Recently, I was interviewed by Devex, a media platform on global development, about how international NGOs working in developing countries can truly make themselves redundant – by planning and executing their own exit. Here’s a few excerpts from the full (paywalled) interview by Lisa Cornish. — It has been almost three months since the Humanitarian Institute announced itsRead more about In developing countries, how do we make foreign aid truly redundant?[…]
It’s been coming on 5 years of hard work from hundreds of volunteers, staff, supporters and advisors, to get a huge unaddressed issue – the lack of speech therapy in Cambodia, on the agenda. But this bit of recognition, from the Australian Government, is a significant stepping stone.
After close to a decade of working in developing countries, and founding an initiative in Cambodia, I realised I had fallen into a trap. I was perpetuating a myth: that change comes from the heroics of foreigners like myself. The reality couldn’t be further from the truth.
There’s a lot of career advice out there on how to get a job. But almost all this advice is on the basis of a false power dynamic: the employer has more power than the potential employee. But as an employee, why would you apply for a position where you’re going to be miserable? During the recruitment process, how can you spot a potentially poor workplace? Here’s 7 tips I’ve come up with.
5 years ago, I came to Cambodia knowing virtually nothing about the country. Now, I still maintain I know next to nothing. As I step back from leadership of OIC Cambodia, here’s 5 things that challenged my preconceived ideas of working in Cambodia.
After witnessing an incident of racism and misogyny in public, and mentioning it on Twitter, I was called an “ingrate” and told to leave Australia. But, surely nothing indicates a love of country more than a desire to improve it. Imagine a place where we listened to what people said, rather than where they had come from, or the type of surname they had. That’s a country worth aspiring to.
I leave OIC Cambodia in country in a far better state that I could have imagined. With structure, an exit strategy, and most importantly, the best possible people controlling its destiny. Our new leader, Chenda, is not “replacing Weh”. She is entering a new position, has her own style of leadership, and will do things her way. She has my full support from afar, to make decisions her way and guide the organisation in the way that she sees fit.
“I’m hoping everything will be brighter by April. Stay in touch.” Less than 2 months after sending me this message, Mark Colvin passed away. Mark taught me many things, but perhaps the most crucial was this: The world does not revolve around my desire to help others.
In 2013, I started OIC Cambodia . Now, I’m months away from handing over leadership.
Stepping back from OIC, the organisation I founded, will be bittersweet. But this move isn’t just necessary, it’s also crucial to our future success. Here’s why.
In the coming years, we’ll look back at 2016 fondly. It was a tough year, we fought hard, and made some mistakes too. But on balance, 2016 was a year when OIC Cambodia took huge steps towards no longer being no longer a baby. In 2016, we learnt to walk.