Dr. Christina Dukes Brown Of Boys & Girls Club of Paterson and Passaic: 5 Things I Wish Someone Told Me When I First Became A CEO
…Celebrate the small wins — they sustain you. In my early leadership years, I was always chasing the next big milestone. It wasn’t until I slowed down to acknowledge the everyday victories — the student who gained confidence, the team that solved a tough problem, the moment someone felt seen — that I realized how much joy and motivation are found in the small moments. They’re what keep you grounded when the big goals feel far away…
Dr. Christina Dukes Brown, Boys & Girls Club of Paterson and Passaic, is a visionary servant leader devoted to empowering communities through education, advocacy, and purpose-driven impact. With a proven record of securing millions in grants and cultivating transformative partnerships, she has elevated organizations to new heights of sustainability, innovation, and community engagement. Guided by compassion and strategy, Dr. Brown blends data-driven excellence with heartfelt leadership — championing growth, equity, and lasting change wherever she serves.
Thank you so much for joining us in this interview series! Before we dig in, our readers would like to get to know you a bit more. Can you tell us a bit about your “backstory”? What led you to this particular career path?
Absolutely — thank you for the warm welcome! My journey has always been rooted in service and the belief that education is one of the most powerful tools for transforming lives. From an early age, I was drawn to spaces that nurtured potential and built community, which is why I’ve dedicated my career to creating environments where children and families can thrive. Over the years, I’ve had the privilege of leading charter schools through critical milestones, building sustainable programs, and securing the resources needed to expand opportunity and impact. My path eventually came full circle when I joined the Boys & Girls Club of Paterson and Passaic — an organization that helped many of my peers and I in my own youth. Returning in a leadership capacity has been both humbling and inspiring, allowing me to give back to the very kind of community that first sparked my passion for servant leadership and social change.
Can you share the most interesting story that happened to you since you began leading your company?
One of the most memorable moments in my leadership journey was my very first Holiday Jam with the Club. I had this vision to completely reimagine the event — not just as a giveaway, but as a true celebration of community, joy, and connection. While the team was initially unsure of what I was trying to create, they trusted the process. The moment they walked into the transformed Paterson Club — filled with light, music, and families beaming with excitement — their faces said everything. The pride, surprise, and emotion in that room were unforgettable. It was in that moment I realized that leadership isn’t just about direction — it’s about belief. When I showed up fully for them, they began to believe not only in my vision, but in their own capacity to dream bigger. Since that day, our team has moved with a shared confidence and creativity that continues to inspire everything we do.
Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
Oh, I still laugh when I think about my very first leadership experience — it was equal parts comedy and chaos. I was serving as Director of College Placement and Performing Arts at a school in Washington, D.C., and in my eagerness to do it all, I scheduled a college tour the same week as final rehearsals for our winter musical. Most of the students on the trip were the leads! So there we were — kids rehearsing songs and lines on the bus to and from the university visit. The performance turned out well, but I learned one of the most valuable lessons of leadership: the power of saying no. At the time, I thought great leadership meant pleasing everyone — but I came to understand that true leadership is about discernment. It’s about balancing opportunity with purpose, making decisions that serve the greater good, and ensuring that — even when you can’t give everyone what they want — they still feel valued, respected, and seen
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?
I am extraordinarily blessed to come from a family that has been my greatest source of strength, wisdom, and inspiration. As the youngest of six — with a ten-year gap between me and my closest sibling — I grew up surrounded by mentors in my own home. Each of them poured something unique into me: my brothers taught me accountability and discernment; my sister and father showed me how to learn from mistakes without being defined by them; and my mother — my shero — taught me the truest meaning of compassion. She always said compassion means to suffer with — to stand beside someone in their storm, even when it’s uncomfortable or inconvenient. That lesson has shaped every part of my leadership journey. Whether guiding a team, supporting families, or leading an organization, I carry my family’s example with me as a reminder that real leadership begins with empathy, humility, and the courage to care deeply.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader?
One of the hardest decisions I’ve ever had to make as a leader involved someone I deeply believed in — a colleague I had mentored, supported, and helped rise through the ranks. She was exceptionally talented, meticulous, and could bring any plan to life with precision. But alongside those strengths were challenges in how she interacted with others, and despite feedback and opportunities for growth, her behavior ultimately crossed a line that required me to intervene. I had to make the painful choice not to advance her for a promotion I knew she wanted and, in truth, had the skills for. It broke my heart, but it taught me one of the most defining lessons of leadership: you can’t want someone’s redemption more than they do. True growth requires willingness, humility, and accountability — and as leaders, our duty is not just to nurture potential, but also to protect the integrity and well-being of the greater team. That moment reshaped how I lead — with courage, compassion, and a deeper understanding that love in leadership sometimes means making the hardest choice for the right reasons.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Most of our readers — in fact, most people — think they have a pretty good idea of what a CEO or executive does. But in just a few words can you explain what an executive does that is different from the responsibilities of the other leaders?
That’s such a thoughtful question — and one I love reflecting on. I believe what truly distinguishes an executive from other leaders is the balance between vision and stewardship. While many leaders focus on driving results within their specific areas, an executive must see the entire ecosystem — how every decision, every relationship, and every resource connects to the organization’s larger mission. CEOs, in particular, must possess the ability to create a balcony view of the organization — to see the big picture and anticipate what’s ahead — but also have the humility and heart to step down from that perch and do the dancing themselves. It’s that rhythm between strategy and service, between leading from above and engaging alongside your team, that defines authentic and effective executive leadership.
What are the “myths” that you would like to dispel about being a CEO or executive? Can you explain what you mean?
One of the biggest myths about being a CEO is that we’re supposed to be the all-knowing, all-doing, all-being force behind an organization — and that couldn’t be further from the truth. In reality, great CEOs aren’t the smartest person in the room; they’re the ones wise enough to fill the room with people who are. Our job isn’t to have every answer, but to create the conditions for brilliance to thrive — to select, retain, and inspire experts who bring the organization’s mission and vision to life. True leadership is about surrounding yourself with the best and brightest minds, empowering them to shine, and having the humility to know that collective genius — not individual power — is what drives extraordinary results.
What is the most striking difference between your actual job and how you thought the job would be?
Honestly — everything! I wish that weren’t true, but it absolutely is! (laughs) I quickly learned that leadership transitions come with surprises no one warns you about. Every outgoing leader believes the foundation they’ve built is rock solid… until the new leader walks in and realizes there’s a lot more work to do than expected. But that’s the beauty of it — special leaders don’t complain; we roll up our sleeves, dive in, and get to work. And we know, somewhere out there, another leader is probably saying the same thing about us — and that makes me smile!
Do you think everyone is cut out to be an executive? In your opinion, which specific traits increase the likelihood that a person will be a successful executive and what type of person should avoid aspiring to be an executive? Can you explain what you mean?
I don’t believe everyone is cut out to be an executive — and that’s perfectly okay. Leadership, especially at the executive level, requires a unique blend of courage, consistency, and conviction. In my experience, great leaders do four key things: they set high expectations, provide the necessary support to help others meet those expectations, monitor progress with integrity and accountability, and use data — not feelings — to evaluate outcomes and start the cycle again. If any part of that process feels uncomfortable, executive leadership might not be the right fit. Executives must be driven by the mission and vision, deeply attuned to what their teams need to succeed, and willing to make tough, fact-based decisions. It’s not about power — it’s about purpose, discipline, and the willingness to do the hard work of aligning people and systems to create lasting impact.
What advice would you give to other business leaders to help create a fantastic work culture? Can you share a story or an example?
My best advice for creating a fantastic work culture is simple: don’t rush to make friends — take the time to truly understand people. Study the team, observe the culture, and learn what makes it soar, what makes it stagnant, and what makes it shine. Once you do, build relationships grounded in professionalism and empathy. I’ve found that when you invest the time to genuinely know your people — their strengths, their struggles, and what motivates them — you gain what I call “empathy capital.” That investment pays off in the best ways: your affirmations become more meaningful, your feedback becomes more trusted, and your team feels seen and supported even when you’re challenging them to grow. It’s through that balance of care and accountability that cultures transform from good to truly great.
How have you used your success to make the world a better place?
I’ve always seen my success as a responsibility, not a reward. Everything I do — every role I take on, every initiative I lead — is rooted in my desire to help create a world where my daughter, and all children, can feel safe, seen, and valued. I live by a simple but powerful belief: the future we want for our own children is shaped by how fairly and compassionately we treat other people’s children. That principle has guided my career in education, advocacy, and leadership — and continues to inspire me to use my influence to build communities grounded in equity, opportunity, and love. So, I would proudly say Yes, I have made the world a better place.
What are your “5 Things I Wish Someone Told Me Before I Started” and why? (Please share a story or example for each.)
1 . Everyone won’t see your vision — and that’s okay. When I first stepped into executive leadership, I assumed that passion and purpose alone would get everyone on board. I quickly learned that vision takes time to communicate and even longer to build trust around. The key is patience — showing people the “why” through consistent action until they begin to see what you see.
2. Leadership can be lonely, but it doesn’t have to be isolating. There are moments when the weight of decisions feels heavy and the room feels quiet. Early on, I thought being strong meant carrying that weight alone. Now, I know that strength also looks like building a network of peers and mentors who remind you that vulnerability is part of the journey.
3. You can’t outwork misalignment. At one point, I tried to fix everything through sheer effort — long hours, endless meetings, constant planning. What I learned is that if people, purpose, and priorities aren’t aligned, no amount of work will move things forward. Real progress happens when the right people are in the right roles, moving toward the same goal.
4. Compassion and accountability must coexist. Earlier in my career, I thought being compassionate meant being lenient. Over time, I discovered that true compassion is holding people accountable because you care about their growth and the organization’s success. When empathy and accountability walk hand in hand, trust deepens and excellence follows.
5. Celebrate the small wins — they sustain you. In my early leadership years, I was always chasing the next big milestone. It wasn’t until I slowed down to acknowledge the everyday victories — the student who gained confidence, the team that solved a tough problem, the moment someone felt seen — that I realized how much joy and motivation are found in the small moments. They’re what keep you grounded when the big goals feel far away.
You are a person of great influence. If you could spread an idea that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can prompt. 🙂
If I could spread one idea that would bring the best to the greatest number of people, it would be the importance of servant leadership. I truly believe that leadership is not about titles, control, or prestige — it’s about service, sacrifice, and the courage to elevate others before yourself. Before anyone commits to leading, I wish they would take time to study both the heart and the strategy of leadership: the humility found in servant leadership, and the wisdom found in The Art of War and The 48 Laws of Power. Those lessons together teach that leading well requires both compassion and discernment — an open heart and a sharp mind. When leaders understand how to balance empathy with strategy, they create change that is not only powerful, but deeply humane.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
One of my favorite life lesson quotes is: “We do what we must, to do what we want.” To me, this has always been a guiding principle. Life often asks us to step into discomfort — to take on tasks we may not enjoy, make sacrifices, or push through challenges that feel inconvenient or difficult. But it’s through those very experiences that we grow, develop, and build the foundation for the life and impact we truly want to have. I’ve carried this lesson through my career and personal life, reminding myself that the sometimes-uncomfortable work I do today — whether leading a team, advocating for children, or building programs — creates the meaningful and lasting outcomes I hope for tomorrow.
We are very blessed that some of the biggest names in Business, VC funding, Sports, and Entertainment read this column. Is there a person in the world, or in the US whom you would love to have a private breakfast or lunch with, and why? They might see this. 🙂
If I had the opportunity for a private breakfast or lunch, I would be honored to meet Barack and Michelle Obama — and ideally host them at one of our clubhouses. I deeply admire the work President Obama began to empower mayors across the country, reminding us that true power lies first with citizens and then with the leaders they elect. I would love to explore ways to expand this initiative, particularly by partnering with state and district-level superintendents and school boards, to ensure that meaningful, tangible change reaches the students and communities who need it most. Their insight, vision, and commitment to civic empowerment would be invaluable in shaping initiatives that truly transform lives.
How can our readers further follow you online?
I’d love for your readers to connect and follow along with my work online! You can find me on LinkedIn as Dr. Christina Dukes Brown. I enjoy sharing insights, highlights from my leadership journey, and moments of inspiration, and I always welcome thoughtful conversation and connection.
Thank you so much for sharing these important insights. We wish you continued success and good health!
About The Interviewer: Susan Johnston is a Media Futurist, Columnist as well as Founder and Director at New Media Film Festival®. The New Media Film Festival® — honoring stories worth telling since 2009, is an Award-winning, inclusive, and boundary-pushing catalyst for storytelling and technology. Susan was knighted in Rome in 2017 for her work in Arts & Humanity.
Dr. Christina Dukes Brown Of Boys & Girls Club of Paterson and Passaic: 5 Things I Wish Someone… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.