Introducing Sue Karzis, CEO, State Schools’ Relief
1 in 10 Victorian state school students is supported by State Schools’ Relief. Alarming numbers which have been growing over recent times.
Only 5.4% of fortune 1000 companies are led by women. Another alarming fact. However, the good news is that at State Schools’ Relief Sue Karzis leads this major not-for-profit [NFP] organisation.
We sat down with Sue to learn more about her role and the role which SSR plays in our children’s everyday lives. Thanks, Sue.
1. Congratulations on being the first female CEO of State Schools’ Relief. Prior to being appointed did you realise you were making history?
I had absolutely no idea! I am excited to make history though, especially if it encourages other women to put themselves forward for leadership roles.
2. Being the first female CEO since the organisation started in 1930, what challenges have you faced?
The challenges I have faced are the challenges that most CEOs in NFPs face – that is, how to increase fundraising, revenue, improve systems and processes and become sustainable into the future. I have had lots of support from the SSR Board, so I am very lucky.
3. Do you believe that women bring a different perspective to senior roles?
I think that women often approach leadership differently. I think that the traditional notion of power is an antiquated one and leaders of today need to be collaborative and coach staff to achieve a shared strategic vision. For staff to be engaged, they need to buy into what the organisation is trying to achieve. In the case of State Schools’ Relief, our staff understand the huge impact that our work has. Last year alone, we assisted over 56,000 children and young people with school uniforms, shoes and other educational resources. Our mission is to remove the barriers that underprivileged children face so that they can engage with education and realise their full potential.
4. What makes you smile at work?
The feedback about what a difference we make in the lives of children – when I am having a bad day, I often look at it and it puts everything into perspective.
5. What frustrates you at work?
When IT doesn’t work! Other than that, delays in getting things done. Once I have an idea, I really want to see it through, and it can be hard to be patient.
6. The topic of women in the workforce especially the number of senior leaders is very topical, why do you think that is?
I think that as women, we are living in a watershed moment; what is happening with the #MeToo movement reflects a new awareness of women’s rights and is highlighting areas where there is an obvious disparity. To have only 5.4% of Fortune 1000 companies led by women shows that despite best efforts, the glass ceiling still exists, and women are not attaining leadership positions at the rate that they should.
7. What do you believe organisations need to do to improve the number of senior female appointments?
I think that female leaders need to mentor their colleagues and ensure that they are championing them, creating opportunities for them to step into leadership and supporting the sisterhood rather than seeing other women as competition. We need to tackle unconscious bias so that when hiring, we don’t have a preconceived idea about potential candidates, and we need to keep talking about the issue and empowering women of all ages to feel like they are worthy of the top jobs.
8. Which leaders inspire you and why?
The leaders I find most inspiring are humble and inspired by their own experiences to make a difference. Rosie Batty inspires me with her strength and determination and Malala, who has overcome the voice of young women battling discrimination and adversity all over the world.
9. How do you measure success?
Success to me is measured by the impact you are having. Leading an organisation like State Schools’ Relief, I know we are having a huge impact on the lives of those we help. From an organizational perspective, achieving strategic objectives, such as establishing a social enterprise to retail our school shoes with a view to funding our charity is a true measure of success.
10. What does a typical day look like for you?
Most mornings I try to catch up on emails, I have at least 2-3 meetings most days as well as attending stakeholder events and media opportunities whenever required. In an organisation like SSR, I am fairly hands-on, so I am often involved in operational matters and meeting with staff to solve problems on a daily basis.
11. How would others describe your leadership style?
I have been told I am transparent, hands-off and I trust and empower those around me to make decisions and feel invested. I believe that any leader is only as good as the team that they have around them.
Thank you, Sue. For more information about State School’s Relief please visit their website by clicking here.
