Since assuming the role of interim CEO at the beginning of the year, Ms Zandstra has reflected on her leadership approach in the legal profession and the valuable insights she has gained from her experience in this new position.

Before being appointed to this role, she was the chief commercial officer for the company, which she attained for four years.

Earlier this month, Ms Zandstra was also appointed as the Asia-Pacific regional forum officer of the International Bar Association.

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What does it mean to show up for your staff?

To effectively support and “show up” for your staff member, Ms Zandstra emphasised the importance of understanding the kind of leader you aspire to be.

“To show up for staff, or anybody really, you have to know who you are and what you want that to look like, so you can show up authentically. If you don’t know that, then it can feel like a performance, both for yourself and also for others, and there’s no trust or connection built from something that feels fake or forced,” she stated.

Every leader will have their own approach in order to meet the needs of their team and company effectively.

For Ms Zandstra, it’s placing importance on being present for the team during good and difficult times. She also acknowledged the difficulties this commitment can entail.

“Each person will have their own value system that dictates what it means to show up. But for me, the most important thing about showing up is to be open and present, even when it is uncomfortable or even challenging. And to do what I say I am going to do, within the bounds of what is possible, and to be honest if I can’t.

“I don’t always manage this because it’s hard. If you notice that you don’t show up how you want to, it’s really important for that trust that you acknowledge your behaviour,” she said.

“Honesty, courage and curiosity about what is happening for people – at work and beyond (if appropriate) because we all have full lives that go beyond work, and sometimes it is simply not possible, nor is it realistic, that it doesn’t spillover from one to the other.”

Practical steps leaders can take to show up

To ensure you effectively “show up” for your staff, Ms Zandstra outlined practical steps leaders of all professions can adopt.

“I think it’s really important people have a voice. As a leader, it might mean holding back in a meeting until everyone else has spoken so that they don’t just follow your lead, or if you notice someone not speaking up but you think they have something valuable to add, encouraging them to do so,” Ms Zandstra commented.

“For me, it is incredibly important to acknowledge everyone has a life outside of work that is not completely separate to their life at work. We can’t pretend and shouldn’t pretend people don’t have these ties.

“With current events like Mardi Gras, Ramadan, and other religious celebrations around a time like Easter, these events play an important role in people’s lives and are an important part of who they are. Workplaces need to allow space for people to show how important these events are, if they want to, so that they can be their authentic self and be seen.”

Ms Zandstra provided real-life examples that exemplified how leaders can accommodate their staff’s needs and support them.

“An example of allowing space (working within what is possible for different business needs) is actions like adjusting working hours for those adhering to their faith’s fasting obligations. Acceptance and recognition help people show up; they don’t have to pretend they are not exhausted at 7pm from fasting, as an example. Real diversity and inclusivity start with people feeling like they belong and can be themselves,” she said.

“Another example would be the juggling of caring responsibilities and work, it is such a real challenge. As a solo co-parent, with ageing parents, I am living this experience, and it is hard. It is a huge burden juggling these responsibilities and trying to pretend that, at times, it feels like you are being pulled in every direction. You can end up feeling like you are not doing anything right.

“That feeling is something that we as individuals must take responsibility for, but workplaces which hold space for people to be real in this struggle, and support with flexibility where appropriate, can create a real sense of safety and trust.”

“Having flexibility and arrangements like WFH has really helped people, the flexibility and access to technology. Most organisations have embraced this, and importantly, it allows more and more people to be in the workforce or for those who may have otherwise been forced to make a decision to leave, stay.”

Is showing up the best pathway?

Ms Zandstra openly revealed tough encounters she had faced while working for other organisations and explained how she used those experiences in a positive way to shape her understanding of the leader she aspires to be for her staff.

“I have worked in organisations where there was not a sense of psychological safety, where there were low levels of trust, and it was horrible. It makes you stressed and anxious, and it is not something that I want any of our employees to feel.

“So, I think I have really learnt from experience what I do not want to be, and a culture I do not want to be part of. And on the flipside, I have experienced the exact opposite at the College of Law, and I have thrived. I have been able to be myself,” she stated.

She reflected on the importance of becoming an authentic leader by being “vulnerable” to a respectable extent.

“Not all leaders like the idea, but being vulnerable, to an extent you are comfortable, is crucial. It’s not about oversharing, but when you are able to show who you really are, you build trust.

“We are all perfectly imperfect humans doing the best we can. We all have the same insecurities that just show up differently, we all make mistakes, and we certainly don’t have all the answers all the time,” she said.

Challenges leaders face to be their best selves for their staff

As a leader, you’re required to oversee various individuals. However, Ms Zandstra emphasised the importance of also prioritising self-care and ensuring you show up for yourself.

“The most important thing as a leader is that you really need to know how to manage yourself and your energy. You can’t pour from an empty cup, and a lot of people will need a lot of things from you.

“In my role as acting CEO, a lot of people need things from me and usually need them right away. I also have a family at home who also need things right away. You really have to learn how you can manage all of that, which means learning how you need to show up for yourself. Understanding what it is you need so that you can give others what they need,” she said.

The excitement about the future leaders in law

As she reflected on what future leaders in the legal profession potentially could look like, she expressed her excitement towards organisations’ commitment to work towards inclusivity.

“I am part of the International Bar Association legal management committee, and there is an absolute commitment to this more inclusive approach, which is very different from when I started in law 25 years ago.

“Large organisations often have dedicated teams to help make this happen, there is a very strong commitment to closing the gender pay gap and to move towards parity at a partner level, and to have inclusive policies that move beyond diversity but help foster a sense of belonging. It is just so wonderful to see,” she commented.