Association CEO Index 2024 - Flipbook - Page 30
Association CEO Index 2024
“And I love people, I love stories, I love talking to people.
So, because I had no preconceived ideas (about the
industry), I just asked a lot of questions to find out who
we needed at the table to create change or come
together around a common goal.
“I don’t see my career as transactional. It’s about
relationships and sometimes, friendships.”
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“I try and empower my staff to have ownership over
issues and they escalate to me only when there is a risk
to reputation or revenue.
“I have built a team over the past six years that can
operate without me, and I have a good relationship with
my Board.
In 2024, Sam is taking part in the Vincent Fairfax
Fellowship, a year-long program centred around ethical
leadership and moral courage.
“These relationships have enabled our transformation
and growth at OTA and really, it has been career
highlight to show the consistency in growth and
adaption – much of it was conducted during COVID,
which was very difficult.
“I wish I was told when I first became a CEO the
importance of deeply understanding your strategy and
your Board relationships,” she reflects when asked for
her top three tips for new CEOs.
“To grow at pace at a time when health was under
enormous pressure was challenging and difficult.”
“Get to know your Board, what drives them, how they
like being communicated with and what you can do to
ensure you’re a collaborative team because it’s
impossible to do your job without that harmony.
“Also, pace yourself. Remember, some things take a
long time.
“And finally, find your tribe. It’s great if you have friends
who have different professional interests to your own,
but it is equally important to have strong relationships
with professional peers who understand the challenges
of executive leadership.”
Other notable Sam-isms include turning off voicemail,
not replying to emails immediately and minimising
pointless emails and meetings.
Sam’s now eyeing opportunities with that ever-present
future focus.
“We have been talking to ourselves, about ourselves
for 80 years. Where are we looking out and asking for
other voices?
“As a response, we’ve recently appointed an Aboriginal
and Torres Strait Islander person and a person with a
lived and living experience of OT to our Board as
Independent Directors.
“This was so important as sovereign relations and the
lived experience are core principles underpinning our
new strategy It’s the first time that we haven’t had a
Board of Directors purely from an OT background and
it’s really exciting.”
“I have firm boundaries because I believe very strongly
in work-life balance and I have great staff who are
much better equipped to answer questions than me,”
Sam says.
Creativity and strategy are not unlinked.
Sam Hunter, CEO, Occupational Therapy Australia
