One year in : Lessons from Leading the Leadership Academy

As I near the end of my first year as the Director of the Leadership Academy, I am filled with a sense of accomplishment and joy. The journey has been filled with challenges, triumphs, and invaluable lessons, and I am proud of how far we have come.

I still remember the day I received the offer. My heart leapt out of my chest, and I said yes before my head could fully understand why. I was feeling a mix of excitement, joy, and apprehension. It felt like a big undertaking, but I knew deep inside that every single step on my journey had prepared me for this day.

My decision to accept the role of Director was not driven by the allure of the title or the remuneration but by a deep-seated desire to make a meaningful difference. The initial three months were particularly challenging as I navigated the unfamiliar terrain, striving to align leadership expectations, establish a shared vision for impact, and garner full support.

I was alone in this new territory, fighting the voices of saboteurs that planted doubts in my head, so I sought help. I had many conversations with people I have considered mentors over the years; I also reached out to one of the senior coaches I worked with whom I admired and asked him to coach me. Having him by my side over the first 8 months was a blessing. A few aha moments helped steer me in the right direction and clarified that I needed to have a heart-to-heart conversation with my line manager. So I did, and he said three words to me, which gave me the confidence to charge full steam ahead: "Nothing is impossible."

"Nothing is impossible"

With this promise and his complete trust, I started assessing the current state of the Leadership Academy. In the first 90 days, I took the time to understand the organisation's culture and have essential conversations with key stakeholders. Knowing how leadership is viewed on the inside and what is necessary for success helped me identify some quick wins. I evaluated the existing programs and processes and created a short-term strategy with clear steps to start implementing my long-term vision. The proof is in the pudding, so instead of just talking about my leadership philosophy, I started re-designing the leadership journeys, focusing on the layers of leaders in the organisation that need this work the most. I created a roadmap with a clear feedback loop, turning the programs I designed into MVPs that I continue to assess and improve every time I step into a workshop. I have re-designed three leadership journeys, each with its own introductory immersive experience and a series of 6 to 8 months of workshops.

This was my way of demonstrating competence to build my reputation and credibility. The many touchpoints I had with participants of the leadership programs allowed me to become more visible and accessible and to establish my authority in this field. I didn't need to keep talking about my work because of the impact I was creating, and without any solicitation from me, the participants promoted my work throughout the organisation. Before I knew it, my internal brand was well-established, and leaders started coming to me with their challenges, asking for my expertise and insights.

Ingredients that have guided my Journey

Heart: Leading with Compassion and Authenticity

• Staying true to my values and leading with empathy have been essential.
• Putting people first and creating spaces where they feel valued and heard.
• Making decisions that align with both organisational goals and my own sense of purpose.
• Investing Heart into everything that I do.

Faith: Trusting the Process and the Bigger Picture

• Believing in the vision and the long-term impact of my work, even when immediate results are not visible.
• Staying resilient during challenges by trusting that every experience contributes to growth.
• Practising self-belief, knowing that my skills, intentions, and efforts will lead to positive outcomes.
• Letting go of anxiety and worries, trusting that I am here at this time because my work is needed and I am supported on what I consider my sacred mission: opening the hearts of leaders.

Courage: Embracing Uncertainty and Taking Risks

• Stepping outside my comfort zone to initiate new programs and ideas that challenge the status quo.
• Facing difficult conversations and decisions with honesty and integrity.
• Embracing failure as a learning opportunity and not shying away from risks that could lead to growth.
• Creating safe and courageous spaces for people to bring their whole selves to my programs in complete vulnerability.

Connections: Building a Network of Support and Collaboration

• Fostering genuine relationships with colleagues, stakeholders, and mentors who provide guidance and encouragement.
• Creating a sense of community within the Leadership Academy, ensuring leaders feel connected and supported.
• Understanding that meaningful change happens when people come together and collaborate towards common goals.
• Building on my existing network and bringing in the expertise needed to support and enhance my offering.

This first year has been an inspiring journey. There is still a long way to go to reach my vision for the Leadership Academy, but I now have the necessary foundation in place. I am very clear on what my strategy for 2025 and beyond will look like, and I am excited to start implementing it, working very closely with my team members and colleagues. I am sure there will be some challenges ahead, but I am ready! Focusing on balance and well-being will continue to be essential, but I can see more clearly now and have the support system to help me succeed. As long as my heart is in it, nothing can go wrong.

“The meaning of life is to find your gift. The purpose of life is to give it away.” — Pablo Picasso