Meet Neil Hetherington, CEO of Daily Bread Food Bank, Canada’s largest food bank. Serving over 330,000 client visits per month through its network of more than 200 food banks and programs, Daily Bread is also a national leader in researching the causes and impacts of food insecurity. Over two decades of experience in the non-profit sector, Neil served as the CEO of Habitat for Humanity in Toronto and New York City for 16 years. Inspired by his grandfather, General Arnold Brown of The Salvation Army, Neil is deeply committed to building stronger, more equitable communities through compassionate and impactful service.
What was your first job and what did you learn from it?
My first job was as a College Pro Painter – I was too slow, and within a week, I was fired along with my best friend. Undeterred, we decided to start our own company, offering window cleaning, painting, and masonry services. It took a lot of work but it takes a lot of time for us to have a thriving business. With the profits of the business in hand, we travelled around the world where I was introduced to the power of the mission of Habitat for Humanity. Back in Canada I worked for a condominium developer Tridel building high rises.
While I enjoyed construction, I realized I wanted to do more than build for profit - I wanted my work to have purpose. At 25, the CEO position at Habitat for Humanity came up, they took a chance on me.
If you think back on leaders who inspired you in your career or leadership style, who were they and why were they inspiring?
First, there’s Millard Fuller, the founder of Habitat for Humanity. He gave away his fortune to pursue a mission filled life. Millard was a rare leader who had both extraordinary vision as well as the ability to execute. Second, my grandfather, General Arnold Brown the international leader of the Salvation Army. He raised its global profile and lived by the motto, “a heart to God and a hand to man,” driven by a deep motivation to alleviate the sting of poverty.
Then, there’s Ed Clark, former CEO of TD Bank. I met him at a Habitat for Humanity build Day and got to know him better over years of him patiently mentoring me. I have a lengthy word document called “Lunches with Ed” where I wrote down things he said over our times together. One of the many pieces of leadership wisdom that stayed with me, particularly during the pandemic was:
“As a leader, you have to row in the opposite direction of your team - when they’re calm, you need to stir things up. When they’re anxious, you need to be the voice of calm.”
When food had to get out and chaos loomed, I knew my role was to be the voice of calm as worked alongside our team.
What motivates you every day?
I am motivated by three things. A mission that is value-centric and rooted in justice. The people I get to work alongside every day; especially the volunteers. And the business challenge we are faced with as we respond to the critical issue of food insecurity. We have had to grow in every key performance indicator by several multiples in order to address the immediate need of 330,000 clients visits every month. That’s more than 1 in 10 Torontonians relying on our support. It’s the dedication, drive and smarts of our team that inspires me daily, as they work tirelessly to make a difference in the lives of so many.
What do you want to change in the world and why?
It was President Carter, who identified two major ills of the world: fundamentalism (of any kind) and the growing divide between the rich and the poor. If those two things are solved, we’ll be living in a much more just society. I want to work hard to see a City, and Country where everyone can thrive.
What is the purpose and vision of Daily Bread Food Bank? And how has being clear about your purpose and vision benefited you and your company?
Our vision is to end hunger in our city.
And the mission is clear on how we’ll make that happen. Together, we will collaborate with all to eliminate food insecurity, and advocate for solutions to end poverty. That means we feed the need now, and work with everyone to have systemic change. Staying laser-focused on our mission is important. Focus brings clarity that turns into results and impact. The art of strategy lies in saying “no”, and when you dilute your efforts, you become like water - losing strength and direction.
What one piece of advice would you give other CEOs and leaders regarding leading with purpose?
Be humble. If you want to get better at most any sport, you play with people better than you. Therefore, acknowledge that others, particularly every one of the people that report to you, are far better than you in their fields. Enjoy learning from them, relish in their successes as you acknowledge their impact.
What one question would you like to ask other purpose-led CEOs?
What is the best idea you've ever had in your life? Not the best decision you’ve made, but rather the best idea. Maybe you haven’t implemented it yet - but it still is a great idea.
One question from the CEO we interviewed before you, Melissa From, President & CEO, Calgary Food Bank.
What are your three best tips for working effectively with your board?
Board members are drawn to serve because of the mission, so it's important to:
Keep mission first and foremost: Ensure everyone understands both the short and long-term goals. The purpose of every board member is to contribute to the mission’s advancement, with a duty of care to the organization, not their personal stake.
Regular reporting: Provide regular updates on key developments, focusing on culture, strategy, and structure:
Culture: Foster an environment where you take the mission seriously, but not yourself. If there isn’t laughter at a Board meeting, that’s a challenge.
Strategy: Focus on priorities and have the discipline to say “no” when necessary.
Structure: Ensure clarity of the organization's framework, including the Board’s role.
Engage the Board: Be brief, brilliant, and gone. Keep the Board informed - no surprises, especially for the Chair. Provide weekly updates, even if informal. Create opportunities for Board members to connect with the leadership team. Long gone are the days be where communication is funnelled solely through the Chair and CEO to the Board and Staff respectively.
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