Voting in the CIPR election is now in full swing. In Anastasia Stefanidou's Meet The President-Elect Candidates post she gave each of the candidates the opportunity to ask each other questions. Here are my replies to the questions I was asked.
Emma asked how would I combine the role of President-Elect with my full-time job and also how would I guarantee members that my motivation wasn’t personal benefit.
These are two great questions. I'm very fortunate to have my own business and a fantastic team who are behind my bid to become CIPR President-Elect. They are all CIPR members too – we are up for small agency of the year at the PRide Awards North East – and are as committed as I am to making sure the agency runs smoothly.
I have no personal agenda except to see the CIPR and industry succeed. My business is based in the North East and the majority of my clients are headquartered here. As such my CIPR voluntary work has limited impact on my business, although my clients are extremely supportive of the voluntary work I do, recognising the wider benefits to my work through access to thought leadership, networks and CPD.
I am not contracted by the CIPR to deliver services, so there's no conflict there.
Emma also asked how my skill set and experience equips me to deal with the issues raised in the #StateofPR report, particularly in relation to morphing from management to leadership and my experience of strategic leadership at scale.
Rather than give a lengthy run down of my work history and for transparency, I'm linking to my LinkedIn profile which shows all my management experience. I've managed multiple offices for what was the largest UK-based independent marketing group at the time, been a trustee of an independent school (part of the Woodard Group) and continue to be a trustee for a wonderful charity called the Sunshine Fund.
I have years of Board and Council experience through the CIPR which gives me corporate memory and a clear understanding of how the membership body operates, as well as vital knowledge of its strengths and weaknesses.
My manifesto contains a clear plan which shows clear and decisive strategic leadership at scale from the start.
Gary asked what the Chartered Institute would look like to members after my three years were up.
Horizon scanning and planning forms an important part of the work of the CIPR's executive team and its elected leaders. I'm linking to my five pledges, which set out my vision for the CIPR.
My plan is to leave it stronger and more resilient, sustainable, with a growing membership, not to mention a more inclusive and relevant offer.