Resource Centre for Women and Girls
A Case Study on an Intergenerational Transition Story
This case study explores how leadership transitioned internally and across generations, from Zeedah to Nyawira, at the Resource Centre for Women and Girls (RCWG) in Kenya.
Artwork courtesy Devi Leiper O'Malley
The Resource Centre for Women and Girls is a local feminist organisation that builds critical consciousness in girls through safe spaces, political power building and education. Zeedah conceptualised the Resource Centre in 2003-2004, formally registering it in 2007. The idea was sparked on a trip back home to Kenya from Europe in the early 2000s, to news of the HIV/AIDS epidemic killing unprecedented numbers of adolescent girls and young women. Zeedah began reflecting on why this was happening and what could be done to stop it:
“And that's how I decided, actually, the ones who need to be addressed are the girls. And then I started just asking the questions. Why are the girls dying? Why are they having unprotected sex? Who are they having sex with? And the questions that logically led me to saying that we need to bring girls together and educate them.”
The Resource Centre was set up to build girls’ leadership skills and support them as they negotiate different aspects of life that further marginalise them and prevent them from living full and equal lives. Nyawira joined as an assistant in 2009-2010 and participated in the programme. She was still in school herself, unfulfilled in her studies in accountancy and thinking of how to best move forward. Thus, she began a working relationship, friendship and mentorship with Zeedah, who eventually put Nyawira forward for the Africa Leadership Centre fellowship. This is one of the many ways Zeedah intentionally lifted Nyawira up during their work together, opening doors to spaces she would otherwise not have had access to. Being a participant in the programme helped Nyawira learn both sides of the work simultaneously. It also inspired her to switch to an undergraduate course in social sciences:
“Talking to each other and being in this space where I was learning about what they're doing, their dreams, their hopes and their ambitions, and just forming sisterhood bonds, you know, and conversation and friendships with a group of girls that I'd never met before. And I was sold instantly.”
Even early in the mentorship process, Zeedah was planning her transition, with Nyawira and another colleague in mind as future director or co-director. This early planning was the key to the smooth, incremental transition that took place in the time that followed. The plan was rooted in Zeedah’s core belief in girls’ and young women’s leadership abilities and the need for more seasoned activists and movement actors willing to support younger ones:
“I felt in my own journey that leadership does not just happen coincidentally… I've always felt the chance for women increases if we are intentionally brought to and taught leadership because we don't have the advantage of everyone thinking we're leaders the way that men usually do that.”
Zeedah also knew she could not, and did not want to, lead the Resource Centre for Women and Girls forever. As well as looking forward to rest and retirement, she wanted the centre to be led by a young woman and for her role to shift to that of a nurturing elder:
“I knew that I couldn't do it on my own. Secondly, I didn't want to… I prefer to support. You know, I'm very good at supporting and nurturing and pushing. It was a program for young women and girls, and I knew that at some point, young women are going to have to take this on."
In 2014-2015, as Nyawira continued with her studies, Zeedah formally invited her to take over the Directorship which she accepted. As part of the preparations for taking up this position, Zeedah encouraged Nyawira to pursue a Master’s degree, and Nyawira was invited to interview at the African Leadership Centre (ALC) for a scholarship, along with several others. Zeedah recused herself from the decision-making process, and Nyawira was overwhelmingly chosen as one of the fellows to pursue a Master’s degree at King’s College London. This led to Nyawira taking a gap year from the organisation. This proved to be a very well thought-out plan that increased Nyawira’s visibility, grew her network and built her confidence to make decisions and manage the team. It is important to note that the process was fully and transparently planned and budgeted for.
Zeedah, in turn, began to step back more:
“Nyawira was shadowing me, knowing everything I did. I included her in all the planning, the conversations. Quite honestly, she had a better oversight of our money and she had the same information. The only difference was that I was still the face of the organisation and there were still some partners who knew me. So I started including her in meetings, and saying, we go together, and it was very intentional from the time we had that conversation.”
Other practical steps to bring the team along for the journey included letting Nyawira chair team meetings, making it clear to the team she was in charge. She also brought her into partner meetings, all the while providing coaching and guidance. The preparation for a transition was built into the ways of working over several years:
“I'd just point out, like, what about this? And have you thought of this? And also let the team know Nyawira is in charge and I have her back. So if there was a conversation happening, I would be very intently conscious of supporting her argument.”
Increasingly, Nyawira was given more decision-making power, including on recruitment and to lead the annual girls retreats. This coincided with Zeedah taking personal time off to be with her sick partner. It was a special turning point for Nyawira, who felt a surge of confidence, realising she was indeed capable:
“The additional challenge, exciting challenge, if I may add, was for me to design a program and come up with a plan for facilitation. Knowing that I had to oversee this whole process, the safeguarding of all the girls, you know, that it lies with me, all the major decisions… that, for me, was where I felt that the beginning of this leadership is really starting to take form and shape is moving from theory to practice. After that, I felt really and truly inside me that I was ready.”
Importantly, Nyawira still had inner work to do. Her personal development, in terms of building confidence and power within, was still in development. The personal and professional were intertwined:
“Despite very early on, despite doing all these processes and practising leadership, when the question was posed to me, I still did not see myself as a leader, despite doing all the things that leaders within organisations do, you know? What remained was inner work—building that confidence and reaffirming myself.”
For Zeedah, the turning point was seeing Nyawira on stage representing the Resource Centre as its new leader:
“Seeing Nyawira on the stage in New York, talking about our work and our organisation with such competence and confidence, and sitting on the panel, I was like, this is the director of the Resource Centre for Women and Girls. She was holding that space fully as Nyawira, as the director and representing us, representing our organisation. It all fell into place, and I'm sitting in the audience, like, clapping, being so proud, and just feeling like, yes, yes, yes, yes, yes, yes! To be able to say, yes. This is the person who's running. This is the person in charge.”
With all the success, they both faced challenges. For Nyawira, she was navigating new power dynamics within the team as her role shifted from peer to Director, with new decision-making power and control over resources. She has reflected on walking the line between friend and colleague and what new boundaries she might need to put in place for socialising with her team. Zeedah was grappling with ensuring that Nyawira and the team had enough resources in place so that fundraising wouldn’t be their first priority. These challenges were surmountable given the incredible intentional work put into the transition by both leaders.
To give Nyawira space, Zeedah delayed joining the board after leaving. For the first time in her career, she was truly able to take proper rest. With no calls, she could finally switch off completely and indefinitely. This transition offers valuable lessons, particularly for intergenerational handovers where a younger leader takes the helm.
