Adele Stowe-Lindner embodies a dynamic blend of strategic leadership and community dedication. As the Executive Director at the Institute of Community Directors Australia, Our Community, she navigates the intersection of nonprofit innovation and social enterprise with unwavering passion.
Adele’s journey is marked by a commitment to promoting governance excellence and empowering community leaders to thrive in a rapidly evolving landscape. Her leadership philosophy combines a profound understanding of market dynamics with a heartfelt dedication to enhancing societal impact, making her a transformative figure in the realm of nonprofit leadership.
A Journey from Nonprofits to Social Enterprise
Before joining ICDA at Our Community, Adele Stowe-Lindner’s career was deeply rooted in the nonprofit sector, spanning two decades across various fields including homelessness, refugee support, youth services, government benefits in a cancer setting, and educational disadvantage sectors. “I worked in London from 2000 to 2012, and since then, in Australia,” she recalls of her international experience.
Transitioning from scaling small organizations in the nonprofit sector to embracing the ‘business for good’ environment of social enterprise marked a pivotal shift in Adele’s career. “I was excited about the opportunity to take products to the market and get immediate feedback if they have the desired impact or not,” she reflects. Adele sees social enterprises as a bridge between the community and business sectors, integrating the best of both worlds. “Approximately a quarter of the income of the last charity I worked with was generated from a social enterprise-type part of the organization,” she explains, highlighting her belief in the potential of charities to thrive in the commercial world alongside working with philanthropy and government grants.
Adele’s passion for strong communities and their positive impact on society drove her career. “A sense of awe is important to me in my work,” Adele emphasizes. From witnessing the transformative power of a public garden built by homeless individuals to observing the impact of excursions and trips on school students facing hardship, Adele finds inspiration in these experiences. Today, at Our Community House, she continues to be inspired by the talent and drive of her colleagues in their personal lives and the challenging and beautiful artwork curated by Denis Moriarty, developing an environment conducive to innovation.
Through her journey, Adele remains dedicated to empowering community organizations and promoting social impact, embodying the values that drive ICDA’s mission of strengthening society one board at a time.
Fostering Growth, Embracing Collaboration, and Ensuring Longevity
Adele defines success through a lens that emphasizes collective growth, collaborative power, and lasting impact. For her, success in leadership and culture is reflected in the achievements of those around her. “Seeing the people around me ‘fly’,” she says, encapsulates this vision. Whether it involves directly coaching individuals or observing the progress of their direct reports, the key indicators of success are the development of confidence, knowledge, and skills that allow them to outgrow their roles or amplify their impact.
Adele also sees value in collaborative efforts with peers, believing that “close collaboration has the power to help me see the world differently and equally, and I think it can do the same for others.” In a business context, she finds success in scaling small organizations and products to become larger. She derives satisfaction from identifying themes. “Looking for patterns in products, in income streams, in customers and their changing or static behaviors, or in our environment” enables her to refine operations to become more streamlined, agile, and impactful.
Career-wise, Adele measures success by the sustainability and enduring impact of her contributions. “Knowing that the impact of what I have built is sustainable and will continue and thrive far beyond my presence in an organization,” she states, is the ultimate testament to her professional achievements.
A Decade of Leadership, Innovation, and Efficiency in Community Development
Our Community, founded 24 years ago by Denis Moriarty, aims to strengthen Australia by building stronger communities. As a parent brand to five social enterprises, it channels its thought leadership through the Institute of Community Directors Australia (ICDA), which celebrates its 10th anniversary in 2024.
ICDA’s mission is to enhance the not-for-profit sector’s efficiency and effectiveness. Adele emphasizes the importance of building knowledge, capacity, and connection among NFP leaders. “We work towards a stronger, more efficient, and more effective not-for-profit sector,” she notes. This commitment is reflected in the range of products and services ICDA offers, all designed to nurture ethical governance and leadership while keeping costs minimal to ensure accessibility.
ICDA tailors its training and products to meet the needs of the community sector. “We build training and products around what the community sector tells us they need most,” Adele explains. This includes providing a policy bank, news analysis, advocacy, and best practice training, enabling community leaders to focus on their visions and effect positive change.
Two years ago, all five enterprises at Our Community adopted a Four Day Work Week, aiming for 100 percent productivity in 80 percent of the hours at 100 percent pay. This bold move required over six months of preparation and a further year of experimentation. Adele led ICDA through this transformation by scrutinizing every process and assumption that shaped their culture. “People thought we were crazy!” she recalls. Leveraging the talents of their software developers, they automated processes and optimized meeting times to ensure efficiency and productivity.
In this way, ICDA continues to champion a stronger, more connected community sector, driven by innovative practices and a commitment to ethical leadership.
Streamlining Collaboration for Efficient, Diverse Leadership
Under Adele’s leadership, the Institute of Community Directors Australia (ICDA) operates with a focus on efficiency, collaboration, and diversity of thought. Adele believes that efficient use of time and productive collaboration are not contradictory. “I don’t like wasting time, yet I love collaboration,” she says.
At ICDA, this translates to frequent but short meetings. “We ensure everyone who needs to be in the room is there, but no one is there for no reason,” she explains. The team approaches meetings with clear objectives and remains open to course corrections if discussions veer off track.
Diversity of thought is incredibly important and a cornerstone of ICDA’s success. This belief encourages team members to speak up when they notice problems or errors, whether in their work or someone else’s. Kindness is paramount, so when challenges or support are voiced, it is done thoughtfully. “That way, we try and ensure that people’s quirks and differences are celebrated,” Adele notes. She warns against homogeneity, which she believes breeds business mistakes by creating glaring blind spots.
Clear expectations and boundaries are crucial for effective collaboration at ICDA. Adele insists that it’s really important that everyone understands what is expected of them, where their authority and boundary of work ends, and where someone else begins. “That way, when they collaborate, they are clear about what skills and resources they are bringing, and this avoids duplication and unnecessary communication so that conversation can be kept to the important stuff such as how can we double our reach, who are our customers, and most importantly, how did you get to the top of the footy tipping ladder!” she quips.
Through her leadership, Adele fosters a work environment that values efficient collaboration, embraces diversity, and maintains clear boundaries, all contributing to the organization’s success.
Navigating Leadership Challenges with Lessons in Change Management and Decision-Making
In her professional journey, Adele has encountered significant roadblocks that have shaped her leadership approach. One key challenge has been change management. “Early in my career, I faced that issue more times than I care to share,” she admits. In those days, Adele’s impatience led her to prioritize immediate fixes over sustainable change. She learned the hard way that any change, whether related to equipment, personnel, processes, or business focus, can evoke a sense of grief and loss in people.
Adele now values the importance of collaborative idea formulation. “Many of my best ideas are formulated in conversation with others,” she says. Although sometimes seen as a slow way to work, Adele finds it satisfying, inclusive, and impactful. Having the right people in the room during change formulation is crucial. These trusted individuals, who have the best intentions for the business at heart, embrace curiosity and reliably highlight problems that a leader might overlook.
Another significant challenge Adele faced was her tendency to say yes to everything. In a community-oriented sector with a strong volunteering culture, saying yes makes sense culturally but can be problematic for a leader. “It’s often very easy to say yes, and much more difficult to say no,” she notes. Leaders often say yes against their better judgment, knowing the context and with experience. Adele learned that doing a bit of everything or going down rabbit holes can prevent a business from succeeding as intended. Identifying what not to do is often as important as deciding what to pursue.
Through these challenges, Adele has developed a nuanced understanding of effective leadership, emphasizing sustainable change, collaborative decision-making, and strategic focus.
Leading by Example: Embracing Innovation in Work Culture
Adele considers the implementation of the Four Day Work Week (4DWW) at ICDA to be a significant achievement not just for ICDA but for organisations in the community sector and beyond. “This is a great example of leading the sector, our broader society, and demonstrating what is possible,” she reflects. The transition to a 4DWW was a significant change that encountered initial resistance but ultimately proved transformative.
“It required careful preparation and a deep understanding of our team’s needs and capabilities; it is naïve to think it can happen overnight,” Adele explains. Central to its success was fostering psychological safety, honesty, and bravery within the team. “We had to look under every rock and examine: is this the most lean and impactful way to work, or should we adapt it?” In order to make it sustainable, our community had to navigate dilemmas around HR systems, booking requests and how to cover a five day week with strong customer service. Achieving 100 percent productivity in 80 percent of the hours, while maintaining full pay, wasn’t just about efficiency; it aimed to enhance the quality of life for team members and showcase that innovative work structures can lead to exceptional outcomes. Since then, many organisations have approached ICDA and Our Community to seek guidance on implementation of the changes.
The 4DWW also sparked a shift in mindset. “The provocation of the 4DWW gave us the freedom to think differently,” Adele notes. It continues to catalyze maintaining freshness and creativity in developing new products. Leveraging technology to automate and support work processes allows ICDA team members to focus on their core strengths. Through the successful implementation of the 4DWW, Adele has not only transformed ICDA’s work culture but also set a benchmark for innovation and productivity in the sector.
Leading Through Challenges with Empowerment for the Next Generation
In reflecting on her experience as a woman in leadership, Adele shares insights on making a meaningful impact on the next generation. “ICDA works in governance and leadership, so I take my own board roles seriously,” she emphasizes. Across her career and board positions, Adele collaborates with visionary leaders driven by integrity and a commitment to positive impact, such as founder, Denis Moriarty, and colleagues across sister enterprises.
“While it’s not always easy to work on boards as a woman, knowing that those around me are motivated to do good and build community gives me confidence,” Adele reflects. She acknowledges a common challenge for women on boards: hesitation in speaking up, often due to concerns about representation. “A board president once told me,” she recalls, “‘You are not here to represent every woman or every person with your values, you are here to speak your mind and have a voice.'”
This advice resonates deeply with Adele, encouraging women in leadership across all industries to assert their perspectives confidently. Her approach underscores a commitment to nurturing inclusive leadership and empowering the next generation to embrace their voices and values in boardrooms and beyond.
Shaping the Future of the Community Sector
In outlining the future of the ICDA, Adele articulates a vision focused on strengthening Australia’s community sector. “Our vision is to build a stronger, more connected community sector,” she emphasizes. This involves continuing to deliver affordable training, provide best practice resources, advocate for the sector, and lead research to support innovation in the nonprofit and social enterprise sectors.
“At ICDA, we emphasize ethics in governance, fulfilling a crucial role in the ecosystem of community organizations,” Adele notes. With a foundation rooted in the community sector and robust business capacity, ICDA sets an example of professionalism that is accessible and approachable. “You can be professional without being stuffy,” she affirms, “and communicate in an accessible way.”
Looking ahead, Adele aims to empower community organizations to diversify their income streams and embrace commercial opportunities. “I want community organizations to feel confident playing with a commercial aspect to what they do,” she states, recognizing this as key to ensuring sustainability for many organizations in the sector.
Through these strategic initiatives, Adele and ICDA are paving the way for a resilient and innovative community sector, where professionalism and accessibility go hand in hand.
Balancing Strategy, Innovation, and Personal Rituals
In describing her typical workday, Adele reflects on her role as a leader and her personal motivations. “In one word, I would describe myself as a navigator,” she asserts, emphasizing her passion for challenging herself and others to find innovative solutions and embrace calculated risks.
Strategically, Adele focuses on understanding market dynamics and leveraging community strengths to enhance governance and leadership. “My day-to-day involves leading the team to design new products and refine existing offerings,” she explains, highlighting her interactions with subject matter experts across various domains crucial to ICDA’s operations.
As a connector between ICDA and its sister enterprises under the Our Community brand, Adele values collaboration and knowledge-sharing. “We benefit from the expertise held by other businesses,” she notes, underscoring the synergies that contribute to ICDA’s comprehensive approach.
Outside of work, Adele prioritizes balance through personal rituals and community engagement. “Ritual is very important to me,” she shares, highlighting her commitment to Friday night dinners with extended family and active involvement on multiple boards in her own community. Her passion for learning extends to her role as a dedicated book club member, where diverse perspectives enrich her understanding.
“Exercise is essential in my personal life,” Adele adds, noting swimming and yoga as key activities that inspire creativity and reflection. “In the quiet repetitiveness of these activities,” she reflects, “some of my best ideas are generated.” Through a blend of strategic leadership, personal commitment, and a balanced lifestyle, Adele exemplifies resilience and dedication in both professional and personal realms.
Conclusion
In the ever-evolving landscape of nonprofit leadership, Adele Stowe-Lindner stands as a beacon of innovation and integrity. Through her role at ICDA, she not only champions the advancement of governance and leadership but also cultivates a culture of collaboration and empowerment.
Adele’s strategic vision, coupled with her commitment to personal and professional balance, underscores her profound impact on strengthening communities across Australia. As she continues to navigate challenges and inspire change, Adele exemplifies the essence of leadership driven by purpose, passion, and a relentless pursuit of excellence.
Inspirational quotes that can be highlighted in the article:
“Effective leaders understand that close collaboration reshapes perspectives and inspires peers to see the world through a different lens.”
“As a leader, it’s important to challenge your team to discover innovative solutions, embrace calculated risks, and learn from failures openly and with a smile.”
“Success in leadership to me is about empowering others to outgrow their roles and amplify their impact.”
“Thriving in the community sector requires a passion for positive impact and the ability to scale small organisations into much larger forces for good.”
“The best ideas are often formulated in conversation with others, and though it may seem slow, it’s the most satisfying and impactful way to work.”
“Achieving 100% productivity in 80% of the hours while maintaining full pay wasn’t just about efficiency; it was about enhancing the quality of life for our team and proving that innovative work structures can lead to exceptional outcomes.”
