“There is rarely a magic wand to solve all issues”

JL What was the most important lesson you learnt about leadership during the pandemic?

MM That you need to be nimble and plan for multiple scenarios at the same time.  At the European Cancer Organisation, we had already moved away from an event sponsorship business model to a year-round engagement model, but the pandemic has reinforced my view that the year-round model – with online and in-person events and engagement included – can be more secure.

JL What was the most challenging period for you during the pandemic and why?

MM The periods where I could not meet my team members face-to-face. I was also hiring new team members without actually meeting them.  Associations are a people business, not least in our responsibility to the team that we hire, and you pick up issues and have conversations in person that never happen naturally in a video call.

JL What were your daily coping mechanisms for workload/stress etc?

MM In many ways, I was extremely lucky to spend more time with my partner and dogs at our home by the sea.  One of my dogs, a 15-year-old shih tzu called Lola, has taken permanent residence under my desk at home, so she helps me remember there is more to life than only work!

JL When you look back on the last 20 months what makes you most proud?

MM I am proud that we have been able to launch our nine Focused Topic Networks during the pandemic – including a special Network which launched the Time To Act campaign on Covid and Cancer in 30 languages. In some ways, our Networks and advocacy work have benefitted from a wider range of voices from across all parts of Europe because of moving to virtual meetings.  Each of these Networks has a session at the European Cancer Summit which we are planning as a hybrid event, so hopefully many of us will be able to meet in person with the EU Health Commissioner, Stella Kyriakides.

JL What did you learn about your own leadership style?

MM I think of myself as a people person and facilitator, so initially I was very worried that remote working would make it difficult to establish new connections with people I’d never met.  It hasn’t been as bad as I thought and the mix of formal meetings, with additional informal conversations, including by phone, has definitely helped.

JL Did you make any changes to how you manage your team and, if so, what were they?

MM We are now working on a model of three-days per week office working, with a rota so different team members see each other at least once per week.  Some team members requested to work more regularly in the office, which we have been able to accommodate, but the balance between the two is working better than I would have expected before the pandemic.

JL What would you say to other leaders who are struggling in their role?

MM First of all, it’s normal to struggle during periods of disruption particularly when different members of our boards and volunteer leadership have different opinions and expectations. I believe it’s better to keep a focus on our mission as an organisation and being innovative and creative, rather than saying, 'we have always done it this way, so when can we get back to that?’' Above all, be kind to yourself as no one is an expert during a period like this, and there is rarely a magic wand to solve all issues.