Navigating Crisis While Driving Enduring Transformation
— In Conversation with Tanuja Dehne
Leading through crisis and building lasting transformation demands vision, resilience, and adaptability. Effective leaders must tackle immediate obstacles in challenging times while focusing on longer-term goals. This requires a deep understanding of the shifting landscape, a steadfast commitment to core principles, and the courage to take calculated risks.
We are in conversation with Tanuja Dehne, an independent board director and former CEO with decades of experience in corporate and not-for-profit organizations. Tanuja’s work has earned her national recognition as one of the most influential leaders in corporate governance. Her decades-long effort to promote sustainable change is a testament to her passion for making a difference in service to people and the planet. Today, she shares her insights on how leaders can leverage the challenges and opportunities of crises to catalyze transformation.
As the President and CEO of the Geraldine R. Dodge Foundation (“GRDF”), you led the organization through multiple crises, including a global pandemic, while simultaneously transforming its mission. What prepared you for this?
“Throughout my career, I’ve learned that leadership, especially under adverse conditions, requires balancing adaptability and consistency, reflection and action, and humility and courage. At GRDF, we faced two major challenges: navigating multiple crises and undertaking a profound organizational transformation. My experiences as a corporate executive, attorney, and non-profit leader informed my approach to these endeavors.”
“When I took on the role at GRDF, I knew that transformation required more than a strategic pivot — it demanded a meaningful shift in vision and culture. My journey began with a comprehensive listening and learning phase — a strategy I’ve always found essential. However, when the pandemic hit a few months into my tenure, the time for analysis and planning had to give way to decisive action.”
“One of the most significant lessons from my career is the importance of agile leadership, especially during crises. This has required elements of many leadership styles, from servant leadership to command-and-control, depending on the circumstances. During the multiple crises of the last few years, my leadership style had to be about more than guiding the organization through immediate changes and challenges. We had to address the urgency of the moment while designing for the future.”
You have led different organizations as an “outsider” who did not “grow up” in philanthropy, human resources, or any other field you were brought in to lead. You have described this as a strength and opportunity. How has this perspective allowed you to approach transformation differently than someone with a more traditional, insider profile?
“Being an outsider can be daunting. It has required humility, grace, and courage to activate my voice and perspective. Asking questions with curiosity while drawing on decades of experience has been one of my greatest strengths, particularly in boardrooms where different points of view are needed. Joining an organization with an outsider’s viewpoint has allowed me to bring in a fresh perspective and ask the fundamental questions insiders might overlook or be afraid to ask: ‘Why do we do it this way?’ ‘Is there a better way?’ On a clear day, this curiosity is critical in driving innovation. In crisis, it has empowered me to imagine and implement a new way.”
What qualities should boards prioritize when selecting leaders and fellow directors? What attributes will help organizations survive crises and position themselves for future success?
“Adaptability and a growth mindset are essential. Top executives and board directors must be able to pivot quickly while staying anchored to the core vision and values of the organization. The ability to embed flexibility into your action plan is vital to mitigate future risk when facing unexpected and unprecedented circumstances.”
“Resilience and conviction are equally important because transformation is inherently challenging and often met with resistance. It’s a long-term commitment, and leaders must be prepared to stay the course even when results aren’t immediately visible.”
“Boards should enlist people with a strong commitment to the organization’s vision. When leaders can point to a shared vision as their north star, it helps to foster a culture of trust, collaboration, and shared purpose. This, in turn, positions the organization to navigate crises more effectively and drive meaningful change.”
Thank you, Tanuja, for sharing your experiences and insights with us.
Tanuja Dehne is nationally recognized as one of the most significant figures in corporate governance. A purpose-driven leader, tested strategist, and talent developer, she has made major contributions to corporate and not-for-profit companies. This includes her service as an independent board director and as an environmental, social, and governance (ESG) expert. Tanuja’s decades-long dedication to promoting meaningful and long-lasting change is a testament to her passion for making a positive difference in the lives of everyday people.
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