I recently went one-on-one with Azzedine Downes, CEO of the International Fund for Animal Welfare (IFAW).
Adam: Thanks again for taking the time to share your advice. First things first, though, I am sure readers would love to learn more about you. How did you get here? What experiences, failures, setbacks, or challenges have been most instrumental to your growth?
Azzedine: I’d say the path that led me to IFAW – and how I approach problem-solving today – has been deeply shaped by the breadth and variety of experiences I have had beforehand across a range of organizations with different missions and work cultures. Each role, each challenge, added a layer to how I think and lead. One of the most defining aspects of my journey has been a willingness to try new things, even when the outcome was uncertain. My perception is that many leaders hesitate to try new things because they fear failure might limit their future opportunities. But I’ve never seen failure as something that closes doors. Instead, I’ve always viewed it as a natural and essential part of growth. That mindset has allowed me to pursue what I believe in, without letting fear dictate my path.
Adam: What are the best leadership lessons you have learned from leading a nonprofit organization?
Azzedine: One of the most valuable leadership lessons I’ve learned in the nonprofit sector is the power of patience, both in people and in process. Some challenges resolve themselves with time, while others demand long-term, thoughtful solutions. Knowing the difference is crucial. It has also taught me the importance of listening, not just to respond, but to truly understand. In this space, progress often hinges on relationships, trust, and the ability to hear what is not being said. Patience and deep listening have been two of the most essential tools in my leadership journey.
Adam: What are your best tips for fellow leaders of nonprofit organizations?
Azzedine: Be willing to stand in front of people who may be critical of you. It takes courage, but it is where true leadership begins. Too often, leaders attempt to control every outcome, every variable. But in the nonprofit world, chaos is part of the landscape. Learning to live with it and even lead through it isn’t a sign of weakness but rather a sign of strength. Letting go of the illusion of control can open the door to adaptability, creativity, and more authentic leadership. Control is not always a good leadership quality.
Adam: In your experience, what are the defining qualities of an effective leader? How can leaders and aspiring leaders take their leadership skills to the next level?
Azzedine: Tell the truth – always. One of the most defining qualities of an effective leader is the ability to be honest, especially when the truth is uncomfortable. A principle that has guided me throughout my career is to ‘always admit the obvious’. You cannot spin your way out of every situation, and trying to do so only erodes fundamental trust. Authenticity isn’t simply a nice-to-have; it’s an essential part of being effective. When you are real with people and you can identify what everyone else is thinking, you create a space for genuine connection and trust. My personal mantra is: If you don’t admit the obvious, someone else will do it for you. And when they do, you lose control of the narrative.
Adam: What are your three best tips applicable to entrepreneurs, executives, and civic leaders?
Azzedine: First, if you have an entrepreneurial spirit, expect failure. It’s not a matter of if, but when. And that’s not a bad thing, it’s part of the process. Second, take the time to truly understand why something didn’t work. There’s often more value in unpacking a failure than in celebrating a win. The insights you gain in those moments are some of the most powerful learning tools you’ll ever have. And third, don’t just acknowledge the fear of failure; normalize it. Most entrepreneurs, executives, and civic leaders who take real risks know failure is part of the journey. The difference is, they don’t let it surprise or stop them.
Adam: What is your best advice on building, leading, and managing teams?
Azzedine: Managing people is difficult, but it is a very important aspect of leadership. My best advice is to surround yourself with individuals who genuinely add value to the mission and believe in what you’re trying to achieve. If you find yourself spending more and more time managing systems or managing people who resist change, you’ll eventually stall. Leadership becomes reactive instead of strategic. Trust your gut. Build teams made up of people who not only have the organization’s best interests at heart but who also support you in being the most effective leader you can be. That alignment is everything.
Adam: What is the single best piece of advice you have ever received?
Azzedine: I would say the best advice I ever received was that ‘if you don’t have anything meaningful to say, remain quiet’.
Adam: What can anyone do to pay it forward?
Azzedine: Be generous with your time. Often, people aren’t looking for a job or a favor—they simply need encouragement, a moment of genuine connection. So, giving your time is a valuable gift you can offer. I honestly underestimated this early in my career. But over time, I’ve realized how powerful those small moments can be. People often tell me later on how much a conversation or a bit of encouragement meant to them. Before traveling to my next post in Jerusalem, I had a briefing with my manager, who said something that stuck with me. He said, “I’ve noticed you over the last couple of days, if you don’t have anything meaningful to say, you just remain quiet. That’s so unusual.” I thought, “Okay, I suppose that’s a good thing.” So, my advice is to never underestimate the impact you can have by simply being present, being a listener, and being generous with your time. This is especially true for those just starting out.
Adam: Is there anything else you would like to share?
Azzedine: One thing I’ve learned is the importance of becoming comfortable with silence. Most people find silence uncomfortable, especially during difficult conversations. But silence can be incredibly powerful. It creates space for honesty and reflection. When you’re honest and allow silence to exist, people often reveal things they wouldn’t have shared otherwise. It is essentially a learning opportunity for both sides. Becoming comfortable with silence is a skill because too often, discomfort leads us to fill the space with words, sometimes missing the deeper insight we could gain if we simply listened. I also want to share a thought about experience. There’s a movement today that suggests a lack of experience can equal a wealth of experience. I don’t think that’s true. Real success comes when we recognize the value of those who have a ‘deep well’ of experience. In many cultures, respect for elders and those who have been in a field for a long time is fundamental. Yet sometimes, younger generations want older generations to just step aside. While fresh ideas are important, dismissing experience risks losing the wisdom that comes with it. So, my advice is: Respect and value the experience of others and don’t throw the baby out with the bathwater. Listen deeply and find ways for generations to learn from each other. That is how we truly grow.
