5 key practices in building strong leadership through trust and vulnerability
Cross-stitch portraits created by Marijke for VolConnect staff.
Emerging Leader Of The Year finalist Marijke Fotia reflects on the leadership and growth cultivated in her role as Volunteer West’s Regional Programs Manager:
18 months ago, my confidence was at an all time low. I finished a string of short-term contracts where I had often had the job to wrap up programs or run reviews which suggested programs needed to change significantly or be closed down. I was 12 months into a migraine diagnosis - a disabling chronic health condition - and then like all Melburnians experienced the first lockdown, working from home, juggling remote learning and also trying to finish a Masters in Health and International Development.
It’s at that point I began my journey with Volunteer West. Fast forward those 18 months and I am now working close to full-time and fresh from delivering Volunteer West' $1 million dollar Working for Victoria initiative, VolConnect. The process involved scaling up Volunteer West’s workforce from four part time staff to a team of over 25. This involved supporting the team through the highs and lows of going in and out of lockdown, all while I managed to complete my Masters.
Reflecting on my progress at Volunteer West I can see how this positive turnaround unfolded. I put it down to the incredible culture that has been shaped at Volunteer West under the leadership of CEO Thu-Trang Tran and the collective efforts of both our established team and the VolConnect team.
This approach has not only built my confidence and leadership but also empowered the VolConnect team.
1. Strengths based approach
When I started Thu-Trang shaped my role based on my strengths. I was given the opportunity to relaunch the Volunteer Managers Network. This first project was achievable and that success gave me the initial boost I needed to think ‘I’ve got this’.
2. Acknowledge vulnerability
About a month after starting, I was hit with a new type of Migraine attack. Acknowledging this and adapting my work environment with flexibility around when I worked and how I worked allowed me to continue working as I recovered. There was no stigma attached. In the past I’d felt guilty about being unwell, this time I felt supported.
3. Trust
My ideas and experience were trusted. As we built our programs up I was trusted to design and deliver them based on my experience and evidence.
4. ‘Give it a go’ attitude
Tied to trust is the give it a go and learn from it approach. Every opportunity, whether it goes according to plan or not is an opportunity to learn. There is no culture of blame at Volunteer West. We support each other when things don’t work and learn from it.
5. Reflective Practice
This is all done through a lens of reflective practice. It is part of how we work and this supports growth, building confidence and leadership.
These five practices have allowed me to build my confidence, lead a project and support others to build their confidence. At the VolConnect wrap-up reflection this culture was discussed and reiterated by the team as they reflected on what they loved about their time at Volunteer West.
I have gone from someone who very nearly stepped out of the workforce to a strong and empathetic leader who knows that even through challenging times I have a culture at work that will support me to thrive.
A favour to ask: I have been nominated for the Emerging Leader Award in the Third Sector Awards – and I am thrilled and honoured to share that I am a Top 5 finalist!
The Third Sector Awards honour Australia’s finest not-for-profit organisations and social enterprises.
Please place your vote here.