Inside The Edge
About
The Executive Chair
The one question you always want to ask a successful person in a senior leadership role is “How did you get there?” In developing your own career, you learn more from hearing what worked – and didn’t work – from senior leaders and hearing their wisdom than from any other source.
We are embarking on a series of interviews with leaders who exemplify success for us. In their words are insights that can give you direction for moving your own career forward.
To read a summary, written by Michael DeVenney, of the past 12 interviews this year - click here.
| Catherine Woodman - Dare to Venture |
Bluteau DeVenney and Company (BDCO): What did you do to move to a leadership role?Catherine Woodman (CW): In a way I always gravitated toward leadership roles throughout my entire career. It seems to have been a natural, instinctive direction for me. When I was 17, I was hired as a visitor receptionist at the Citadel. This was my first job! At the time I didn't have any leadership experience, but for some reason I was asked to lead the group - and I really enjoyed it. And I learned early on that I’m comfortable in a leadership role. Throughout my career I have continued to take on added responsibility and new challenges that often scare me at the time, but push me to become a better contributor. (BDCO): What is one thing that developing professionals need to do more of?(CW): Take risks. Whether it's taking on a new project or a different line of work for which you may not feel fully confident. You’re never going to be 100% certain of success, but that doesn't necessarily mean you shouldn't try it. The young professionals I work with who stand out as stars are pretty adept at trying new things and taking on more than what’s being asked. Of course, with that willingness to tackle new work, comes the responsibility to acknowledge when you’ve hit a wall or made a mistake. Often times in a workplace culture, there's a fear that if you make mistakes you will be seen as incompetent (this seems very harsh). This is unfortunate because we all make mistakes. What's important is to acknowledge a mistake, learn from it and find a way to avoid doing it again. (BDCO): What about doing less of?(CW): Less worrying about status, titles, or comparing your work habits to others. People who don't dwell on these things are often more open and freer in their thinking and are able to contribute to an organization. When you spend your time thinking about someone else having a better work space or working shorter hours, you lose track of the fact that it's really your own performance that matters. That should be your only worry. Focus on what you’re doing and what you could be doing better. You can certainly learn from others, but don't waste your time and energy comparing or condemning the work habits of other people. (BDCO): What experience helped you the most in your career and why?(CW): I’ve had a unique opportunity to work in a variety of sectors. I have spent valuable learning time in the government sector, the health care sector, the financial services sector, and now the charitable sector. I have also experienced several different roles across these sectors, including public relations, human resources, and now a senior leadership role. I feel that breadth and exposure has given me a variety of skill sets, as well as an appreciation for how different workplaces operate, which has been the most important part of my growth as a leader. (BDCO): What was the greatest challenge moving your career forward?(CW): Careers “move” in two ways. Building and growing the role or changing the role! It’s always hard to recognize opportunities and judge, with limited information, what’s a good move. There have been times when I have been ready for a change, even considering leaving a position or an organization but really uncertain about what lay ahead and nervous about the unknown. I think that’s a stumbling block many people struggle to overcome. I cope with this in a couple of ways. The first is to be patient and have faith that I’ll know the right opportunity when I see it. I don’t make moves spontaneously. Secondly, I have defined very specific criteria for my career that I need in my daily work life. I use these to make all decisions including how to change and shape the job I have now so it remains challenging and rewarding. (BDCO): What is the greatest strength of your approach to leadership?(CW): I try to visibly model behavior I expect and relate it across the organization. If you expect people to take responsibility for their mistakes, then you have to take responsibility for your own mistakes. If you expect people to take risks, then you have to take risks yourself. If you expect follow through then you have to consistently deliver. I focus on our vision and challenge processes or behaviors that fail to support a shared vision. I’m relentlessly encouraging, and hopefully also enabling, our team to keep striving for what’s possible. (BDCO): What has been the biggest surprise you have had since attaining a senior leadership role?(CW): How lonely it is. You hear people say that, but I didn't really believe it. I came to this role as a former Vice President in a much larger organization with 30 Vice Presidents. We were peers – individuals who shouldered the same level of responsibilities. We were each others’ sounding board – often talking discreetly about our wins, frustrations, fears and challenges. As a CEO, it isn’t very appropriate to depend on either your Board or your team for that type of professional coaching or therapy. (BDCO): What is the greatest benefit to you in attaining a senior leadership role?(CW): I thrive on challenge and in this dynamic role I’m never without a unique, and sometimes intimidating, challenge or set of challenges with both short and long term implications. I’m a natural problem solver. I really enjoy seeing positive change occur that I know I’ve influenced or that our team has shaped during my watch. (BDCO): What is the next achievement you want in your leadership career?(CW): We are working hard to deepen the impact United Way has in our local community. Our main focus is improving living, working and social conditions for the people who live in our community. While we’ve been here for 85 years, it is hard to identify the clear, measureable impact we have every year. We’re now in the process of shifting our strategic direction. We have done a fair amount of community research and consultation, and we’re just now getting to the final stages of defining a different approach to our work. Seeing this change through and ensuring its success is what I hope to be my next accomplishment. (BDCO): What is the biggest challenge you face in achieving results in your work?(CW): For anyone working in the non-profit sector, a major challenge is the uncertainty of resources. We start from scratch every year, fundraising money in order to invest in our community. A number of things can go wrong in any given year well beyond our control that can dramatically affect our ability to successfully raise money. There are also increased expectations of our sector to be incredibly efficient and appropriately accountable, transparent and responsive. Our limited resources prevent us from compensating competitively as compared with others in our sector. As a result, recruiting and retaining really talented people is always a challenge. (BDCO): What is your greatest opportunity/goal for providing value for your organization?(CW): In leading this organization through a shift in our strategic direction, it’s my job to not only see the vision, but ensure we implement that vision. Setting the pace is very critical. In a CEO role, if you're not driving the change, no one is. You really have to maintain that constant momentum, motivation and sense of direction and urgency to generate the positive energy to achieve the goals. Its part of my job to show people they can succeed and that real leadership is everyone’s responsibility here. (BDCO): What added support or capability would help you the most in delivering on your goals?(CW): I can always benefit from solid, strategic advice or counsel. That's not to say that we don't have intelligent and strategic people working within or actively helping our organization. We certainly do. But I value insight, wisdom, integrity and guts. I’m delighted when I encounter this in others and draw on it whenever I can to help build my own competency as a leader.
Think about where you are now in your career and what you can take from Catherine’s observations. We would love to hear your comments about what are your key takeaways from our conversation with Catherine. Tell us your progress – we want you to succeed. ______________________________________________________________
United Way of Halifax is a non-profit organization that brings people and organizations together to build vibrant neighbourhoods and strengthen the community. You can find out more about The United Way of Halifax at www.unitedwayhalifax.ca. |
