Sunny Dhadley Blog

Early leadership influences 

The first leaders that shaped and influenced me did not have (or need) the title ‘leader’. From a young age I looked up to those close to me for guidance and direction – parents, older siblings, neighbours, and teachers. 

I remember my very first day at primary school, where I encountered my opening leadership challenge – communication! As a non-English speaker starting my education journey, I was unable to understand most things that were being said to me. 

I recall being transfixed on my class teacher Miss Jones’ lips moving at a rate of knots and desperately trying to make sense of it all. Recognising the situation, Miss Jones spent countless hours supporting me to address this. I am eternally grateful for the patience, kindness, compassion and fight for social justice that she offered a young boy of South Asian heritage from Walsall, West Midlands. 

As time went on, embarking on my professional/leadership career, I have innately been drawn to other Miss Jones’s exhibiting similar qualities and have always aimed to emulate her values and influence in my own life with others.

My learning: “Being acutely aware of one’s own blind spots is never a bad thing, and some can be more obvious than others. The critical element is that we are open to accepting assistance if offered.”

There may be many chapters in our leadership journey

During my time in the community and voluntary sector (2006-2019) I was able to create, develop, and build multi-award winning social justice-related teams and services. I humbly gave my all and learned so very much. I also learned that knowledge comes in many forms, and sometimes from the most unlikely sources – but with the caveat that we must remain teachable in order to reap the benefits! 

I recall spending time with those who were incarcerated, or experiencing street homelessness, who would enlighten me on some of the key challenges they faced, whilst contrasting this with intelligence and insights from individuals and teams working on the challenges at a local/national and international policy level. 

In 2019, after securing funding to ensure its long-term sustainability, I left my charity role to create new ways of making an impact! 

My learning: “It is important that we are pro-active in developing our leadership capabilities and also in assisting others to thrive on their journey. If we are lucky, those around us might highlight opportunities for growth, but often this drive must come from within.”

All good things come to an end – and that’s okay!

Leaving my ‘comfortable’ leadership role in the charity sector to pursue my next chapter as a consultant and contractor, to better provide financially for my family, I was immediately confronted with the dilemma of whether I was still a leader, despite not having my own permanent organisation. 

It was at this time that my Windsor Leadership programme syndicate provided a resounding response and I was comforted by their encouragement that, “Yes, of course you are still a leader”. The skills and experiences gained through years of managing people, finances, risks, strategy and delivery (plus more) had prepared me to enter any given organisation with an armoury of valuable tools in my locker.   

My learning: “Sometimes we must make tough decisions, including completely changing our surroundings in order to grow. The key is that we do so with careful thought, integrity and honour.”

I have since found myself involved in some really amazing organisations and roles, including supporting the reduction of health inequalities in England, delivering the UK’s largest once-in-a-decade social engagement activity, developing national community funding programmes, and most recently supporting the UK with its space-related endeavours. 

Leading from behind

At times, dependent on the role and function, I’ve needed to lower my ranking within an organisation in order to fulfil the original reasons for making a career switch. 

For some this change might be too much to take, but I firmly believe that we are still able to make an impact and add leadership-related value beyond titles, functions or levels of seniority. The same skills and attributes that allow us to flourish in one setting remain in place throughout our life. 

My learning: “You don’t just stop becoming a leader just because your surroundings or even your title changes.”

Find alternative ways to add value

As we progress in life it is important to build, maintain, and grow our networks. These networks are often crucial to fulfilling our broadest desires, and not always in ways we expect. 

For me this has come in the form of others reaching out or putting me forward for opportunities to impart influence on programmes and projects that matter to my human conscience and personal value system. 

In this way I have been able to dedicate a portion of time since 2019 to causes that matter to me, such as developing leaders within the homelessness sector, mentoring black business owners, speaking at social justice events, and supporting boards trying to improve diversity and inclusion within their organisation. 

My learning: “Our networks not only affect our net worth, but can also help us to satisfy our wider human desires.”

The Windsor Leadership Trust alumni portal offers opportunities to connect, become a mentor, and expand your professional network. 

Finally, as we progress on our leadership journeys, we need to recognise and accept the need to pivot as necessary, trying to make sure that we are not only aware of the situation that others face, but doing our best to support each and every person where possible; remaining teachable, and always finding ways to do what our hearts and souls desire. Oh, and be more like Miss Jones!