worse, that you are simply not good enough, because you do not fit
into the mould of the majority of CEOs in the sector. When you get the role,
you may find that there was an internal candidate who had applied for the role and
was quite good too. These may trigger the ‘imposter syndrome’ in you. Be
confident in your own style, your approach and what you can contribute.
So once you have made up your
mind to be a CEO, go for it by all means, but go for it with your eyes and ears
open, be fully prepared for all the curved balls directed at you or coming your
way, have your own reserves of resilience, but most importantly, believe in
yourself and the mission of the organisation. And trust me, it doesn’t matter
if you do not have a Masters or a PhD from a university of international
repute. It doesn’t matter if you do not have a vast professional network. All
that matters is you ! Once you get into the role, build a professional support
network around you to learn from and share ideas. Keep looking for ways in
which you can sharpen your skills. Seek
feedback from those you work with. Very
importantly, devote time to reflect on your journey from time to time.