Interview Series

Legal & Professional Services Insights Jennifer Pettigrew Tuesta

Luciana Casado — Tue, 23 Dec 2025 11:48:20 +0000

Legal & Professional Services Insights Jennifer Pettigrew Tuesta Luciana Casado

Meet the Experts: Jennifer Pettigrew Tuesta

In our latest Meet the Experts feature, Jennifer Pettigrew Tuesta, Senior Partner and Head of Page Executive’s Global Legal Practice, shares her perspective on the forces transforming the in-house legal market across the U.S. and globally.

Tell us about your practice.

I’ve been with Page for over 12 years, exclusively focused on the in-house counsel market. I currently lead our Global Legal Practice for Page Executive and head the In-house Attorney Search Practice in the U.S. My focus is on placing mid- to senior-level attorneys within the financial services industry—including buy-side, sell-side, and fintech organizations. I manage searches ranging from Director-level roles (Associate/Assistant General Counsel) to executive-level General Counsel placements. Most of my work is retained or exclusive, allowing me to partner closely with clients who value a strategic, high-touch approach to recruitment.

What’s something important in your practice for the rest of 2025?

For the remainder of 2025, I’m focused on helping clients navigate a rapidly evolving legal talent landscape. There’s growing demand for attorneys with expertise in regulatory compliance, data privacy, and emerging technologies like AI. Specifically, within financial services, we’ve seen an increase in hiring within the private credit and digital assets industries. My goal is to continue building long-term partnerships with clients who are thinking strategically about their legal teams and want to attract talent that can grow with their business.

What are customer and other insights telling us about activity in your practice area?

Clients are becoming more intentional and forward-thinking in their hiring strategies. Many are reevaluating the structure of their legal departments and seeking attorneys who can operate across multiple functions. At the same time, candidates are placing greater emphasis on culture, flexibility, and long-term career growth. That said, compensation is still king. While other factors like hybrid work and career development matter, competitive pay remains the top driver of candidate interest and decision-making. The market is active, but both sides are more discerning—making alignment, transparency, and speed more important than ever.

What’s the biggest mistake companies make in their hiring process?

One of the most common missteps is underestimating the importance of candidate experience. In a competitive market, how a company presents itself during the interview process can make or break a hire. Delays, lack of clarity, or inconsistent communication can cause top candidates to disengage. Another critical mistake is not making the best possible offer from the start. A strong initial offer sends a clear message that the candidate is valued and helps avoid uncomfortable back-and-forth negotiations. It sets the tone for the relationship and reflects the company’s commitment to attracting top talent. The best outcomes happen when companies treat candidates like future colleagues from the very first interaction.

What’s the biggest piece of advice you would give to candidates looking to stand out during the recruitment process?

As a former athlete, one of my favorite sayings is: “Hard work beats talent when talent doesn’t work hard.” The same applies to a job search. A strong resume might get you in the door, but the real work begins during the interview process. The most memorable candidates bring their A-game—they’ve done their homework, understand the role and the company, and are ready to engage meaningfully. The best candidates aren’t always the ones with the most impressive resumes, but those who are clearly prepared and committed to the process.

Can you share some of your greatest recruitment successes or placements?

In 2025, I’ve had the privilege of helping two investment banks strategically build out their in-house legal teams, successfully placing talent across ten Director-level and above searches. Recruitment is a relationship-driven long game, and I’m proud of the partnerships I’ve cultivated—many of which have led to repeat engagements. Ultimately, the most rewarding part of my work is helping candidates find new opportunities. It’s a privilege to play a small role in someone’s career journey.

Outside of the recruitment industry, what motivates you?

Outside of my career, my biggest motivation is my daughter. Becoming a mother completely changed how I see the world and how I define success. Before she was born, I was driven by achievement and ambition. Now, I’m driven by purpose. I want her to grow up seeing that working mothers can have it all — a successful career, fulfilling hobbies/passions, and time for family. She’s taught me to slow down and to be present, and to find joy in the small moments. Everything I do, professionally and personally, is with her in mind.

What’s a passion that’s shaped how you approach your career?

Growing up, soccer taught me the importance of punctuality, discipline, teamwork, and accountability. Playing at the collegiate level reinforced those values and helped me build habits that have been essential to my professional success. The structure of training and the commitment to a team goal shaped how I approach leadership, collaboration, and consistency in my work.

More recently, I’ve turned to marathon running. It’s a different kind of endurance, but one that draws heavily on tools I’ve developed through my career — planning, being adaptable, and staying resilient when things don’t go as expected. Running gives me space to reflect, reset, and reconnect with the drive that’s fueled me since my days on the field.

Find out more about our Legal practice here, and reach out to me directly to discuss your needs.

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Legal & Professional Services Insights from Anna Jacobs

Luciana Casado — Tue, 23 Dec 2025 11:41:03 +0000

Legal & Professional Services Insights from Anna Jacobs Luciana Casado

Tell us a bit about your practice?

I lead our US Legal & Professional Services practice group; we’re based out of our New York City office and specialize in recruiting interim and permanent legal professionals and leadership roles into law firms and professional services organizations across North America.

What are some emerging roles or skills that employers are increasingly seeking in your practice?

Legal talent is always consistently in demand. Our in-house legal team have had a steady demand for attorney’s specializing in regulatory, compliance and contract review work. On the private practice side, it has been a busy year for litigation, immigration, capital markets and anti-trust vacancies. Intellectual property, data privacy and employment specialists are also in great demand!

What should companies look for when selecting a recruitment agency?

I think it’s important to work with a recruiter who takes the time to really understand the specific needs and goals of each vacancy. When I’ve been the other side of the fence recruiting for my teams and selecting recruitment partners, I’ve always worked with specialists who I feel I can trust: to run a truly thorough search, to properly assess and vet candidates and to take care of all the small but important details and steps throughout the process behind the scenes. It’s so important to work with a great recruiter who you can rely on to work efficiently, swiftly and thoroughly to search for and secure the right talent for you!

What are customer and other insights telling us about activity in your practice area?

TT24: Salary Dissatisfaction – both globally and in the US, the legal sector represented lower current job satisfaction than average with 53% of the workforce reporting feeling neutral or negative with their current role.

TH Insights: In the US, salary dominated career motivators with “clear path for career progression” being third. This industry had salaries depressed during COVID and loyalty seems to have worn out; how does your company index your salaries against your competition?

How can candidates make a lasting impression on recruiters or hiring managers during the recruitment process?

The candidates that really stand out and tend to perform better at interview are those who clearly articulate their skills and experiences, who give a good sense of their working style, professional journey, and future career goals. Clients expect candidates to have the skills/ experience necessary to meet their needs, what they really want is to feel that candidates are serious about the vacancy and are excited by the prospect of working for them/ their team for the long haul. Never underestimate the power of connection - bringing experience to life and giving a sense of work/ leadership style, providing examples that demonstrate flexibility, hands-on approach and commitment to delivering for the firm/ business. Clients often want to hear that candidates are willing to go the extra mile, rolling up their sleeves and delivering daily!

What are the top three lessons you’ve learned over the years that you now apply to every recruitment project?

It’s important to provide honest feedback e.g. letting clients know if the compensation they’re offering is out of kilter with the market, or that their approach to recruitment needs rethinking. We are lucky to have a large insights team who produce annual compensation data and feedback from candidates worldwide on what matters most to them when it comes to retention and attracting new talent.
To take the time to really listen and understand – whether it’s reading between the lines when taking the job brief (understanding any challenges in the role within the organization and what skills are needed to navigate these) or understanding from the candidate what sort of environment and set-up they thrive in and will result in a successful long-term hire.
Sometimes the perfect candidate is the last person you speak to when shortlisting (or even applies after the closing date)! I’m always thorough, casting the net far and wide – continuously looking to find the perfect hire for each search!

Find out more about our legal and professional services practice here, or reach out to me directly to discuss your needs.

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Legal & Professional Services Insights from Megan McArdle

Luciana Casado — Wed, 17 Dec 2025 09:22:43 +0000

Legal & Professional Services Insights from Megan McArdle Luciana Casado

Market Insights from Megan McArdle, Page Executive

Could you tell us about your practice and areas of focus?

I specialize in recruiting senior and executive-level business professionals within law firms and professional services organizations across the United States. Within the legal sector, I partner with firms ranging from highly specialized boutique practices to some of the largest global firms.

What types of roles do you typically recruit for?

Chief Operating Officer
Chief Marketing Officer / Chief Business Development Officer
Chief Communications Officer
Director of Business Development
Director of Marketing / Marketing Technology / Marketing Operations / Events
Director of Communications / Public Relations
Director / Head of Practice Management
Head of Research / Knowledge Management / Library Services
Managing Clerk

What changes in the industry have had the biggest impact on your work?

Law firms are increasingly recognizing the strategic impact of business development, marketing, and communications leadership. We’re seeing a shift from execution-oriented roles to positions that influence firmwide growth, market positioning, and client engagement strategies.

There is also a clear acceleration in technology adoption—including AI—alongside a greater focus on client experience and data-driven decision-making. As a result, roles have become more specialized, with rising demand for leaders in areas such as content strategy, competitive intelligence, and client feedback programs.

Are there any common mistakes candidates should avoid?

Two recurring challenges are insufficient preparation and lack of clarity when communicating experience. Law firm hiring processes often involve multiple stakeholders, so candidates need to be able to tailor their narrative to strategic priorities, operational expectations, and cultural context.

We also frequently hear from clients that while a candidate’s résumé may look strong, interview responses sometimes lack depth. Titles and achievements are not enough—candidates need to articulate how they led initiatives, influenced stakeholders, and delivered measurable outcomes. Specificity and preparation make a meaningful difference.

Why is recruitment meaningful to you?

I see my role as a strategic advisor, aligning the ambitions of high-performing professionals with the evolving needs of complex and forward-looking organizations. Recruitment is not simply about matching qualifications to job descriptions—it is about understanding leadership, culture, and long-term strategic fit.

I bring a consultative approach grounded in empathy, discretion, and market insight. Supporting someone through a career transition is both a responsibility and a privilege, and my goal is always to facilitate placements that create lasting impact for both the individual and the organization.

Find out more about our Legal and Professional Services practice here, or reach out to me directly to discuss your needs.

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Legal & Professional Services Insights from Stephanie Morris

Luciana Casado — Wed, 17 Dec 2025 08:53:28 +0000

Legal & Professional Services Insights from Stephanie Morris Luciana Casado

An Interview with Stephanie Morris, Page Executive

Tell us a bit about your practice.

I specialize in recruiting lateral attorneys across the United States, partnering with law firms that range from elite boutiques to Am Law 100 global firms. My practice is built on deep market knowledge, discretion, and a commitment to helping attorneys make strategic career moves that align with their professional and personal goals.

What changes in the industry have had the most significant impact on your work?

I’m sure everyone is growing fatigued of hearing this answer, but yes, AI is having a real impact on the legal market. While AI will never replace attorneys, it is streamlining everything from contract analysis to legal research, and it is reshaping traditional staffing areas such as document review and paralegal support.

For recruiters, this means placing attorneys who can work alongside AI tools, interpret outputs, and focus on higher-value strategic work. It also means identifying talent with hybrid skill sets, those who understand both the law and the technology transforming it, and who are willing to grow and embrace change.

What kinds of roles do you typically recruit for, and are there specific industries or specializations where you have developed significant expertise?

I typically recruit for associate, senior associate, and counsel-level roles across a wide range of practice areas, including M&A, Capital Markets, Private Equity, Real Estate, Structured Finance, Energy and Infrastructure Projects, Intellectual Property, General Litigation, Employment, and more.

What are customer and other insights telling us about activity in your practice area?

It’s an interesting time to recruit in the lateral market. Partner-level transitions, including group moves, are drawing significant attention due to their volume and commercial impact. But partners aren’t the only ones making moves. Firm Prospects reported over 8,000 lateral hires across Am Law 200 firms in the first three quarters of 2025, with Q2 alone accounting for more than 2,800.

There’s no single explanation for this movement. Some suggest loyalty to firms has diminished, with attorneys becoming more open to exploring greener pastures. Others point to the appeal of boutique firm culture and flexibility. Bloomberg Law also reported that firms that struck a pro bono or settlement deal with the administration have, in some cases, experienced an exodus of attorneys, junior and senior alike. Clearly, multiple factors are shaping candidate decision-making.

Are there any common mistakes that candidates should avoid?

Be selective and thoughtful. Write a cover letter that shows why you’re genuinely interested in a firm. Quantity-over-quality applications can backfire, and firms do review your submission history.
Keep it simple. Avoid over-designed resume templates. A clean Word document that clearly outlines your experience is best.
Track your submissions. The lateral market is certainly not short of recruiters. So, if you find yourself working with more than one, keep detailed records of where you’ve been submitted. Ask the right questions and choose a recruiter who is professional, honest, and transparent. They’re representing you to key decision-makers who could have a huge impact on your career path.

Why did you get into recruitment, and why is recruitment important to you?

I’m a lawyer, though I don’t practice law. Working in the lateral attorney market allows me to stay close to an industry I’m very passionate about. I have immense respect for the work attorneys do, their education, their professional standards, and their commitment to pro bono service.

At Page Executive, I have the privilege of working with global law firms and collaborating with colleagues across international markets. This global perspective keeps us closely connected to our clients’ cross-border challenges and strategic growth plans. It allows me to offer insights that go beyond local market dynamics.

My goal is to make the process of exploring new opportunities feel human, relatable, and even enjoyable. Career transitions can be daunting, and I aim to be a steady, supportive presence during what can be a stressful time.

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Exclusive Q&A with Anna Ladyshenski, Page Executive’s In-House Blockchain Expert

Luciana Casado — Thu, 25 Jul 2024 10:55:34 +0000

Exclusive Q&A with Anna Ladyshenski, Page Executive’s In-House Blockchain Expert Luciana Casado

Curious about a leadership career in blockchain? We caught up with Anna Ladyshenski (Partner, Blockchain & Web3) to ask her about the current state of this rapidly-evolving sector. With its potential to revolutionise industries from finance to supply chain management, Blockchain is attracting a growing pool of tech leadership talent.

But where are the jobs, and who's hiring? Let's find out! 👇

What types of companies are currently seeking blockchain professionals—are they predominantly startups, tech firms, financial institutions, or others?

Unsurprisingly, the highest demand for blockchain professionals comes from the blockchain industry itself. These are mainly startups and smaller companies looking for skilled professionals in core technologies like Layer 1 and Layer 2 protocols, DeFi projects, along with emerging applications like Real World Asset (RWA) tokenization and Decentralised Physical Infrastructure (DePin).

There is also some demand within traditional companies to hire blockchain professionals, with the largest demand coming from financial institutions. Big tech companies often have small blockchain divisions, but most of the time they prefer to transfer employees into Web3 roles, instead of hiring externally.

How does the demand for blockchain leaders vary across different regions or countries?

Blockchain is by far the most international, remote-friendly industry there is. Companies often hire the best talent regardless of their country of residency, offering a high degree of flexibility for professionals. However, collaboration is still important, so companies usually prefer their key hires to be in overlapping time zones for smoother coordination.

Page Executive's Talent Trends 2024 report revealed that flexibility is no longer a nice-to-have, it's a top priority for today's workforce. Even as companies encourage a return to the office, employees increasingly expect the ability to work flexibly. The Talent Trends 2024 report is a comprehensive global survey of nearly 50,000 skilled professionals conducted by PageGroup. Read the full insights here.

What advice would you give to tech leaders looking to pivot or advance their careers in blockchain?

The global blockchain space is attracting a lot of talent, so standing out is key for an international career with leading protocols. You have great chances if you come from a leading Web2 corporation, yet you should also be aware that the space is extremely popular among the top tech talents, and therefore competition is very high for the best roles at the leading protocols and foundations. Consider attending industry conferences to connect with hiring protocols in person.

Real stories of tech professionals who made the career switch to blockchain

Building a fairer, more open digital ecosystem is a shared goal. A career in blockchain is one path to contribute to this future. Ready to make the leap? Get inspired by these tech professionals who transitioned into successful blockchain careers.

We asked Jens why he decided to go into blockchain, here's what he had to say:

Jens Porup (Ava Labs / Avalanche)

Jens Porup is the Chief Information Security Officer at Ava Labs, a leading international Layer 1 blockchain. Jens holds a master's degree in Cybersecurity (MICS) from UC Berkeley and was working in cybersecurity for more than 20 years before making the jump to blockchain.

There are difficult security problems to solve in blockchain. When your real security risk exceeds your regulatory compliance risk by several orders of magnitude, companies hire great security people to solve hard problems. This unique challenge inspired me to make the switch. While cybersecurity skills like reasoning from first principles are useful, most normative security strategies in other industries don’t apply in the blockchain space. What's more, the security risk is much, much greater. That means you need to tailor bespoke solutions for extreme security situations.

Adam Bates (ex-Cardano / IOHK)

Adam Bates is the former CMO of Cardano, a public blockchain platform and the highest-ranking crypto brand in the 2022 Top Brand Intimacy Report. Before embarking on a career in blockchain, Adam worked for some of the best global advertising agencies creating marketing campaigns for tech and financial brands.

Adam told us which skills he found most valuable for working in blockchain:

“Energy. Enthusiasm. Inquisitiveness. Thick skin. Tolerance for pain. They’re the obvious ones. But understanding and appreciating that you’re working with tech that has never been built before and therefore your creativity and marketing has to be like nothing done before, that’s probably the most important thing. Never forget, the worst thing anyone can say to a marketer is, ‘that’s not creative enough’. Blockchain is the raw bleeding edge of tech and it is challenging the big players. And it won’t succeed by being a wallflower. So download your ideas and insanity every day. Reject nothing. Enjoy everything. Be relentless.”

If you're thinking about taking a career leap into the blockchain space, or would like to discuss your recruitment needs, reach out to Anna now.

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Conversations with Social Impact Leaders: Benjamin Tan

Daniel Whitehead — Mon, 25 Mar 2024 09:44:12 +0000

Conversations with Social Impact Leaders: Benjamin Tan Daniel Whitehead

With the continued focus to integrate ESG into Corporate Strategy & Operations, Page Executive is keen on playing our part to help draw stronger awareness within our business community by launching our latest Conversation with Social Impact Leaders online.

In every episode, we are going to invite one leader from the social impact sector (non-profit, public, social enterprise, education) to share more about his/her passion in this arena as well their advice and tips on the marketplace.

This time, Page Executive's Gabriel Nam speaks to Benjamin Tan, CEO, World Vision Singapore. Here are some of the key highlights from the conversation:

What does working for non-profit mean to you personally?

There are many different types of non-profits, ranging from trade associations to universities.

From a personal perspective, I started feeling a burden for vulnerable children over 9 years ago, when my own kids were born.

I was very focused on wanting to join a charity because I wanted to contribute directly towards causes that I care deeply about and it was why I joined World Vision.

Working in non-profit may not be for everyone but we also see that lots of senior executives want to make transition to non-profit leadership role without much luck. How do you manage to get into non-profit world back then without prior experience?

I took a year off full-time work, volunteered my time to serve on committees and a charity board.

I myself did not find it difficult to get to know people within the sector, but one does need to be genuinely committed.

The biggest hurdle by far for transitioning into the non-profit sector is unwillingness to take a financial sacrifice, as pay packages in the non-profit sector are considerably humbler than the commercial sector.

But that is actually part and parcel of giving back. Senior executives looking to transition should contact me - because I am currently building out my leadership team!

Spending most of your career in private sector, what are the practical day-to-day challenges you face after joining this sector?

The key adjustment would be that most charities are thinly-staffed, so anyone joining from a senior private sector position will need to be prepared to do a lot of hands-on work.

One also needs to forget about the trappings of seniority - for example, all travel is on Economy class and accommodation are usually the basic hotels. After all, our operating costs are funded by donations, which we need to be very careful and responsible in using.

Having said that, it is deeply rewarding work, and has been overwhelmingly positive for me!

Being part of the social impact sector now, what are your views on how to further build up the ecosystem in Asia?

Overall speaking, I feel that we need more strong leaders in the sector to drive it forward.

The good news is that people in recent years are generally in search of greater meaning, and the level of interest in our work has never been higher!

Summary

About World Vision
World Vision International is the largest child-focused humanitarian organisation in the world. World Vision is present in over 100 countries, and has impacted the lives of over 200 million people through tackling the root causes of poverty, as well as providing relief and aid to marginalized peoples impacted by conflict and natural disasters.

About Benjamin Tan
Benjamin Tan is the CEO of World Vision Singapore. He has worked in Beijing, Tokyo and Singapore, for organisations spanning Microsoft, Qantas Airways and Mandai Wildlife Group. Ben has successfully built and scaled businesses ranging from Series A start-ups to large organisations with a footprint of over 1000 staff in 15 countries. He joined World Vision after a 1-year sabbatical during which he was volunteering in various local charities.

About Gabriel Nam
Gabriel is the Partner of Page Executive, leading the ESG, Strategy and Transformation practice in Asia. Based in Singapore with Asia-wide coverage, Gabriel advised his clients on senior-level executive searches across industries throughout Asia. In addition, Gabriel is also an active member in conducting senior talents searches in social impact and business/professional services sectors with 15+ years of experience in research, recruitment/executive search, and leadership roles at various organizations.

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Conversations with Social Impact Leaders: Yvonne Siow

Daniel Whitehead — Tue, 27 Feb 2024 08:33:46 +0000

Conversations with Social Impact Leaders: Yvonne Siow Daniel Whitehead

This time, Page Executive's Gabriel Nam speaks to Yvonne Siow, Head, OneSight EssilorLuxottica Foundation (ASEAN). Here are some of the key highlights from the conversation:

What is the advantage and challenge of working for a foundation affiliated to a big organization?

Today's challenges just got bigger and more widespread. Access to world class resources and network from a big organization, coupled with leveraging on corporate solutions have a better chance of moving the needle and helping to alleviate more pain points.

Access to corporate funding and pipeline of volunteers means you can concentrate on delivery humanitarian KPIs.

In fact, my wish is that more foundations will operate in a more corporatized manner in order to reach greater efficiency in order to reach the impact and scale needed to solve increasing complex problems.

What motivates you to decide to move from marketing to philanthropy?

Early in my career, I was doing marketing, business development and sales. The material rewards were of course exponential but morally, I felt like a bankruptcy. After getting involved in my first charity expedition, I cant unsee what I have seen.

Thereafter, I wanted to use my entrepreneurial resources to help create solutions for the marginalized communities. As the rewards in philanthropic sector pale in comparison to the corporate world, I felt obliged to continue the work with my expertise since this sector doesnt attract top talents to be in this space. At a blink of an eye, I have crossed a decade working in this space!

Outside your full time job, you have also been actively engaged in various community projects and also serving as board members. How do you strike a balance?

I believe it is a matter of perspective. I don’t see this as a job. All my actions are an integral part of my lifestyle and an extension of my personality.

I derive immerse joy when I see scores of volunteers' life transformed as a result of their heart to serve and when our beneficiaries receive much needed help and support. Since I am mindful of using my time and energy well to achieve maximum impact, I am very selective of the projects I undertake so my efforts can serve as an amplification and multiplier.

From a philanthropic perspective, how do you compare Asia landscape vs other markets?

Asia holds great potential for being the growth engine for the world at this moment. The second generation of Asian's wealthiest families have been exposed to the giving nature of Americans.

They are actively looking for ways to incorporate this into their family businesses as this ideology of giving and being planet-friendly is very much a part of their education.

Singapore is well placed to take the lead in building up this culture of giving in new and innovative ways for the region. Technology for instance, will be deployed to leapfrog current and often old ways of doing philanthropy. Web3, Metaverse and AI will all be at the forefront to turn Asia into a philanthropic powerhouse. I am so hopeful and excited about these new possibilities and look forward to bridging these into my sector.

Summary

About The OneSight EssilorLuxxotica Foundation
The OneSight EssilorLuxottica Foundation is a registered charitable organization, reflecting the commitment and values of EssilorLuxottica to help eliminate uncorrected poor vision in a generation. Founded by EssilorLuxottica, the OneSight EssilorLuxottica Foundation is headquartered in France, with offices and programs around the world.

About Yvonne Siow
Yvonne is currently the Head, OneSight EssilorLuxottica Foundation (ASEAN) + Co-founder, PlayPan - PlayFor Good. As a strong collaborator with a strategic focus on building community and scaling philanthropy and social impact works, she is an advocate for brands and businesses to be a force for good. Leveraging on years of diverse experiences in corporates, non-profit, advisory and board roles, Yvonne is driven by what we can collectively reimagine and repurpose for the greater good of people and planet.

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Conversations with Social Impact Leaders: Jing Pei

Daniel Whitehead — Fri, 24 Mar 2023 08:59:16 +0000

Conversations with Social Impact Leaders: Jing Pei Daniel Whitehead

This time, Page Executive's Gabriel Nam speaks to Jing Pei Goh-Asmala from the Global Leadership Accelerator at Teach For All. Here are some of the key highlights from the conversation:

Jing Pei's thoughts on keeping staff engaged in a successful international non-profit organisation...

Reflecting on my career path, I am constantly on the lookout for stretched opportunities to continue broadening my impact and growing my capabilities. Despite having a lean footprint, Teach For All provides a platform for me to combine several “core pillars” of my academic and professional interests: human development, system change and regional history.

We are encouraged to lead our growth and development within and beyond the organization. The constant growth of our global network also means that there are opportunities for new lessons to be learned and new practices to be adopted. For example, I recently expanded my portfolio from working directly with organisational leaders in the Asia Pacific region to designing and facilitating leadership programs across our global network.

Currently, I am most excited about working with our colleagues, partner staff, and alumni on three pilot leadership development programs covering Europe, Africa and Asia Pacific this year.

Jing Pei's advice to individuals who are keen on making a career switch to non-profit...

The differences between the high-performing organisations in commercial and non-profit sectors are not always as huge as they are made out to be. After all, you can find highly capable professionals and well-run organisations across both sectors, just as you can find similar people and organisation challenges.

It is important to make the decision with clarity and to carry a growth mindset. Being clear about your reasons for making a career move will help you stay focused on what matters. Coming in with a growth mindset will help you anchor on your personal learning questions and be curious about what you might be blindsided by and let go of unhelpful assumptions that get in the way.

The most successful career-changers I have met are the best listeners with the most strategic mind, they are attentive to the unspoken dynamic of the situations they find themselves in, and very inclusive in the way they seek input and advice.

Jing Pei's observations on young talent in Southeast Asia vs other regions in general...

ASEAN has about 686 million (and growing!) population, and the youth constitutes 30% of the population. I have had the privilege of meeting and interacting with so many young talents in the region travelling and working in the region. Like myself, many young talents I met are also first-generation graduates themselves, which means they are likely the first ones among their families to receive tertiary education. I have been absolutely blown away by the creativity, resilience and thoughtfulness I have witnessed.

In some ways, these young people will inherit a better world than our ancestors knew, with higher income potential, better health, increased access to education, more connected with the rest of the world, thanks to technological advancement.

They also face serious regional and global challenges, such as climate change and challenges to social and political freedom, etc. I became convinced that Southeast Asian (young) talents are unique in the sense that we are already blessed with our messy, beautiful multicultural region and it’s rapidly changing; there is a constant need to negotiate between the old and new. We also have more confidence and courage to look at some of the outdated practices and mindsets we inherited from our colonial masters more critically, and are willing to challenge them and build something entirely different.

While other regions might have more ‘workplace-ready’ talents given their institutional strengths, I’d say we have tons of hidden gems waiting to be discovered if we are willing to look beyond the conventional metrics.

Jing Pei's thoughts on key learning needs for the broader youth community, in view of this ever-evolving social environment...

Much has been made about learning how to navigate the increasingly chaotic operating environment young people are finding themselves in: from political polarisation to xenophobia to climate change to growing inequality, just to name a few.

While relevant technical skills are essential, I believe the key to thriving in such a complex environment is an ability to stay centered and to fluidly move between multiple perspectives.

When we get pushed off center by the inevitable stresses of life, we are prone to falling back on narrower views and knee jerk reactions.

If we are unable to see situations from the perspective of others who are very different from us, we find it hard to fathom their motivations, let alone collaborate on finding compelling solutions that work for everyone amidst uncertainties. Not surprisingly, it is extremely difficult to grow our capacity to be more tolerable and inclusive, it requires a lot of courage for us to unlearn our mental habits.

Jing Pei's views on how the business community can play a part in helping nurture our next generation for a better future...

By role-modelling and practising what they need—growth mindset, centeredness, and perspective-taking—and by encouraging them to discover their own voice.

We can adopt a coaching approach, asking them for their views and guiding them with questions, rather than squashing them with our perspectives and answers.

Offering high-quality paid internships for young people of all ages, giving them the direct exposure to real-time challenges you seek to solve, giving them the opportunities to work alongside you and your top leaders as equal partners is the practical key.

Essentially, seeing ourselves as co-learners is possibly the best thing we could do in nurturing our young people.

Summary

About Jing-Pei Goh-Asmala
Jing-Pei is currently working in the intersection of the Asia Pacific region in Teach For All and their global leadership development practice, working directly with some of the most dedicated leaders who are expanding educational opportunity in their communities and countries. Prior to this, she dabbled in management consulting, research, social enterprises and tech startups. In her spare time, she also coaches leaders across different sectors and facilitates leadership development workshops and retreats.

About Teach For All:
Teach For All supports and connects a global network of independent organizations working around the world to ensure that every child has access to an equitable and excellent education. Each organization in the network, conceived and launched by a local entrepreneur, enlists its nation’s most promising leaders to teach in high-need areas for at least two years, and, in the long-term, drive systemic changes from within and outside of the education sector.

At the center of this network, Teach For All plays a unique role: it supports local organizations to overcome common challenges by providing direct support, facilitating exchange of best practices and learnings, as well as directly connecting the teaching participants and alumni across the network through online and in-person learning experiences.

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