7 Questions with Glen Radojkovich
Name: Glen Radojkovich
Current title: Head of School/CEO
Current organisation: GEMS
Glen Radojkovich has been in Executive Leadership positions for 20 years, implementing a variety of curriculums in international and private schools in NZ, Singapore, South Korea, Canada and the UAE.
Glen has a keen interest in educational technologies and has always been on the forefront of their development in any school he has led.
Glen has been an advisor to Ministries of Education in five countries, has had the pleasure of being a speaker at numerous international conferences and podcasts.
One of his keen interests has been involvement in post natural disaster service projects, which he has led in India, Kenya, Nepal and Sri Lanka.
1. What have you found most challenging as a CEO or executive of a large enterprise?
In leading organizations with hundreds of staff it can present a challenge to remain connected with your staff. To know your teams, provide opportunities to listen and ensure you can respond is essential. Being aware of the culture of the organization is paramount and you can not do this effectively without knowing your team members well.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
I was provided an opportunity to take over in a cover capacity for a half year, I was 27 so considered young for an executive leadership role. I wasn't sure I was ready and in many ways I wasn't but took the opportunity and managed to prove myself worthy. As such I was appointed permanently the following year. I was very fortunate to learn from many other senior experienced colleagues in the network who were prepared to take me under their wing.
3. How do you structure your work days from waking up to going to sleep?
I workout early, in order to ensure I am ready for the day. I tend to greet community members first thing in the morning in the reception and make myself available for anyone from students to senior staff to pop by for a chat. Following greetings I have a series of structured meetings throughout each day. I ensure time for daily walk-throughs, followed by evening blocked time for emails and follow ups.
4. What's the most recent significant leadership lesson you've learned?
Steve Jobs spoke a great deal about 'Focus' being ingrained in his personality. He relentlessly filtered out what he considered distractions. I think too often organizations allow distractions to derail direction. Knowing your purpose and direction and adhering makes a huge difference. It is far too easy in a world of distractions to have you and your team drift in different directions and allow outside influences to prevent you achieving your goals.
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
There have been too many. One I've read recently, that I would recommend as a great mirror to hold up and reflect on, is James Kerr's "Legacy - what the All Blacks can teach us about the business of life". Some excellent messages and food for thought for life and leadership.
6. How do you build leadership capacity in a large enterprise?
Strong recruitment coupled with empowerment of those leaders. Providing genuine opportunities to lead with measured risk for those leaders. In turn organizational leadership capacity grows and succession planning can be implemented.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
It is not so much a single story but a continued pattern. I've been privileged to work with incredible teams who time and time again have dealt with challenges and setbacks as a result of having belief in what they are doing and the organization's mission.
Covid19 has provided an opportunity to prove this again. Globally we are seeing teams accept significant challenges and setbacks, overcoming dire situations, because they are determined, they know their purpose and believe in what they are doing. Teams will continue to give their all to the organization if they believe in what they are doing and you are transparent with them.