Listening, learning and leading (together)

As we prepare to step down from our respective roles at Philea, Carola Carazzone (Vice-President), Christina Lambropoulou (Treasurer) and I recently came together to reflect upon our journey together. We do so with nothing less than deep gratitude, pride and hope. Gratitude for the trust placed in us during a time of profound transformation. Pride in what we have built together. And hope that those who step forward to take the torch will continue to carry the Philea spirit with courage, humility and vision.

Philea was born in extraordinary circumstances. The merger of Dafne and the EFC took place at the height of a global pandemic – a time when philanthropy was called upon to be at its best when so many were feeling at their worst. We were not just merging two distinct organisations; we were imagining what could be possible if we moved beyond our individual constituencies and dared to become more than the sum of our parts.

This required deep reflection, honest conversations and a willingness to let go of the status quo. And it was not always easy. There were moments of uncertainty, of discomfort and of doubt. But we held fast to a shared belief: that philanthropy has a vital role to play in co-shaping pluralistic, just and resilient societies that centre people and planet. And that Philea could be a powerful vehicle to help realise that vision.

Shared leadership

One of the most defining aspects of our journey has been the practice of shared leadership. We did not always agree – and nor is it essential that we should have – but we always listened. Like a microcosm of the myriad organisations in the philanthropy ecosystem, we brought different perspectives, experiences and styles to the table, and we learned to see that as a strength. Leadership, we discovered, is not about having all the answers. It’s about creating space for collective wisdom to emerge.

We worked as a team: the entire Board, the Executive, the Advisory Committee and the Nominations and Governance Committee. Each has its distinct role and respecting those boundaries while fostering collaboration was key. We found that when we were aligned in purpose and respectful in process that mountains suddenly were not unsurmountable.

Putting the collective above the individual

From the beginning, we were committed to prioritising the organisation’s interests above those of the individual. That meant leaving egos at the door and focusing on what was best for Philea and the wider philanthropic community. It meant making decisions not based on personal preferences or institutional interests, but on what would strengthen Philea’s ability to serve its members and advance its mission.

This mindset was especially important during difficult moments – like when we had to make the decision to increase membership fees. We did so only after careful analysis, serious dialogue with our members, and a shared understanding that financial resilience was essential for Philea’s long-term sustainability. It wasn’t easy, but it was necessary. And it was vital that it was done with integrity and transparency.

The five Ss: A framework for board leadership

Throughout our tenure, we embraced what we came to call the “Five Ss” approach to Board leadership:

Stretch: Challenging ourselves and the organisation to think bigger, act bolder and reach further

Stewardship: Holding fast to the mission and values of Philea with care and responsibility

Scrutiny: Not shying away from asking the hard questions, ensuring accountability and maintaining high standards

Strategy: Setting Philea’s course, making choices and aligning resources with purpose

Support: Remaining a constant source of encouragement, guidance and solidarity for the Executive and each other.

Knowing when to lean into each of these roles – and when to step back – was part of the art of governance. It required trust, humility and a shared commitment to the greater good.

Retreat, renew, recommit

There are moments that stand out in our journey, moments that shaped not just Philea, but us as leaders. Two retreats, where we could step back to look forward, were critical:

• In Moncalvo, where the Board, NGC and Executive came together in a spirit of openness and creativity, to take a 360-degree view of our combined capabilities and begin to chart the strategic direction of Philea. It was a turning point, a moment when vision met possibility.
• In Riga, where we took stock of our progress and reaffirmed that while our strategy was sound, we also saw opportunities to clarify our direction and become even more agile and strategic. It was a moment of renewal and recommitment.

And of course, the proof of the pudding is in the eating – the transition from Dafne and EFC to Philea – remains a defining chapter. It was a leap of faith, grounded in a belief that together we could do more, be more, and serve more effectively. That leap has paid off. Philea today is a vibrant, respected and forward-looking organisation, thanks to the collective efforts of so many.

A call to future leaders

And so to those considering stepping forward to serve on our Board: we welcome you with open hearts. You are not just taking on a role, you are becoming stewards of a vision, guardians of a spirit, and partners in a promise to make Philea all it can be.

We encourage you to embrace shared leadership. To listen deeply, speak honestly and act boldly. To put the organisation’s interests above those of the individual. To use the Five Ss as your compass. And to collaborate with the Executive the NGC, and the Advisory Committee with respect and clarity.

Philea is more than an organisation. It is a community. A movement. A force for good. Its strength lies in its people – in their diversity, their dedication and their belief in the power of philanthropy to make a difference.

As Carola, Christina and I step down, we do so with confidence in the future. Philea’s foundations are strong. The spirit is alive. And the journey continues.