Sustainability director didn't let downsizing hold her back

Trina Innes, 45, is director of the Office of Sustainability at the University of Alberta, leading sustainability efforts on campus and within the school's curriculum and research. She has held the role for two years.

What's your background and education?

I have an undergraduate degree in geography from the University of Western Ontario and a master's of forestry from the University of New Brunswick. I was a professional forester in British Columbia for a number of years, and while I worked for the forest service, I got really excited about knowledge management and information technology. I ended up working for a startup non-profit called FORREX [Forum for Research and Extension in Natural Resources] The B.C. government loaned me to this organization for five years. It was there that this kernel of interest in education and outreach came to be.

How did you get to your position?

I did an MBA while I was with FORREX, and then the government downsized, so I had the choice to go back to government, stay with FORREX, or branch out. I started putting out feelers because I knew I had a broader skill set and I ended up landing a senior management position with Alberta Environment, running its education and outreach programs.

While I was there, the Office of Sustainability director position came across my desk, and it just stopped me in my tracks. It's a fantastic opportunity to work with an organization and enhance its performance in a tangible way.

What's the best part of your job?

I get to be a change maker in my organization. I get to meet people and spend my days thinking about how to inspire them, to mentor them or collaborate with them, and bring the sustainability vision to life on campus. I get to recognize people for what they accomplish and I get to challenge others to stretch themselves.

What's the worst part of your job?

Including students, we have about 55,000 people in our network. It's a very complex system. So figuring out where they are at, and getting them to work together is challenging. You can't help everywhere, all at once. ... Figuring out what to do can be challenging and tapping of your energy sometimes.

What are your strengths?

You have to have a real passion for the topic, that's the easy part, but you need to have a major stick-with-it kind of attitude. You're managing multiple projects, maybe divergent expectations, with many different people all at once. So you may have a plan but you need to be flexible and open to feedback as you go.

You're changing the status quo and you often meet with resistance. So being able to persevere through that resistance and be positive and open and still collaborative is really important.

What are your weaknesses?

Being a change maker can be lonely and scary. I find, as a weakness, I'm asking myself, "Is today the right day to ask these difficult questions of my superiors? Is now the time to risk my goal or my reputation on a particular issue?" It's easy to get disappointed when things don't move as fast as you like or they don't receive the attention or priority that you would like.

What was your best career move?

Seeing my industry do the downward spiral,my best move was recognizing that I have to take responsibility to be current and relevant. There was a deferred-salary leave program and I took 10 months off to volunteer in Kenya with Canadian Crossroads International, and in the Philippines with Rotary International. Just having that break gave me the opportunity not only to learn something new but to look back and realize that my learning and my development are my responsibility and you have to take advantage of the opportunities that are available to you as you go along.

What was your worst career move?

Very early on in my career I had a chance to work for a not-for-profit, science-based organization in England. I often wonder what would have changed had I taken that opportunity to do international work. The reason I didn't go was money. I ended up staying in an environment where creative energy wasn't really valued and appreciated, and I probably stayed there too long.

What's your next big job goal?

Given that early experience of not taking that overseas opportunity, I dream of working internationally. I'm a Canadian citizen but I also hold a European Union passport and I've never taken advantage of that. To work for an international business or agency that has diverse cultures – maybe in the area of corporate social responsibility, environmental management or micro-lending programs – that would be fascinating.

If I don't get to work there as a paid placement in my career, I envision retiring early and volunteering in those roles.

What's your best advice?

Pursue what interests you, not the dollar. If you just focus on the dollar, you are closing doors.

Also, make continuous learning and development part of who you are. By investing there, you also open doors that you might not otherwise have opened.

This interview has been edited and condensed.

Dianne Nice is The Globe and Mail's Careers & Workplace Web Editor.

If you know a Canadian executive with an interesting career, contact Globe Careers .