What others see as messes, some see opportunities | David Agnew
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Don't be afraid to try something new.
What does it take to lead in systems that are complex, constrained, and constantly changing?
Daniel Atlin sits down with David Agnew, President of Seneca Polytechnic, whose career has spanned politics, finance, international development, and higher education. One common is stepping into organisations at moments of tension, transition, and uncertainty.
This conversation explores what leadership really looks like in public institutions, where the stakes are high, the problems are rarely neat, and the pressure to act is constant. It’s about navigating competing demands, making decisions you know will be unpopular, and holding steady in the storm.
Key insights:
1. Leadership is holding tension, not resolving it. Organisations want stability but reality demands change.
2. Not all “mess” is the same. It can be a transition, a leadership gap, or a system under pressure
3. Public institutions operate under different rules. Unlike businesses, they don’t choose their customers and can’t walk away from problems
4. Leadership is not a popularity contest. Leaders must make decisions without full agreement, withstand criticism, and accept not everyone will be satisfied
5. Inner sensemaking shapes outer action. Before decisions there is a process happening internally: What matters? What do I stand for? What am I willing to act on?
6. Time horizons matter. In many public systems today's decisions may not yield results for years. Leaders must think long-term but act in the present, and manage expectations in between
7. Careers and leadership journeys are rarely linear. Plans change, opportunities emerge, and growth often comes from stepping into the unknown
This episode is a reminder that leadership in messy systems isn’t about having the answers. What some people see as a mess, others see as meaningful work.
What does it take to lead in systems that are complex, constrained, and constantly changing?
Daniel Atlin sits down with David Agnew, President of Seneca Polytechnic, whose career has spanned politics, finance, international development, and higher education. One common is stepping into organisations at moments of tension, transition, and uncertainty.
This conversation explores what leadership really looks like in public institutions, where the stakes are high, the problems are rarely neat, and the pressure to act is constant. It’s about navigating competing demands, making decisions you know will be unpopular, and holding steady in the storm.
Key insights:
1. Leadership is holding tension, not resolving it. Organisations want stability but reality demands change.
2. Not all “mess” is the same. It can be a transition, a leadership gap, or a system under pressure
3. Public institutions operate under different rules. Unlike businesses, they don’t choose their customers and can’t walk away from problems
4. Leadership is not a popularity contest. Leaders must make decisions without full agreement, withstand criticism, and accept not everyone will be satisfied
5. Inner sensemaking shapes outer action. Before decisions there is a process happening internally: What matters? What do I stand for? What am I willing to act on?
6. Time horizons matter. In many public systems today's decisions may not yield results for years. Leaders must think long-term but act in the present, and manage expectations in between
7. Careers and leadership journeys are rarely linear. Plans change, opportunities emerge, and growth often comes from stepping into the unknown
This episode is a reminder that leadership in messy systems isn’t about having the answers. What some people see as a mess, others see as meaningful work.
Chapters
- 00:00 Introduction and career overview
- 02:01 Early government experience and economic crisis
- 06:07 Lessons from government and long-term planning
- 13:07 Public sector challenges and anti-tax mentality
- 19:01 COVID-19 vaccine mandate decisions
- 21:03 Political experience and thick skin
- 26:13 UNICEF and international development
- 32:19 Historical moments and individual impact
- 36:44 Polytechnic education and Canadian higher education
- 41:43 System collaboration and funding challenges
- 45:03 Recent funding and future challenges
- 48:46 AI impact and future of higher education
- 51:50 Career advice and networking
- 55:08 Final reflections on career flexibility
