Around this time last year, I wrote a blog reflecting on my first two years as CEO of Scottish Drugs Forum.
At the time, I wrote about stepping into a role shaped by nearly four decades of leadership, the realities of leading through uncertainty, the challenge of funding pressures, and my ambition to build a culture of care alongside a stronger strategic focus.
A year on, I thought it was worth revisiting some of those reflections.
Not because everything has changed, but because much of what has happened over the past year has reinforced just how important culture is when organisations are navigating uncertainty.
Openness in uncertain times
The past year has brought no shortage of challenges.
As Scotland’s National Mission on Drugs moves into its next phase, there has been significant uncertainty across the sector about future priorities, funding and sustainability. Anyone working in this space will understand the impact that uncertainty can have, not just on organisations, but on the people working within them.
Uncertainty doesn’t become easier by avoiding it.
We’ve tried to be open and transparent with our staff about the challenges we face, the decisions we’re making and the realities of the environment we’re operating within. That doesn’t mean always having the answers. It means creating a culture where people understand what’s happening, feel trusted with information and know they won’t be shielded from difficult conversations.
I believe people cope better with uncertainty when they feel included rather than protected from reality.
Culture isn’t what you say, it’s what people experience
Last year I wrote about wanting to create a culture that genuinely valued wellbeing, compassion and care.
This year I’ve seen more evidence of that culture taking root.
Not through policies or statements (although there’s been a few of those too!), but through how people support each other, how difficult conversations are approached, and how teams respond when things become challenging.
Retention continues to be one of our strengths, something I don’t take for granted. We’ve also welcomed new colleagues who have brought fresh perspectives and ideas, while strengthening the values and culture that already existed.
Culture is often talked about as though it’s something leaders create.
I believe that leaders can influence culture, but culture is ultimately built collectively through the everyday actions, behaviours and relationships that people experience at work.
Creating space for lived and living experience leadership
One of the most encouraging developments over the past year has been seeing the continued growth and confidence of people with lived and (especially) living experience within our networks.
I’ve watched people step forward, challenge assumptions, influence conversations and speak with increasing confidence in spaces where their voices have historically been absent or overlooked.
Our role isn’t to speak for people.
It’s to create opportunities, remove barriers and ensure that people’s expertise is recognised and valued.
What has been particularly powerful is seeing individuals increasingly use those opportunities to influence change themselves.
That feels like real progress.
We remain committed to ensuring that people who use substances are central to shaping policies, strategies and services. Not as a token gesture, but because better decisions are made when the people most affected are actively involved in making them.
Looking beyond survival
A significant part of any CEO role is securing the future of the organisation.
It’s probably the least visible part of leadership, but often the part that occupies the most headspace.
Funding remains a constant consideration and, if I’m honest, a constant responsibility. The challenge is balancing the need to secure sustainability while continuing to focus on impact.
We’ve spent a lot of time this year thinking carefully about what we want to achieve, where we can make the greatest contribution and how we ensure we’re building something sustainable for the future.
Like many organisations, we have no shortage of ideas.
The challenge isn’t finding things to do.
The challenge is deciding what to prioritise and ensuring that we do those things well.
Continuing to evolve
The past year has also reinforced something I touched on in my previous reflection: no single organisation can solve this crisis alone.
Collaboration remains critical.
The challenges associated with drug-related harm are inseparable from wider issues of poverty, inequality, trauma, mental health and social exclusion. Progress depends on organisations working together, recognising each other’s strengths and being prepared to share influence.
Looking ahead, one area I’m particularly interested in and currently developing further is how we create more opportunities for reflection, learning and coaching within our own organisation.
The better we support people to grow, think and develop, the better equipped we are to respond to the challenges ahead.
Looking forward
A year ago, I wrote about balancing legacy and evolution.
I think that remains true.
There have been difficult moments over the past year, including periods where public debate became increasingly polarised and where our work and intentions were misrepresented. There have also been moments of genuine progress, optimism and growth.
Through all of it, my commitment to this work remains unchanged.
The challenges are significant, but so is the determination of the people working to address them.
And whilst uncertainty remains, so does our belief that change is possible.
