Rachel Clift learned the value of self-reflection when she was a GB hockey international and competed at the Beijing Olympics. As CEO of the automotive charity Ben, she says self-awareness remains fundamental to the way she leads. She talks to Lynda Ennis, Co-founder and CEO of Ennis & Co Group.
You’ve had a unique career as a leader in automotive, having started in professional sport and healthcare. Tell me about your career path and how it played a part in your role today.
When I was thinking about my A levels, or even when considering university, I really wasn’t sure what I wanted to do. What I did know was that I didn’t want to go down the route of a generic degree, because then I would still face the same quandary afterwards of asking myself, ‘What do I actually want to do? So, for me, it was always about choosing something vocational.
At the time, I was already playing hockey and was part of the junior England and Great Britain setup. The one thing I was always very clear on was that, although I had aspirations to be an elite sportsperson and to go to an Olympic Games – which I ultimately did in Beijing in 2008 – I also wanted to continue with a professional career alongside it. I was very disciplined about that balance. I knew I might have to take time out for tournaments or training, but I was determined to study and work for as long as I could.
For my A levels, I chose psychology, biology, and physical education/sport science. Together, those subjects naturally pointed me towards physiotherapy, which requires knowledge of anatomy and physiology, psychology and a grounding in biology.
What I didn’t realise until I actually stepped into physiotherapy was how important the ability to build relationships would be. In that profession, trust is critical because patients need to feel comfortable with you very quicky. Often, it’s not so much about what you’re saying, but how you’re saying it, and how you are making that individual feel. That ability to connect became a key part of my practice.
I loved being a physiotherapist because I loved being a healthcare professional. There is something very rewarding about the compassionate side of the role and making a difference. I particularly enjoyed working in the NHS, where the multidisciplinary teamwork aligned really well with my background in team sport.
But I also knew there was something more. I was ambitious, though I didn’t yet know what that looked like. If someone had asked me back then if I wanted to be a Chief Executive, I wouldn’t have said yes. It wasn’t part of a master plan and, until I joined Ben, it wasn’t a defined ambition. What I did know was that I wanted to explore other opportunities.
That led me out of physiotherapy and into the world of welfare work. I was able to apply my health professional knowledge and broaden my expertise into workplace health and wellbeing – both physical and mental. Looking back, the way my career has evolved is that I’ve always been willing to take opportunities, even when I wasn’t the ‘perfect fit’. I would think, ‘I can learn this. I can do this.’ I knew I had the basics and strong soft skills to build upon.
I moved from the NHS into the private sector, taking on more senior roles, including Head of Health & Wellbeing Services at Ingeus UK. Eventually, I was headhunted by a competitor, PeoplePlus UK & NI. At first, I wasn’t sure because it was quite daunting, but sometimes you just have to face the fear and do it anyway. I knew it might not be the right long-term organisation for me but it offered something I lacked: real exposure to a highly commercial environment. It was also very different culturally as the business had been built through acquisitions rather than organic growth. That experience, combined with my earlier roles, gave me a unique skillset.
Later, I came across the Health & Wellbeing Director role at Ben. It appealed to me as, ultimately, I was a health and wellbeing expert. I had been a director, though not in this exact capacity, and this was an executive director role and a step up into senior leadership. The fact that it was within the automotive sector wasn’t the main driver. For me, it was about people – understanding their health and wellbeing challenges and tailoring support to them. I knew I could learn the sector-specific aspects.
I hadn’t worked in a charity before, either, so that was another new dimension. But actually, working for a charity is not as different as one might think. What is unique is the strong sense of purpose. You’re always working towards a mission that is deeply emotive and meaningful. That gives the work a different energy. Of course, every good organisation, commercial or otherwise, should build its strategy around purpose, but in charities it is truly at the core.
I’ve really enjoyed working in a charity environment. I’ve been able to bring all of my previous experience with me, while continuing to learn in this new context, including within the automotive sector.
How did you develop your leadership skills throughout your career? Did you take a structured approach, and did you go through any specific training courses?
I would say my leadership skills have been honed through a blend of experience – learning on the job – as well as formal training and conscious personal development. I have always tried to keep on top of my own growth, taking opportunities that felt relevant at different stages of my career.
A good example of this was when I realised I wanted to move towards a Chief Executive role. I put myself forward for an aspiring CEO programme and progressed through it quickly. That gave me formal exposure to what the role actually entailed but, just as importantly, I was also drawing on informal learning.
I’ve always had an innate growth mindset. For me, it’s about recognising that I may not know everything now, but I can learn it. I take responsibility for the areas I don’t know yet, and I’m comfortable with not always getting things right, as long as I learn from it. That resilience has been key in developing my leadership style.
The ‘relationships piece’ has also been critical. I’ve always sought to understand people – their motivations, what drives them – and that has been a real catalyst in how I adapt and evolve as a leader. Working with different people over the years has taught me to flex my style, and I’ve learned as much from others as I have from structured development.
Self-awareness has probably been the biggest factor. During the CEO recruitment process, for instance, I faced several ‘firsts’. I hadn’t applied externally for years, I hadn’t been an internal candidate before and of course, I hadn’t been a CEO. I knew I needed to be proactive, so I did a deep dive on myself, asking, ‘Who am I? What do I stand for? What are my values and beliefs?’ I needed to be clear on my own motivations, preferences, strengths and any gaps. That allowed me to approach the process with honesty, being upfront about what I could deliver in the role, and equally, what support I might need.
What do you see as the key leadership skills needed in a third-sector organisation supporting the automotive sector? How, if at all, do these differ from leading in the private or public sector?
I think the biggest difference between leading in the private sector, public sector and charities is really what you do with the surplus you make. For commercial organisations delivering a product or service, the challenge is being very clear about what you are offering and who you are selling to. That’s not massively different from us at Ben as a charity. We exist to serve people in the automotive sector – those who work in or have worked in the industry, and their families. We know that’s our purpose. But to reach those people, we also have to work with businesses and the wider automotive community, and there is a business benefit for them in engaging with us.
So, I don’t actually think the differences are as vast as people might imagine. What charities do have, though, is the ability to be more overtly emotive about the work we do and the impact we have. Unfortunately, people do come to us in very difficult circumstances – when something tragic has happened, or they’re going through a dark time with their health or wellbeing, often unexpectedly. We are there to support them through that. And because of the nature of the work, we can tell those stories, celebrate the positive outcomes and use them to build trust, sentiment and credibility. That is part of the armoury of a charity.
In a commercial organisation, you may still be delivering something very similar – a product or service that improves lives – but because it is paid for, the sentiment and perception can feel different. As leaders, I think the skill is to recognise that, whatever the sector, people are always at the heart of what you do. Whether it’s in business or in a charity, leadership is about creating clarity of purpose, building trust and ensuring people feel that what you deliver genuinely matters.
The automotive sector is evolving rapidly, creating a growing pool of people who may need support. How do you maintain focus as a leader in such a changing environment, and what techniques do you use to avoid feeling overwhelmed?
Right now, we’re going through a huge transformation at Ben. We have moved from a position of significant income shortfall, where we couldn’t sustain the level of demand, to suddenly having a strong financial position. With that, we now face the responsibility of making careful decisions about how to invest and spend wisely.
The challenge is unique. On the one hand, we need to grow demand and deliver impact now, but at the same time we must think long-term, ensuring that in 10 years’ time we are still sustainable and haven’t simply burned through the resources we have today. It’s about striking the balance between immediate impact and future security.
Internally, that also means managing a team that will grow over time, making sure people feel part of the journey and have clear direction. For me, clarity is essential – being transparent about where we’re heading, involving colleagues wherever possible and giving them a real voice. For example, we’re currently refreshing our organisational values, and I’ve asked colleagues to contribute their ideas on what Ben should stand for both internally and externally. Of course, there are also moments where I need to make the call myself and take accountability, but involving the team and creating that shared sense of ownership is key to keeping focus and building resilience.
How do you develop people in an environment of constant change? Do you take a ‘sink or swim’ approach, use structured development or target particular types of people?
If I am totally honest, I’m not 100% sure. I don’t think there is a single formula. For me, it starts with being deliberate in how I think through decisions and making sure I know the ‘why’ behind what I’m doing. That deliberate approach gives me confidence and clarity, and I try to role-model that for others. I’m also very open and transparent. I’ll admit when I don’t know something, and I will in turn bring in perspectives or support from others. I think showing that vulnerability is important in leadership.
A lot of it comes back to the ‘brilliant basics’. From my days as an athlete, I learned how vital it is to look after yourself physically and mentally – being active, getting proper rest and recovery, and making space for joy outside work. Without clarity of thought, it’s very hard to feel comfortable in your decisions or to guide others. So, I really do see self-care as part of leadership, particularly in a health and wellbeing charity.
It can be lonely as a Chief Executive, which is something I can accept, and I’ve made sure I’ve got the right support around me. For example, I work closely with my PA, who has the maturity and experience to act as a sounding board when I need to check my instincts. That gives me another perspective and helps me avoid operating in isolation.
For the wider organisation, I think clarity and inclusion are key. People need to understand the direction we’re heading in, feel part of the journey and know their role in it. I try to create an environment where colleagues feel involved in shaping the culture, while also recognising there are moments where I have to make the call and take accountability.
What skills will future third-sector organisation leaders need to acquire, and how would you advise them to do that?
I don’t think the fundamentals of leadership change dramatically. It’s always about moving with the times, being aware of the external landscape and making deliberate, well-judged decisions. But I do believe compassion will be even more important in the future. That doesn’t mean being a pushover; it means showing respect, humanity and recognising that younger generations expect a more accommodating, values-driven culture.
At the same time, leaders have a responsibility to help people build resilience. Organisations can do this through the way they design policies, procedures and awareness programmes – setting people up to be the best version of themselves, not just at work but in life.
Self-awareness is another critical skill. Leaders need to be candid about what they can and can’t deliver, open about their gaps, and willing to keep learning. For me, self-awareness became a real turning point in my career, though my time as an athlete had already taught me the value of constant feedback and reflection.
Finally, leaders should accept that they are ‘always on’. Balancing the internal responsibility of understanding how the organisation operates with the external demand of stakeholder engagement means there’s rarely an off switch. It requires sacrifice, but it’s vital to success in the third sector.
Looking back on your career in leadership, what’s one piece of advice you wish you’d received earlier on?
If I had to pick one, it would be about the importance of self-awareness. It hit me later in my career, but it has transformed how I lead. Understanding my own motivations, strength and blind spots – and being honest with others about them – has allowed me to make better decisions and build stronger relationships.
I’d also add a broader lesson about gratitude. I’ve had some very difficult personal experiences that have shaped who I am today and given me a deep appreciation for life. That sense of gratitude keeps me grounded, fuels compassion and ultimately makes me a better leader.
Who has inspired you during your career, and what impact did they have? How do you use this to inspire others?
I wouldn’t say there’s been one single person who has inspired me. Much of my inspiration comes from my background as an athlete. Sacrifice was part of the journey, and I’ve experienced that first-hand. I think that mindset of dedication and commitment is part of what prepares you for leadership roles.
My professional background in health has also inspired me to make a difference, to approach leadership with compassion and to focus on outcomes that truly matter. More broadly, I’d say my life experiences have shaped me. Being completely candid, I went through a very difficult personal relationship, and getting through that gave me a profound appreciation for life and what’s truly important.
My mum has also been a continuing source of inspiration. Even when she was ill, her resilience and care left a lasting impact on me. While she is unfortunately no longer with us, the memory of her reminds me daily of the importance of gratitude, empathy and perseverance – values I try to bring into my leadership and share with others.
