The Accidental Executive: How I Stumbled into Top Management with Zero Experience 💼

As I mentioned in my previous blog post, my journey into tech leadership began unexpectedly when I became an IT director despite my lukewarm feelings about coding. Little did I know, that was just the beginning of my leadership adventure...

"Never Again"... Until Next Time 🙅‍♀️

After my stint as IT director, I made a solemn promise to myself: NO MORE LEADERSHIP POSITIONS. As an introvert, those endless meetings (especially the inefficient ones) had drained my energy reserves completely.

I was determined to focus on my grades and step back from organizational work.

Then came The Call. 📱

When No One Steps Up 🦗

The president reached out with an offer: would I consider becoming the external VP, overseeing business, publicity, publication, and IT divisions?

My initial response? A resounding "ABSOLUTELY NOT."

But then reality set in—nobody from my batch was willing to step up to management level. Nobody.

After much internal debate (and possibly a momentary lapse in judgment 😅), I agreed to give it a shot.

Business 101: Learning While Leading 📊

Here's the kicker: I had zero business background. Budgeting? Sponsorships? Finance? These were foreign concepts to me. And suddenly I was supposed to lead this division?

To make matters worse, nobody—yes, NOBODY—wanted to be the business director. Usually, we'd have 3-4 directors handling this division. I had zero applicants.

After countless conversations and gentle arm-twisting, I managed to convince two brave souls to step up. Just two. Eventually, I found myself managing two business directors and four directors from the PPIT (Publicity, Publication, and IT) division.

The Only Woman in TOPS 👑

Once again, I found myself as the only woman in a leadership team, with three male VPs and the president. Opinions frequently clashed, but somehow we managed to make it work.

Two Divisions, Two Leadership Styles 🔄

My approach to leadership varied dramatically between divisions:

The PPIT Division 🎨

With PPIT, I recognized that my directors had better technical skills than I did. My role was to:

• Provide clear guidance on objectives
• Observe their work and offer constructive feedback
• Pay close attention to every publication (not from mistrust, but to provide different perspectives)
• Step in when deadlines were missed, but still give directors room to lead their teams

The Business Division 💰

With my business team, I essentially became an unofficial "third director." I:

• Helped with housekeeping tasks
• Ensured everything stayed on track
• Made decisions based on intuition and logical reasoning

The Logical Decision-Maker 🧠

My primary goal was straightforward: don't go into financial deficit. For the previous three years, the organization had operated at a loss, using reserves to cover expenses.

When faced with tough choices, I considered all options and analyzed each one carefully:

• Merchandise not selling well? Switch from bulk pre-orders to just-in-time ordering.
• Big money opportunity during exam week versus smaller opportunity when everyone could participate? We chose the smaller one for fairness (though the marathon organizer saga is a story for another day! 🏃‍♀️).

My Leadership Philosophy 📝

If I had to distill my approach to leadership, it would be:

1. Listen without bias - Especially during conflicts, viewing situations from a third-party perspective helps find rational solutions.
2. Voice opinions honestly - Even when they might not be well-received.
3. Lead by example - Don't expect standards you aren't willing to meet yourself.
4. Be responsive and present - Creating security and trust means being available when your team needs you.
5. Set clear boundaries - No room for slackers!

The Blunt Truth-Teller 🔥

People called me fierce, and they weren't wrong. Within our leadership team, I was definitely the most blunt person. If someone proposed an idea that didn't make sense or had a high probability of failure, I would say so directly when others might remain silent.

This approach helped us maintain a certain standard and avoid implementing terrible plans with predictably poor outcomes.

Finding Balance ⚖️

My leadership style isn't for everyone. My bluntness can be off-putting to some. But I balance that directness with genuine care for my team members, always creating space for them to learn and grow.

The beauty of a leadership team is that different leaders bring different strengths. Together, we managed to set a new standard for a healthy, productive organization without drama.

The proof? Despite my fierce reputation, we developed strong bonds. The entire leadership team even took trips to JB and KL twice. ✈️ Through respect, open communication, and supportive relationships, we created a healthy, safe space that balanced friendship and professionalism.

Sometimes the most reluctant leaders end up making the biggest impact. And while I never planned to be in these positions, I'm grateful for the growth and connections they brought into my life. 🌱