Dwelling on the edge of discomfort

Navigating the leadership challenges posed by COVID was an arduous yet invaluable journey. In the face of abrupt shifts away from traditional in-office work and the unimaginable fear, confusion and suffering endured by many, our ability to shape our response as leaders became a pivotal factor as we worked to centre the needs of our workforce. During the pandemic I learned the transformative power of knowing employees on a personal level and understanding their unique needs and stories so that accommodations were finely tuned to match individual and team needs. Moreover, the experience underscored the importance of recalibrating the balance between efficiency and process. Rather than adhering to the rapid decision-making process of the past, COVID demanded a shift toward heart-centred leadership, emphasising deep listening skills and a slower decision-making practice. Through this period, I evolved as a leader, forever changed by the profound lessons gleaned mostly from the challenges, and some from the triumphs, of serving on a leadership team through the complexities of the pandemic. Participating in the Oxford on-campus certificate programme with CSA was another truly defining moment in my professional journey as a CoS. Engaging with colleagues from diverse corners of the globe, we forged lasting connections that have transformed into a network of colleagues and friends. The programme not only facilitated personal growth, but also provided a foundation in an integrated approach to leadership. It underscored that leadership extends beyond the tasks that we execute; it is equally about how we navigate the work and guide our teams. Under the guidance of CSA and Oxford’s Andrew White, we worked through the intricacies of leading and influencing transformation and systems change, while learning the significance of mindfulness and the power of having a little fun. Through a blend of large and small group experiential workshops, we explored innovative ways to bring value to our teams and organisations. Being a part of the Oxford experience was incredibly special.

Entering a new professional role is always challenging, though I am optimistic about swiftly contributing value, despite facing a steep learning curve in terms of the industry, relationships with staff and donors, and understanding the office culture. Leveraging my recent experience as a CoS in higher education and my enhanced skills acquired through CSA, I feel prepared to serve as my organisation’s first COO. I am confronted with three primary hurdles that call for my attention. The first involves quickly building relationships. Much like my experience as a CoS in higher education, the organisation I’ve joined has undergone rapid growth, expanding its staff threefold over recent years. I am approaching this new leadership role with a keen awareness of the impact change has had on the entire organisation, particularly on middle management and senior leaders. To build relationships quickly, I am focusing on listening at scale and fostering a collective grounding in our shared defined purpose, which is easy because of the incredible mission of the organisation. I hope to bring a fresh perspective to organisational change and inject humour and honesty to foster candid exchanges and build lasting trust. A second hurdle I am navigating involves immersing myself in the office culture while collaboratively shaping new systems to guide change at an optimal pace all within the framework of fostering an environment of psychological safety. Many business journals emphasise the critical role of staff feeling at ease to ask questions, take risks, and express genuine concerns for teams to operate with agility and effectiveness. Whether in the CoS or COO role, and regardless of the industry, guiding the evolution of our staff is imperative for organisational transformation and continued relevance. In my capacity as a leader, I have the responsibility of not only filtering and translating information, but also addressing internal stress and challenges. Echoing the teachings of Andrew White at Oxford, our workforce has the right to ‘be’ and ‘belong’. Nurturing a culture that celebrates belonging empowers individuals to then ‘become,’ both as individuals and as part of a cohesive team. The third challenge involves leading the development of the organisation’s upcoming strategic plan. The task not only demands the construction of the plan itself but also envisions the future and then strategically works backwards to craft a comprehensive roadmap for execution. While understanding the macro context of our industry poses its own set of challenges, the true complexity lies in establishing strategic alignment as we lay the foundation for the plan. Jonathan Trevor, a faculty member from our CSA Oxford experience, challenged us to contemplate organisational effectiveness by emphasising the alignment of purpose, people, and structure in our planning processes. Formulating purpose-driven goals with clear measures will pave the way for our teams to achieve a successful future. Navigating the strategic planning process in my new role promises to be a challenging yet enriching learning experience during my onboarding journey. I hold sincere gratitude to CSA for the lessons and experiences gained as a CoS as well as for the support extended to me in my new role as a COO. I am excited about continued learning opportunities, particularly from the outstanding staff and faculty at CSA. I also look forward to continued engagement with an international community of talented colleagues.