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.
