People in leadership positions are generally lauded for their successes, and not their ability to be resilient through their struggles. We tend to conform to an ideal image of leadership, and then choose to highlight the experiences that reflect that.
Looking back on my own journey, I have certainly done this - I showcased my successes, and downplayed the struggles. However, I now realise that my career challenges played a crucial role in shaping me and my perspectives. My ability to assess and turn situations around, lead through crises, and maintain positivity and energy is a significant asset to any organisation I work with or advise.
This realisation is crucial, not just for personal growth, but also for understanding the importance of having individuals with diverse and challenging experiences on your advisory team and board.
From Struggle to Strength
Initially, I resisted defining my professional identity through my unique experiences at Greensill and my restructuring background, fearing they’d be seen as liabilities. Now, I see these as assets. As do my clients.
These experiences have given me a unique vantage point and a set of singular qualities that are extremely useful to the companies that I work with, including:
Resilience;
Strong and empathetic leadership;
Honesty and truthfulness to myself and others;
Complex stakeholder management;
Strategic foresight; and
A deep understanding of risk management.
Working in a key leadership position at Greensill during its implosion was challenging but taught me critical lessons a stable environment couldn’t offer. This, combined with my eight years in restructuring, has made me adept at navigating crises, identifying potential pitfalls, and devising robust risk mitigation strategies.
My journey has taught me that my experiences at Greensill and in restructuring are not detriments but strengths. They have shaped my approach to business, making me more attuned to the intricacies of risk and more capable of developing strategies that safeguard against potential downturns. This perspective is essential for any company looking to thrive in an ever-changing market.
The Value of Diverse Experiences
When assembling a board, senior advisors, or senior executives, we MUST look beyond conventional successes. I see many boards, especially in growth fintechs, take the safe and somewhat lazy option of surrounding themselves with grandees that look very impressive on an investment deck. While triumphs are commendable, individuals who have faced and surmounted significant challenges bring a wealth of knowledge that is invaluable, particularly in today's unpredictable business landscape.
These individuals understand what it means to be tested, to make tough decisions under pressure, and to find innovative solutions in the face of adversity. They are not merely survivors but are seasoned professionals who have honed and tested their skills in real-world challenges.
You want these people in the room with you, challenging you, supporting you, and ultimately helping you to build a stable, growing company. These are the people you want providing critical guidance on how to navigate turbulence, ensuring that your company remains resilient and adaptable.
Conclusion
The struggles we face and the adversities we overcome enhance our capabilities and broaden our perspectives. They provide a depth of understanding and a level of preparedness that can be pivotal in steering the company towards sustainable success. When building your advisory team and board, value these unique experiences and actively seek people who will actually challenge you and help your company navigate the complexities of growing a resilient business.
At Risk Strategy Consulting, our focus on training and advisory services is grounded in the formative experiences of our struggles. We are passionate about helping businesses understand that there are ways to achieve commercial success while maintaining resilience and safeguarding against risks. Central to this is creating a comfortable space for challenge and making sure that all employees and advisors can raise concerns while they are small. Having the right variety of people in your senior team and training them properly is crucial to this.
This dual focus on profitability and security is what we bring to the table, and is critical for any executive team, advisory team, or board.
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