Linton Carter, Chief Strategic Engagement Officer, UNICEF Canada

When we first met Linton, she was aiming to return to a not-for-profit organization from the private sector. We matched her with the SickKids Foundation as their new Director of Community Involvement. Our client was able to see the power of a thoughtful and strategic individual who had a track record building great relationships while also having the innate determination to accomplish what she set out to do. Linton and her team tripled fundraising revenue in her area of responsibility during her tenure.

Today Linton is the UNICEF Canada Chief Strategic Engagement Officer, a new role in which she is responsible for overseeing and integrating the communications, marketing, and fundraising teams to achieve sustainable revenue, supporter engagement, branding, and campaign strategy goals.

We sat down with Linton to discuss what she’s learned over the course of her career.

How would you describe your best boss?

• Someone who engaged me in a very vigorous interview process to ensure I had the skill set to do the job, and then trusted me do the job.
• Someone who let me build the team I needed to achieve the organizational goals.
• Someone who taught me that supporting my staff also means trusting them to do their jobs, being there for advice and consultation, but not jumping in to solve their problems.
• Someone who shared strategy and exposed me to the Board and their organizational expectations

What have you learned that you would like to share?

• To take myself and my work a little less seriously. When I was starting out there were situations that felt as though the world was coming to an end—and now I can’t remember what they were!
• It’s good to be passionate and dedicated. But balance is also essential; learn how not to take everything to heart and personally.
• The importance of keeping things in perspective. Every setback is not a defeat. Go to a fitness class or for a run, shake it off, and come back refreshed.
• To have patience. Take the time to build, make mistakes, and learn.

Sometimes, in order to grow, it’s necessary to make a move. What advice do you have?

• Pay attention to the interview process of the new organization; it will tell you a lot about them. Watch the dynamics in a panel interview. Listen to what questions reveal about how someone works with their staff and what they think makes a good employee.
• Create and maintain your network. LinkedIn is a great tool, but expand your research, talk to people in other organizations, and stay in touch with previous colleagues. Build a network you can trust for good advice, and when you’re offered help, take it and give it freely to others.
• Make sure that the new job will expand and enhance your skills.
• Know your weaknesses and find ways to improve. Know your strengths and focus on them if you start to lose confidence.

What have you learned from hiring staff yourself?

• Trust your gut. Taking time to get to know a candidate is just as important as their experience.
• Don’t be rushed into hiring someone if you aren’t sure they are going to be successful in the role. In hindsight, I’ve hired some people in the interests of closing the search rather than ensuring our organization or the role was suitable for the candidate.   

Any other words of wisdom?

Proactively take responsibility for your career development and lifelong learning.. Learn about other areas and get involved in cross-functional and project based work linked to your organization’s strategic goals.  In my case, these leadership development opportunities  specifically qualified me for the position I now have at UNICEF.

Linton, that’s great advice for anyone thinking of making a move. Thanks so much for sharing your knowledge and experience.