Knowing When It’s Time
I did not want to overstay my welcome and risk becoming weary or losing perspective. I did not want the responsibility of transition to fall to others.
I strongly believe in creating space for emerging leaders—those who bring fresh clarity and new ideas for service delivery—to step forward while the organisation is still in a strong position.
Balancing Professional and Personal Priorities
Family is also one of my core values. Having more time and availability for my husband, who has health challenges, became increasingly important. Life is more than work.
My reflections drew me back to what truly matters in the bigger picture of life.
Confidence in the Team
I had confidence in the team. They were highly skilled, and the families receiving care were in good hands.
My focus shifted to ensuring the right people were in place to carry the vision forward—not simply maintaining what had been built but continuing to grow and evolve the service.
Creating Space for Others to Lead
This meant identifying gaps in skills and leadership and considering who might step into my role.
It was important to me that the core principles—listening to the voice of the child and supporting families to stand strong together—remained central to future service development. I wanted to leave behind an organisation with a strong, values-based model of care for children, young people, and their families.
A Shift in Leadership Model
I was transitioning from what Spencer Stuart describes as a founder-led organisation to a founder-inspired service.
