LEADING EARLY: IDENTIFYING LEADERSHIP QUALITIES IN YOURSELF FOR A MORE FULFILLING CAREER IN SECURITY

by Stephanie Robinson , Head of Partnerships at AWSN

It is more than twenty years since I started working in security to establish the first cybersecurity centre in a UK University. Looking back I now realise how much confidence I showed in taking forward an idea considered a little (if not a lot!) off piste, academically.

Twenty years ago there was little interest in generating investment in what were perceived as geeky or niche projects. However, this was a project that would shape my career and open up many new, exciting and innovative opportunities, and one that would eventually lead me to becoming the first female director of advancement in engineering in one of Australia’s top universities.

In my early career I worked mainly in fundraising roles. I loved the idea of knowing ‘what’s next’ in the world. I worked with industry and philanthropists to fund new buildings, develop new medical interventions and support the next generation of academics so they could solve our big global challenges. It was not until I stumbled into security that I really felt I was not merely doing a job but was part of something massive for society, and I ran with it. I look back and remember how I was constantly nervous, expecting someone to brand me an imposter, who ‘doesn’t belong here’. I still have to catch myself occasionally apologising for not being ‘technical’.

I felt out of my depth when I think of my younger self sitting at the table at our first pitch meeting to industry with people who had done extraordinary, exciting things. I was out of my depth, but I did not really care. I just wanted to be a part of it for as long as I could, take notes and try to fly under the radar.

After studying law I had worked briefly in a legal practice, making coffee, becoming a pro with the photocopier, preparing the mail. I could see it would be a long route to partner and at that time, of the 12 partners in my practice only one was a woman.

She had built her career ‘the hard way’ and, getting ready to retire, she was not going to make it easier for women entering the profession. She was aggressive and rude at times, disrespectful and loud. I could not relate to her style, but she was assigned as my mentor regardless. I remember asking her in my first week after being given particular instructions on how to make a cup of tea (I am from Yorkshire so those familiar with the culture will see the offence!) “How do I get to where you are?” Her response was that I would work it out for myself if I were good enough. I left not long after.

When I took a job in development at a university in Leicester, I was tasked with asking the academic department heads for development projects. Most people I met gave me standard and uninspiring answers or suggested they did not have time for anything new. Then I met the head of technology.

At that time more than 90 percent of students in all subjects were male. It was the smallest faculty on campus and in the past there had been minimal engagement with flashy people in development.

I asked my question “If money was no object, what would you be doing?” The answer I got changed my perspective, compelling me to find a way to realise the vision described to me: a cybersecurity centre, a telescope looking into the vastness of the internet universe.

Just over five years after that initial pitch conversation, the centre, including its industry research partners and academics, were relocated to a world top ten university where it now contributes to generating hundreds of millions of dollars in income from partnerships. In addition to its academic contribution, the centre has been at the forefront of gender equity action and, today, attracts an equal split of genders as well as backgrounds, ethnicity and cultures. The application process for its world-leading courses remains creative and accessible to those who can demonstrate their passion for security.

Because I was not the academic or the funder of the original concept I minimised my contribution for years. I downplayed my role and modestly refused to take credit for any success. However, with the benefits of hindsight and greater experience, I can see there was more value in the part I played. I brought energy. I brought the ‘can do attitude’ and the follow through. I wrote a business plan for the first time in my life, blatantly ignored polite professional barriers that slowed me down, and I annoyed my boss by committing time disproportionately to this project when I had a whole portfolio of projects to fund.

I believed 100 percent in the ability of my academic group and partners to make the cybersecurity centre happen. They were my security rockstars. I saw myself in a supporting role and felt lucky to be working in such a fascinating, emerging field.

Looking back, I have only one regret: that I did not recognise the leadership I showed or allow myself the confidence to own my contribution. My advice to anyone in a similar position is to take regular time out to reflect on what you have achieved and keep a running list of lessons learned.

In those early years I exhausted myself at times trying to live up to misconceptions about what leadership should look like, but I have learned to embrace my female (and other) labels and celebrate them.

Learning to recognise my own leadership qualities has not only helped to advance my career, it has given me the freedom to celebrate my successes and, most importantly, recognise that self-leadership is vital for a fulfilling career and for helping others to become more fulfilled in theirs.

To find out more about AWSN programs, networks, and leadership, visit www.AWSN.org.au www.linkedin.com/in/stephrobinson1