It seems like there are a thousand ways to summarise the last four months in my work life since taking over the leadership of Deloitte’s Risk Advisory practice in the beginning of January.
I could tell you that I’ve joined the most amazing team of specialists, bringing together a wide range of services across accounting and internal controls, cyber and financial regulatory risk, resilience and sustainability. We help our clients connect trust, resilience and security for responsible business and enduring success – and I’m so proud to lead this work.
I could also tell you that I’m blown away every day by the competences we have in our organisation, from industry specialists, sustainability gurus, cyber experts to people who can build amazing AI models that can solve some of the most complex problems. I realise that the people I work with are smarter than I am, and I’m learning new things all the time, as people are hopefully also learning from me.
However, I would also tell you that I’ve worked extremely hard over the last months, picking up on existing initiatives, launching new ones, re-shaping parts of the organisation, getting to know everyone, aligning our goals and finding common ground. My high ambitions have always been my driving force, but sometimes they are also my worst enemy, because there are so many things I want to do, and I’m so committed to fulfilling our potential because I see how much we can achieve together and how we can bring that joint spirit to our clients.
And I could also tell you that even though I’ve worked on my mental balance for years, there have been times over the last months where I lost that balance, and I had to work hard to re-gain it through meditation.
Meditation for me is the most direct path to reconnecting with our inner self, our values and the richness of life that is within all of us. But meditation is also a journey that requires attention; it’s not an easy fix, and it takes time to have that inner dialogue and re-discover your gratitude for life even when you are buried in work and expectations from everyone – and especially from yourself.
You’re not better than your worst days
The former First Lady Michelle Obama is currently touring the American talk shows with her new book, The Light We Carry, which is about how we build enduring and honest relationships and discover the strengths and community inside our differences. One of her points and most important lessons from eight years in the White House: being a leader doesn’t change who you are, it exposes who you are already, and I couldn’t agree more.
In my own leadership, I’ve also had to realise that I, too, am not better than my worst days, and that if you don’t have a strong mental foundation and spiritual base, the world will eventually bring out the worst in you once the pressure, the discussions and the challenges start to mount.
On the other hand, I know that when I’m in a good place, people get to see the best of me, I give better advice, I create a much stronger impact, and I can build this environment of collaboration and a work family where we support each other and lift each other up. That balance is so important, and it’s something that needs continuous work in all of us – I’m sure you’ll agree.
Honesty and authenticity
I guess it all comes down to honesty and authenticity, because really, is there anything more fulfilling in your work life than experiencing people’s authenticity, see them grow to their best abilities and also seeing yourself becoming an authentic leader and colleague?
Our work family in Deloitte is already strong, but we can become even stronger, and in the coming time, I will start implementing some of the practices from my previous role as leader of Deloitte’s public sector group, including team meditation, which is such a powerful tool to find each other’s strengths, reduce our egos, inspire people to be honest and authentic, and to pave the way for constructive feedback, personal growth and a deep sense of community and understanding.
I’ll also keep working on my own balance and my own leadership capabilities. I have so high ambitions that I constantly need to stay in touch with my inner self. I need to remember my humbleness and modesty even when I want everyone to see that the sky is the limit in this amazing organisation.
And I’ll continue to cherish the safe places of my life; my family, my long walks with the dog – and my own meditation. I will keep listening to my body when it tells me to slow down.
Finally, I’ll keep exploring and expanding my leadership toolbox, because this job requires all my skills and all of my previous experiences to come together. Thankfully, we’re an organisation with so much success and clients that work with us over many years because we care, share and take a real interest in their business and we are growing a strong and authentic team around them. And remember, building resilience and managing risk is not just for times of crisis; it’s actually something you should be working on in times of prosperity because that’s when you have the resources to start safeguarding your organisation and also take your processes, technology and strategic ambitions to the next level.
Paving the way for progress is hard work, but also the most meaningful part of our jobs. No matter our ambitions, no matter our level of responsibility, being in touch with ourselves through all the chaotic moments is hard work – but a wonderful journey that will last a lifetime.
Forfatter spotlight
Tinnamaria Marlou Larsson-Bertelsen
Tinnamaria har mere end 25 års erfaring som konsulent og rådgiver i den offentlige sektor. Ud fra en solid baggrund som revisor, har hun indgående erfaring med transformation af økonomifunktioner gennem bl.a. implementering af administrative fællesskaber, driftsstøtte, økonomistyring, (re)strukturering af økonomifunktioner, forretningsimplementering, simulering, digitalisering og projektledelse. Tinnamaria har omfattende erfaring med at drive løsninger og sammen med kunden øge modenhedsniveauet, hvor hun særligt har fokus på sammenhængskraften mellem systemer, processer, organisering, governance og kompetencer samt dyb indsigt i og erfaring med flowet mellem budget, regnskab og forretning.