Suzannah Jessep - CEO, Asia New Zealand Foundation

I grew up in Golden Bay, on a 10-acre section, so my first jobs as a kid all related to helping around the house - like cutting and stacking firewood. At about 10 years old, my best friend and I started making friendship bracelets and selling them in her campground shop and my dad's pottery studio. I also made small pottery animals. We made what felt like a fortune (maximum $100) each summer!

I’ve done hundreds of jobs! But not all of them formal. I have worked as a cleaner and waitress through to a diplomat and now Chief Executive. One of the jobs I loved was working in the Abel Tasman National Park for four summers, while I saved money to go overseas. I loved being in the outdoors, and around so many different nationalities. Every job, even selling Turkish rugs in Istanbul, has been formative and an important part of my journey.

I wanted to be a diplomat from 12 years old and I have always loved international relations. My first job at the Ministry of Foreign Affairs and Trade was as a junior policy officer. I enjoyed being immersed in foreign policy and around talented people with lots more experience than I had. I started in Pacific Division, which was a great place to learn about a region fundamentally important to NZ and that shapes our outlook globally.

Through multiple MFAT rotations, I learned that wherever I served, the fundamentals didn't change. Different countries - same core challenges: keeping community, economy, environment and government in balance. And the same core leadership skills applied no matter where I was.

Working in so many different places and roles taught me that we're far more adaptable than we think, and there are many more similarities than differences between us. Serving as a Deputy High Commissioner twice also taught me what leaders need from their team, and has helped shape me as a leader.

MFAT was a fantastic entry point for the Asia New Zealand Foundation. While the Government and MFAT manage state-to-state relations, the Foundation provides the people-power, helping to grow New Zealanders' knowledge, confidence and connections to thrive in and across Asia.

I am passionate about New Zealand's place in the world, and all the amazing things New Zealanders bring to our international relations. We are a hugely diverse country, with skilled people, rich culture, and amazing young people. Our collective effort supports our democracy and freedom, and honours those who have served with distinction before us. Everything we do is a collective effort and I love seeing our people and country shine.

Being Head Girl gave me a taste of leadership at a high school level - and I think it was probably around then - at 17 - that I aspired to also be a Chief Executive (or Ambassador). I thought it was 50-50 I’d actually become one. Half of me imagined myself in leadership roles, and the other half yearned to travel the world and just see what happened. I've never been driven by career aspirations per se, but by ideas and people. In the end, my career combined all three (travel, ideas, people).

I knew from very early on at the Foundation I had found a new, amazing world of international relations, in a region I was passionate about, and I saw how impactful the work was. After a year or two as a Director, I started to think about how I could upskill myself for the CE role and spent the next four years effectively in training!

I am the youngest Chief Executive by perhaps a decade, and the first female permanently appointed in 30 years (other than my amazing, very experienced Deputy who has acted in the role several times). So I would say I am a non-traditional appointment...but on a traditional path.

When I first started, I think I thought I would become a new person in the role - but what I discovered is that you don't miraculously bloom overnight. It's hard work and you bring your old self into the role. But you learn to develop new muscles and to see things from a whole-of-organisation perspective. I learned we have an incredible team, and how critical top-notch financial management is. If your numbers aren't tidy, then neither is your organisation.

Big roles can eat you alive. They'll take every hour of the day, if you let them. From day one, I would have told myself to leave one day a week for no external meetings so that important organisational work doesn't creep into the evenings, and to hardwire self-care through regular exercise. I genuinely love my job and have done since day one - so I would have also said "you've got this - go for it!"

Build a community. Leadership roles can feel lonely. But in my experience, there are lots of amazing leaders who are more than willing to share their experience and offer a hand. Don't forget to ask for help when you need it. It's not 'weak leadership' - it's smart.

Think about leaders you admire and why. The skills and attributes they have, and why you admire them. If you can combine this with work you love, then you're totally on your way. Ultimately, whether you become a CEO or not becomes less relevant, because you'll be showing leadership in your field and hopefully finding satisfaction in it. Last thought: when you do get there, open doors for others! None of us do this alone.