Welcome to ValiantCEO Magazine’s exclusive interview with Anna Bowden, the visionary Chief Executive Officer (CEO) steering the helm at ICMEC Australia.
In this exclusive and insightful conversation, Anna unveils the intricate tapestry of her leadership journey, marked by resilience, purpose, and an unyielding commitment to combating the harrowing issue of child sexual exploitation.
At the forefront of ICMEC Australia, a not-for-profit organization driving impactful change, Anna is a beacon of inspiration in the realm of purpose-driven leadership.
As we delve into the interview, Anna candidly shares her experiences navigating challenges unique to a cause often evaded by societal discourse.
From the intricacies of marketing a cause that elicits discomfort to the delicate art of fundraising for a mission that rattles the core, Anna’s narrative unfolds with a poignant blend of personal anecdotes and statistical realities.
The interview not only provides a window into the complexities of addressing child exploitation but also showcases Anna’s commitment to humanizing the message and fostering open dialogue.
Join us on this illuminating journey as Anna Bowden reflects on her leadership philosophy, recounts pivotal moments of resilience, and imparts invaluable wisdom to fellow CEOs seeking purposeful navigation through the turbulent waters of crisis leadership.
Anna Bowden: My name is Anna Bowden and I am the chief executive officer (CEO) of ICMEC Australia, a not-for-profit that empowers governments, companies, and NGOs to increase their ability to detect, report and prosecute child sexual exploitation crimes.
I bring extensive experience in impact investing, philanthropy and impact strategy to my role as CEO, which I use to drive ICMEC Australia’s innovative, outcomes-focused programs. I am a passionate leader driven by my affinity for the vital work of countering child sexual exploitation.
ICMEC Australia is a not-for-profit that collaborates with companies (in particular financial services), governments and charities to detect, support, report, prosecute and prevent child sexual exploitation.
ICMEC Australia advocates for policies, laws, and interventions that better address issues relating to the proliferation of child sexual abuse material, online grooming, and live streaming that have emerged as enormous threats to children.
Founded in 2021 as part of ICMEC’s global community, ICMEC Australia works closely with financial crimes teams, NGOs, corporations, regulators and law enforcement partners to reduce and prevent harm to children.
Anna Bowden: One of the hardest things for our organization is promoting our cause and the work we do. Our mission is to apply data-led approaches to reduce and prevent child sexual abuse facilitated online.
Despite how horrifyingly common child abuse and exploitation is (1 in 4 Australian children are sexually exploited), this is an issue that the vast majority of people still want to avoid hearing or talking about. So how do you market work that people are actively trying to avoid? How do you fundraise for work that rattles people to their core?
We’re still navigating our way through this challenge, but one of the things that has really helped is humanising the message, and matching personal stories with the hard facts and statistics. For me personally, that’s meant being more vocal and outspoken about my experience of abuse as a child.
I like to think it helps people confront the issue if you can say, “this horrible thing happened to me, but I’m ok, I’ve got an amazing family now, and a fantastic career where I get to learn from incredible people and now get to help protect other children from harm.” I think it takes the edge off for people who feel it’s all too big and uncomfortable to talk about.
Anna Bowden: I once took a role that I knew in my gut from day one on the job wasn’t a fit for me. When I was interviewing for the role, it seemed really interesting and challenging.
As soon as I got in the door, I found out what I was really brought on to do there – and it just didn’t sit right. I tried everything I could to see if I could help the organisation, and do the job, but I just couldn’t make it fit.
I’ve always worked in the impact space, and am a firm believer that if you’re not the right person for the role, step away, and let the organisation find that person. So, within two months I was handing in my resignation.
It was an executive role, and I was managing a group of over 30. It had been a detailed recruitment process too, and I felt so guilty for having put the organisation through so much work to bring me in and onboard me, and now I was headed for the door.
There were, of course, also those pesky ego and shame issues. I’d quit my previous job, and now two months later I was unemployed and at home. But it forced me into a period of really deep reflection and research.
I read everything I could on the latest evidence and academic literature about social and environmental impact so I could upskill myself, but also take a much more careful approach to my next role.
I also had two very young children at the time, so I got flexibility to be with them and take stock of what I wanted to do in my career, and how to spend my time. It felt fairly ego-crushing at the time, but in so many ways it led me to where I am today. It was the crisis that I needed to reset and choose a new path.
Anna Bowden: I’m a very strong believer that people are motivated by a ‘why’. I’ve always worked in purpose-driven environments, from corporate responsibility to government social services to charities. So tapping into people’s why has been relatively easier, and very powerful. Resilience comes from reminding people (including myself) of why we’re here.
Right now, I know with full certainty that our work will save children from horrendous harm – it’s easier to be resilient in the face of extensive challenges in this sector, when your team has that front of mind.
For the same reason, that’s the key thing I Iook for when bringing in new team members: are they driven by a purpose? Sometimes, it’s not the particular social cause we’re working on, they might just have a tenacious commitment to help teams be more efficient, or build groundbreaking data products. I’ve seen so many times that the reality is, if they don’t have that drive, this industry will be really challenging for them.
We’re a not for profit – no one takes these roles because they think they’ll make lots of money or have a ‘dial-it-in’ job. This is social impact – it’s complex, messy, hard, and really frustrating at times, so purpose is key.
Anna Bowden: Honestly, I often have moments when my resilience dips right down. I’ve had my fair share of burnouts over the years, and moments of thinking “I’m out – I can’t keep doing this…”
But more and more, I know when I’m approaching those cliff edge moments, and I need to step away for a bit. Often, I’ll hit a wall and I know I need to take a day or two away to recuperate. Because I’m so personally committed to this work, and our mission to protect kids means so much to me, – big setbacks can be emotionally tough.
More generally, I’m a strong believer that action triggers action. You usually can’t think or pep talk yourself into being more resilient. More often than not I find it’s just… take the next step, do the next small thing that’s needed. That slowly builds momentum until you’re up and going again.
Anna Bowden: Exercise is key for me. I have a natural tendency to stress and anxiety, so I’m rigorous about training every morning. If I don’t, I really suffer through the rest of the day, and I’m a less pleasant person to be around!
I’m also a huge list writer and time blocker. So in a crisis, I’ll take a few minutes to write out everything that needs to be done so I can see the pieces, and then take it one tiny chunk at a time – then you can become a little more robotic, and a little less emotional – you’re just working your way through the steps.
Anna Bowden: Honesty and openness. I trust my team entirely, and when I can be, I’m open about the crisis. I’ll absolutely recognise that it’s not fun, and that it’s super frustrating we’re dealing with a particular situation. For better or worse, I wear my heart on my sleeve and prefer to take a more personal approach to crises.
Some of the most amazing moments of team building and bonding that I’ve ever seen have been in response to a crisis.
If everyone on the team continues to feel personally connected to each other, and the work, and you can be open and truthful that “this is uncomfortable, and it sucks, but we’re in it together” – usually the team will come together, and align themselves side by side, to face the battle.
Anna Bowden: I personally don’t believe really hierarchical and cut-throat cultures work. I know other CEOs who feel you need to really push people to perform, and dictate terms to the team. That doesn’t sit well with me.
I think being human and vulnerable is ok. In fact, it can lead to really great performance across the team. My team is fantastic and incredibly competent, but I also still like to get in the weeds and do grunt work alongside them all the time. I like to think it helps foster resilience when there’s less “what would you know about my challenges?” sentiment.
Anna Bowden: I relentlessly add buffer time to every known deadline we have. I’m sure it drives the more procrastination-inclined folks around me nuts!
Like many people, I’m even more rigorous about it now, because I have two young children at home. If a key report or presentation for a stakeholder is due on Friday, I’m getting it done a week before. Because there is always something urgent coming up in our particular line of work.
I also prioritise getting the absolute best talent to work with us. Our team is outstanding. We have leading experts who are known internationally for their work – so when there is a crisis (which is often) – the right minds are in the room to advise us on the path through.
Anna Bowden: One of my best bosses had spent decades working in the navy and military in very senior roles. He would say all the time, “things are never as bad, or as good, as they seem”.
It’s been one of those lessons that has continually proven true for me. When something seems awful, or game-changing-exciting now, I take a minute to temper myself with a little “we’ll see”
ICMEC Australia acknowledges Traditional Owners throughout Australia and their continuing connection to lands, waters and communities. We pay our respects to Aboriginal and Torres Strait Islanders, and Elders past and present.