One of the most important lessons I've learned as a leader is that leadership should never rest on one person's shoulders. Today, our team shares responsibility, supports one another and sees themselves as leaders. But it wasn't always this way.
Two years ago, I was at a crossroads in my career. After nearly 20 years as a director, I had deep experience, commitment and a genuine love for early childhood education, but I was also exhausted.
The sector had changed dramatically around me. Staff shortages, increasing compliance requirements and the demands of leading through constant change felt relentless. I often found myself back on the floor trying to keep everything running while also leading the service.
Although I had years of experience behind me, I realised I was relying more on instinct than intentional leadership skills. I was stretched, overwhelmed and unsure how to keep leading effectively in an environment that felt more complex than ever.
Carrying the weight of everything
At the time, it felt as though I was carrying the whole service. I worried I was failing the people who relied on me: the team, the children and the families.
The team could feel it too. Everyone was working hard, but there was a sense of fatigue across the service. We were constantly responding to immediate challenges rather than leading with clarity and purpose.
Deep down, I knew something had to change. It wasn't simply about improving systems or managing workload differently. I needed to reflect on how I was leading, how leadership was understood across the team and what support we needed to build a stronger culture.
The advice that changed everything
I went to my new Chair, Justine, feeling desperate for help and answers. I shared my stress, frustration and worry that perhaps I was no longer the right person for the role.
She listened carefully and suggested I see an executive coach.
At the time, I remember thinking, “Really? I've come to you for help, and you're saying it's me that needs to change?” But looking back now, that was the moment everything shifted.
I met my coach, Zoe, somewhat begrudgingly at first, but within months things began to change for the better.
Learning to lead with clarity and confidence
From the beginning, Zoe created a safe space where I could speak openly and honestly, without judgement. Through our conversations, I began to recognise patterns in my leadership that I hadn't been able to see on my own.
Coaching gave me practical tools, frameworks and opportunities for reflection. We worked on confidence, communication, delegation and succession planning, and I began to understand the difference between doing leadership and truly being a leader.
One of the biggest turning points came when Zoe and I recognised a gap in leadership development across our sector, particularly for middle leaders.
Like me years earlier, many educators were being asked to step into leadership roles without the skills, tools or confidence to lead well. I realised I was expecting people to step up, but I had not equipped them to do so.
We decided to invest in leadership development across the Marjorie Mann leadership team. While Zoe continued to coach me individually, she also worked with our leaders through group coaching, practical tools and shared frameworks.
Together, we began building a shared language, shared expectations and a clearer understanding of leadership at every level of the organisation.
Building a culture of shared leadership
Over time, I began to see our leadership culture evolve. I became more intentional about empowering others, focusing on strengths rather than deficits and giving people greater autonomy to make decisions.
I also learned that leadership did not have to sit with one person.
The change has been remarkable. Personally, I feel more confident, grounded and strategic. My stress levels have reduced, and I feel proud of the leader I have become.
For the centre, the shift has been just as significant. Our team is more engaged, passionate and self-driven. Educators are making decisions, taking initiative and showing pride in their work.
We have moved from a top-down approach to a shared leadership model, and that shift is reflected in our relationships, our stability and the outcomes we are creating for children and families.
Most importantly, the team now sees themselves as leaders. They are stepping up, supporting one another and continuing their own cycle of growth.
Why investing in leaders matters
Without Zoe's guidance and encouragement to keep asking “what next?”, I might have become another leader leaving the sector because of stress and burnout. Instead, I have rediscovered what drew me to this work in the first place and found a more sustainable way to lead.
Most importantly, I have seen the impact that investing in people can have. As others have grown in confidence and capability, leadership has become something we share rather than something one person carries alone.
Strong leadership isn't about carrying everything yourself. It's about creating the conditions for others to grow, contribute and lead alongside you.
If this story feels familiar, here are 4 next steps you can take:
1. Pause and reflect on what you are carrying
Take time to notice where leadership responsibility is sitting in your service. Are you holding too much yourself? Are others waiting for direction? Reflection is often the first step towards leading more intentionally.
2. Ask for support before you reach burnout
Strong leaders do not have to solve everything alone. Speaking with your committee, approved provider, mentor, coach or trusted peer can help you see new options and make clearer decisions. If you're a CELA member, you can call our 1800 support line to chat with one of our experiences specialists.
3. Invest in your middle leaders
Educators and room leaders are often asked to step up without enough support. Give emerging leaders clear expectations, practical tools, professional development opportunities and the chance to make decisions.
4. Create a shared leadership culture
Leadership becomes more sustainable when it is shared. Start small by inviting team members to lead projects, contribute ideas, solve problems and take ownership of areas where they have strengths.