One of the sector’s best known leaders, Dillon took CIMSPA from last chance saloon to being an award-winning organisation. She talks to Kath Hudson about the gruelling early years

The biggest challenge of my career was taking over CIMSPA. Although I’m so glad I did, I’ve never felt so isolated as I did in those early days, when I spent many nights in hotel rooms with my head in my hands.

Since it was only a short secondment initially, I had felt there was no risk, but once I got involved I realised the enormity of the challenge and felt that if I didn’t make it work I would be a public failure.

The financial situation was precarious and there was an overwhelming amount of work, which we weren’t well enough resourced to do. Initially I was beset with self doubt and imposter syndrome, I felt paranoid, exposed and watched.

Securing finances
The first challenge was to secure the financial position. Funding was difficult, even though the industry had said it wanted a body to showcase the profession and standardise training.

When I approached Sport England, I was told I had no operational evidence, no money and no people and was asked why the sector wasn’t funding it. I argued the sector wasn’t awash with money and that CIMSPA needed a partner to prove a point.

Eventually, with a plan, they did give us some funding. I then went back to the sector to ask employers to match it, although they didn’t quite match it, we had enough support to get going. This was a pivotal moment; it showed willingness and collaboration from the sector.

Power of listening
I drew on my professional experience. Successful organisations listen, have a strong vision and recruit well, so I aimed to do just that. It helped that I had a healthy black book and felt solidarity from the industry. The change came when I realised I wasn’t having to check cashflow every single day.

When I took over we had less than 1,000 members, but after two years we had five times as many and the support of five or six important partners.

During this time I learned it’s really important to listen to your customers, as well as your instincts, and to hold your nerve through periods of change. CIMSPA had to match the ask of the sector, which meant we had to stay true to our mission and not pivot for an easy win. There were many temptations where changing course, or entering a partnership, would have been financially beneficial but it would have impacted our integrity.

The position of CEO is a big jump up from MD and I initially found it a lonely place, however, when I learned to reach out to sector friends, I found myself well supported.

Stop whinging
When I was battling for the Sport England funding I recall I did whinge a bit – moaning about other organisations which were funded – but a mentor told me to stop being a victim and work it out, which was the jolt I needed. I learned not to look for problems, but to focus on what’s going well and build on that. Be clear on the goal and keep making small steps forward.

The tough times were definitely worth it. I’m proud of the empowering culture we’ve created at CIMSPA, which is built on the foundations of equality, respect and teamwork. I implemented the policy of treating people like grown-ups – for example offering unlimited leave, having a realistic expenses policy and an open-minded approach to flexible working – and then handed the baton over to the employees.

This approach won us the Best Company award in The Times Top 100 Not for Profit category and I was voted in the top five CEOs. The organisation is making a difference, and we’re constantly striving to be the best we can be for the sector.

If anyone reading this has anything to say, I’m always listening.