Across the sectors: adapting to the chief of staff role

The relationship with my CEO is absolutely critical. We are driven by our mission and the impact we make on the communities we aim to serve. As the embodiment of our mission, the CEO's vision guides our strategic direction. My role as Chief of Staff is to optimise his time and attention, ensuring he is well-informed and prepared for critical decisions. By prioritising initiatives and aligning them with his vision, I contribute to his effectiveness as a leader. Unlike previous roles where my relationship with my supervisor was focused on my specific areas or relevant topics to my scope of responsibilities, my current position demands a broader perspective. I oversee initiatives across the entire organisation, fostering alignment and clarity among the executive team.

Our relationship is built on a foundation of honest and open communication. We maintain regular check-ins, and I understand the importance of providing him space to be a thought partner and time for internal reflection. By understanding the “why” behind his priorities, I can align my work effectively. We both recognise the unique opportunity we have as leaders at GSD and are committed to leveraging it to make a significant impact.

A defining moment in my role as Chief of Staff was the realisation that the position demands a delicate balance of intellect, intuition, and empathy. I’ve been fortunate to work with a CEO who values open communication and encourages me to express my concerns, even if they differ from his own perspective. In one instance, I strongly advised him about a potential threat to the organisation’s success. While he initially chose a different course of action, he eventually recognised the validity of my concerns and made a difficult but necessary decision. This experience underscored the importance of trusting one’s instincts and advocating for what’s best for the organisation, even when it’s challenging. Beyond strategic counsel, I've also led significant operational projects, such as overseeing the construction of our new headquarters in Charlotte. This complex undertaking involved managing numerous vendors, coordinating the relocation of assets, and minimising disruptions to our day-to-day operations. Additionally, I've delved into the strategic intricacies of the humanitarian sector, supporting the development of a theory of change, business and operating models to support our vision and mission. In 2025, we'll embark on a challenging initiative to implement these strategies, which promises to be a significant milestone for our organisation.