“Often, there’s a real lack of clarity about where we are now. And it can be a very uncomfortable, painful set of truths that people don’t want to face. But to create progress, you need to face uncomfortable truths and understand where you’re starting from." - Natalie Field

In this episode, we’re joined by Natalie Field. Nat recently commenced as CEO of Informed Decisions and has accrued a wealth of portfolio leadership experience over the course of her career. Highlights include serving as the Chief Digital and Data Officer for BUPA Asia Pacific, Chief Technology Officer at Belong, and General Manager of the digital portfolio at Australia Post.

Nat is a customer-centric leader with 20 years of global experience in innovation, customer, product, digital, data, and technology. A catalyst for change, she has worked across multiple industries, including health, telecommunications, and services. She has a proven track record of leveraging digital, data, and technology to increase the impact of existing business models and unlock new growth opportunities.

She is recognized for her ability to work across organizational silos to create an ambitious vision and bring that vision to life in a way that creates customer and commercial growth while focusing on operational excellence.

Her passion for leadership and accessing excellence in others is combined with a fierce determination to exceed expectations.

During our conversation, Nat delves into the realities of leading large portfolios and navigating executive roles. She shares hard-won lessons about balancing quick wins with long-term vision, building outstanding leadership teams, tapping into their strengths, and using metrics to drive strategic outcomes. Through candid reflections, Nat offers valuable advice on creating clarity, building resilient teams, and managing the delicate balance between purpose and progress. Her approach to leadership is shaped by a clear focus on empathy, transparency, and aligning people with purpose.

In this episode, we cover:

• (00:00) Introduction
• (04:02) Where do you focus first when you take on a new portfolio?
• (10:15) Why try to bring the biggest naysayers closer?
• (13:46) How do you balance the tension between sustainable change and rapid results?
• (19:43) What role do you feel metrics play in strategy?
• (27:31) What about purpose?
• (35:58) What stereotypes did you have about the role of a CEO back when you didn’t have it?
• (43:03) What’s the secret to sustaining energy for the vision in the face of day-to-day reality as a leader?
• (46:58) How do you pick your advisors?
• (51:31) Can you provide an example of using a strengths finder to inform your leadership approach?

References:

• Good to Great - Jim Collins
• The Five Dysfunctions of a Team - Patrick Lencioni
• Reality is Broken - Jane McGonigal
• The Power of Full Engagement - Jim Loehr and Tony Schwartz
• Gallup StrengthsFinder