Navigating the wild world of leadership requires more than just a title; it demands a clear sense of purpose and a strategic vision that looks beyond the bottom line.

For purpose-driven organisations, this is the very foundation of their success. The journey of a leader often involves a shift in perspective, moving from a passion-driven role to a position where that passion can drive organisational change.

The evolution of purpose-driven leadership

In episode eight of Lead out Loud, Sharon Redrobe explains her journey from a vet who "wanted to go to Africa and live with chimpanzees" to CEO of Twycross Zoo.

This transition, she says, was driven by a realisation that she "could do so much more if I was in a leadership position." Her initial "conflicted" stance against zoos evolved as she recognised their crucial role as "arks" for species facing extinction.

This shift in mindset from an "antagonistic" student to an influential leader illustrates the power of working within a system to effect change.

Frederik Dalhmann, Associate Professor of Strategy and Sustainability, reinforces this idea, observing that it's often better to be "inside some of these organisations… to try and change them for the better."

He points out that this kind of internal drive is increasingly common among students and employees who want to bring their passions for social and environmental issues into the workplace. For them, a job is not just about a paycheck but about contributing to a larger cause, he says.

The symbiosis of mission and money

A central theme of this episode is the relationship between an organisation's mission and its financial health. Sharon challenges the perception that charities should not focus on money. She recounts a conversation at Twycross Zoo where the board told her the reason they were losing £1 million a year was because "they were a charity".

She corrected them, stating, "no, actually the problem is it's a badly run charity." Sharon believes "money is not a dirty word in charities. It's an enabler."

She applied this principle directly, explaining how she prioritised building a "soft play" area over a large monkey house. Her reasoning was that the soft play was a "license to print money, and then we can start building fantastic animal habitats".

This pragmatic, business-first approach was necessary to secure the zoo's long-term vision. Sharon argued without revenue, the zoo couldn't feed its animals or pay its staff, let alone fund conservation efforts in the wild.

Dr Dahlmann agrees and adds that the tension between short-term financial needs and long-term purpose are "the same" for both businesses and charities.

He adds that private sector organisations are increasingly learning from this model, understanding that integrating social and environmental issues "is the only way to do it properly" to achieve both success and a broader purpose. Dr Dahlmann says leaders have to "become comfortable" with these tensions and "do what we can in the short term that will then allow us in the long term to build on this."

Fostering a culture of change

Sharon says that while her former organisation had a "20-30 year plan for the site," it was crucial to also have the agility to pivot. She describes her leadership style as one that thrives on "pivoting and finding solutions kind of all the time."

Dahlmann believes this is a skill that can be taught. He introduces students to frameworks from the non-profit world, such as "theories of change," which help them think about how to create broad societal impact. He argues that "long-term thinking is something that we're struggling with in the private sector to get them to embrace".

Further reading:

Five steps to find your own leadership style

Can communal leadership benefit men more than women?

Six ways to increase inclusivity as a leader

When should CEOs use humour in the workplace?

 

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