Introduction and Context

1. Mrs Christa MUTH, you have over 40 years of experience on committees of organizations around the world and more than 20 years of involvement with the NGO Objectif Sciences International. You were also part of the group of people behind the creation of this governance certification program. What key lessons have you learned from these years in terms of governance and strategic leadership?

Christa MUTH:
I have come to understand that the kindness practiced at OSI is fundamental. This attitude allows most participants to stay on board most of the time, even when going through difficult moments. But the word “most” clearly indicates that it is neither exhaustive in terms of situations nor participants. We don’t always have everyone on board. Of course, we would like that to be the case, but some situations force us to negotiate, and some personalities are more challenging. The art of a leader and a manager is to know how to maneuver to align energies toward a common goal.

2. Governance is often perceived as an exercise of power. How does this certification program offer a renewed vision, with subtlety and kindness at the heart of leadership?

Christa MUTH:
If you’re stepping into the exercise of power, alarms should start ringing. If you’re driving a car and suddenly have to brake hard and steer sharply, it means you’re not in control of the journey. In management, this means energies are neither focused on the common goal nor aware of how to achieve it.
Ideally, each step should be a moment to celebrate both progress and the people who contributed. But if you constantly have to fight to get the team aligned with the objectives, you have to face the fact that something isn’t right. The issues could include:

• low commitment to the goals and objectives,
• lack of clarity in the chosen approach,
• interpersonal issues,
• power hunger among some participants ("I want to be the caliph instead of the caliph"),
• conflicting interests,
• unhealthy exercise of decision-making power,
• personal or cultural issues related to authority, whether exercised or experienced.

When you’re in a position of power and face these problems, it’s easy to feel hurt, which makes it harder to stay objective. Being aware of that, it may be better to seek external help—help that understands the stakes but remains neutral. It should offer an external, objective view of the situation—essentially, hold up a mirror for the person being helped.

A certification path should also be a personal development journey—learning who I am, understanding what I can do, and recognizing where I need help. And last but not least, becoming aware of what hurts me.
“Mature” leadership knows how to:

• listen,
• engage in discussion to revisit points that may not have been understood or integrated,
• accommodate situations based on participants’ personal needs—whenever possible,
• stay on course to achieve the end goals and objectives.

We all have different brains and were shaped by different socialization processes. That’s our richness, but also the root of many challenges. Learning how to balance the goat and the cabbage—that’s the challenge. Governance is not military command; it’s the art of staying on course while respecting shared principles.

Foundations of Subtle and Kind Leadership

3. Effective governance requires the ability to accept criticism without losing vision. What tools or approaches are taught in this program to cultivate this constructive openness?

Christa MUTH:
First, we must distinguish the focus of the criticism—is it about the goals or the methods to reach them? A military person might say there’s a difference between strategy and tactics. Once that’s clarified, we know what we’re discussing. That’s the first step toward agreement.

4. You emphasize the importance of being both humble and determined when exercising power. How does the program help participants find this delicate balance?

Christa MUTH:
First of all, nothing is done alone—others are our travel companions without whom the journey wouldn’t happen. Humility stems from this awareness. Arrogance comes from lone wolves convinced they need no one. But the service leadership provides to everyone is knowing how to stay on course and how to do it, understanding the methods and tools.
You don’t have to know everything technically—you can rely on specialists—but you must know how to motivate and lead the team.
We’ve seen female military leaders without military training be highly effective: Golda Meir in Israel, Viola Amherd in Switzerland. That’s real leadership.

5. In a constantly changing world, how does this program help define what is essential without falling into rigid conservatism or, on the contrary, excessive adaptation?

Christa MUTH:
Neither rigidity nor being blown by the wind. Strategic reflections are the responsibility of two bodies: the Executive Committee (COMEX) and the Management Committee (CODIR). COMEX is the executive body and CODIR links to field realities.
This structure, developed over the past five years, has matured and allows for “sharing.” The elevator between hierarchical levels, however, needs to operate more regularly.
Establishing rules and procedures, and maintaining their consistency, is part of the COMEX and CODIR’s “to-do list.”
In any case, our horizontal and vertical functioning ensures this topic will come up. Anyone can contact COMEX or CODIR directly to ask a question or make a proposal—and follow up if needed.

Challenges of Governance and Change

6. Today, organizations face trust crises and rapid transformations. How does this program equip leaders to navigate such turbulence while remaining anchored in a clear and inspiring vision?

Christa MUTH:
First and foremost, knowing how to distinguish between purposes and objectives gives us a “north” on the compass. What may change are the objectives or the methods to reach them—but the purposes remain stable. The tree loses its leaves, but new ones grow back in the spring.

7. One of the major challenges in governance is managing conflicts of interest and deep disagreements. What are the key lessons from the program for handling these situations with intelligence and kindness?

Christa MUTH:
It’s better to address divergences before they become conflicts. When well managed, differences improve the quality of solutions.
If conflict does break out, mediation can sometimes help. But if hostility sets in, a decision must be made. Parting ways with former allies is sad but sometimes necessary to preserve the collective.

8. “Red lines” are often mentioned in governance. How can these be defined without locking an organization into paralyzing rigidity?

Christa MUTH:
Beyond a red line lies the non-negotiable—core values.
Except in extraordinary circumstances, these lines must be respected. They can be questioned in a dialogue process, but not wielded as threats.
And if the room for action becomes too narrow, that’s a sign that political negotiation must be reopened.

Transmission and Impact of the Program

9. This program isn’t just for current leaders, but also for those aspiring to governance roles. How is it accessible and transformative even for those who don’t yet see themselves as leaders?

Christa MUTH:
Those who don’t yet feel ready will find observation and development tools. By observing, they can imagine how they would have reacted in a given situation.
When their turn comes, their decisions will be more natural and fluid.

10. What participant feedback has particularly stood out to you?

Christa MUTH:
I perceive OSI through my activity in the COMEX and the camp and Geneva Forum meetings.
What strikes me is the strength of identification and the density of skills: scientific, educational, and logistical.
In nearly half a century of experience, I’ve only seen this density in traveling theater troupes, where everyone contributes with passion and versatility.

11. To govern is also to pass on and train the next generation. How does this program prepare participants to become mentors and guides?

Christa MUTH:
This mentoring activity is part of the very substance of the participants. It’s in OSI’s DNA.
The internal training programs have become so robust that it would be relevant to give them an academic framework.

Conclusion and Call to Action

12. If you had to convince someone in one sentence to sign up for this program, what would you say?

Christa MUTH:
That’s a real challenge for me—too much history and emotion with OSI. But in one sentence:
“Try the adventure—you may succeed beyond your own expectations!”

13. How do you envision the evolution of governance practices in the coming decades?

Christa MUTH:
What never ceases to surprise me at OSI is its ability to combine the Sustainable Development Goals with entrepreneurial language.
The more OSI grows, the more economic complexity increases—but the discipline and resilience are remarkable.
The governance of the future will move in this direction: qualitative, responsible, and conscious.
Audit reports and standards from inspection bodies such as SGS already reinforce this trend toward governance based on quality rather than mere compliance.