Sinead Johnston is no stranger to change. Having worked at the University for almost 14 years, she’s seen significant transformations, from the evolution of our digital and innovation infrastructure to improvements in how we deliver student experience.
But the biggest evolution Sinead has experienced is within her own career. Today, Sinead leads a team of ten as a Change Practice lead, but her path leading here was not a vertical trajectory. Instead, she’s moved across roles, underscoring how professional growth at the University is about more than climbing the ladder.
It all starts with a simple question
"I started out in recruitment, back when there were just three of us," she says. "At the time, the University relied and spent heavily on external agencies for recruitment."
"The University began to recognise that the internal team could attract and hire great people, often just as well, if not better, than external agencies."
Eventually, the University adopted a recruitment model that internalised recruitment, improving efficiency and reducing costs. As a result, demand for recruitment services grew rapidly.
This change was a pivotal moment for Sinead – it sparked her interest in learning more about people, how they fit within the University’s complex environment, and how to optimise the talent our kaimahi bring to the table.
"One of the unique things about working in recruitment is that you are constantly exposed to roles across the organisation and I found myself drawn to those that focused on people and transformation," she says.
One day she reached out to the Change Practice Manager at the time and asked: "What does a Change Manager do?"
With that simple question and a mindset of curiosity, Sinead found herself seconded into the Change Practice team within the Business and Process Management Office (BPMO), within Organisational Performance and Improvement (OPI).
Growing as a leader
The transition from recruitment to change practice initially had a steep learning curve, but it was one that confirmed that Sinead finally found 'the right fit.'
Sinead’s secondment lasted six months. As she learnt the intricacies of her new role, she realised that she already had a degree of change management experience.
"In hindsight, rolling out a new internal service to professional staff was very much a change initiative and a successful one," she says.
When she was offered a permanent role as a change manager, Sinead brought forward the values that already cemented her career to her leadership practice.
"It’s always about the people. Empathy and the belief in the potential of others have consistently shaped how I work. I have always understood the importance of taking the time to understand people’s motivations and actively build trust."
Sinead credits the support of leaders, peers and colleagues she worked with at the University who had shown her that leadership is as much about vulnerability and adaptability as it is about strategy.
"This was my first formal people leadership role, and I’ll admit I was nervous at the start," admits Sinead. "But I have always been a firm believer that good leadership begins with being supportive and empathetic."
For me, it's about creating the space for people to flourish, play to their strengths and feel genuinely valued. I believe that when you treat people with kindness and respect, it builds trust and loyalty, ultimately creating a stronger team.
A team of like-minded individuals
For the uninitiated, the Change Practice team at the University works to support 'the people side of change.' The team works alongside project teams, leaders and other affected stakeholders (including students) to not only support teams impacted by change but also to ensure that change is embedded within their team. Originally, the team sat within the BPMO, but now they are a part of the Strategic Programme Office.
"Our role is to guide and support people through transition from the current state to the future state," explains Sinead. "We make sure that staff and students understand what’s changing, why it matters and how to move forward."
Sinead’s been leading the team for the past five years, and among the many things she has learnt the one thing that stands out is resilience.
"One of the things I admire most about the team is their ability to hold space for people during times of uncertainty, balancing empathy with action, which isn’t always easy," she says.
During these challenging periods, Sinead harnesses her team’s strengths by not only addressing roadblocks and fostering a culture of transparency, but also by ensuring the team maintain a healthy balance of humour and social connection.
"Every few months we will run an ‘emotional culture card deck’ session where each team member shares how they want and don’t want to feel at work."
Though simple, the exercise is an integral way to affirm the team’s culture and how they work with one another.
Curiosity leads the way
While Sinead’s leadership is anchored by manaakitanga, it was ultimately her curiosity that enabled her to foster high-quality relationships.
"For me, it's about creating the space for people to flourish, play to their strengths and feel genuinely valued. I believe that when you treat people with kindness and respect, it builds trust and loyalty, ultimately creating a stronger team."
For new kaimahi who are pursing further career growth at the University, Sinead encourages them to embrace curiosity.
"Be curious and open to paths you don’t expect," she says. "The University is a place where you can grow in many directions, not just upwards. Build relationships, take on projects that challenge you and enjoy."
– Shreta Rayan, Staff communications specialist