22.03.2026Pascal Morf, CAS in Leadership

Pascal Morf, 52, lives with his family in Belp and works as Head of Disaster Management at the Swiss Red Cross. He originally studied general history, business administration, and political science at the University of Zurich. Afterward, his career path took him from an assistantship at UZH to a position at a bank and a stint in journalism, eventually leading him to the ICRC (International Committee of the Red Cross). He spent three and a half years working in conflict zones such as Afghanistan, Rwanda, and Sudan, turning his passion into a career. For family reasons, he returned to Switzerland, where he has now been working for the Swiss Red Cross for over ten years, specifically in the Disaster Relief section of the International Department, where he manages disaster relief operations and projects.

A little over two years ago, as part of a promotion, Pascal Morf began planning his career progression from project management to management and leadership roles, as well as strategic development. During the CAS in Leadership program, which he completed while working full-time, he particularly appreciated how seamlessly the course material integrated into his daily work.

On the one hand, the greatest challenge is that humanitarian needs are increasing sharply. Around the world, climate-related natural disasters are becoming more frequent, often overlapping with conflicts—that is, man-made disasters—which frequently occur in contexts that are already fragile.

On the other hand, debates about international cooperation and budgetary issues are taking place in parallel, while at the same time the perspective on this cooperation is shifting. Nevertheless, the impression remains that more funds and resources would actually be needed to meet growing needs. The reality, however, is that fewer resources are available. Adapting strategy and budgets within this tension is incredibly challenging.

What remains are the small, everyday experiences on the ground—or “in the field,” as we say. I remember, for example, a moment in Kirovohrad, a city in central Ukraine, when a woman ran up to me to thank me. I find the resilience of the people directly affected very impressive. Or the local volunteers, who go to great lengths to help their fellow countrymen, even though they themselves have almost nothing. I’m also always deeply moved by the incredible hospitality of the local people. In general, it’s often the small, human interactions that are the most beautiful.

Of course, there are also many wonderful moments within the team or among the Swiss public when you realize that your efforts are appreciated. Most important, however, are the direct encounters with the people you’re trying to help.

I have a team that is highly motivated and has truly embraced the Red Cross’s vision. It is important to me to enable my team to successfully carry out its tasks—not as individuals or in silos, but together. We know and value one another, and we reflect together on how we can continue to grow as a team and what shared goals we are pursuing.

Although my fellow students came from completely different industries and backgrounds, we had a lot in common, because in many ways the Red Cross is comparable to a business—and so is my leadership role. You manage people and must adhere to processes and an organizational structure. I was amazed at how similar the processes were in areas such as finance, human resources, digitalization, and strategic development.

There are differences, for example, in terms of profit orientation. Unlike profit-driven companies, profit is not a priority for us. Furthermore, the decentralized structure of the Red Cross in Switzerland and the network-based collaboration with other Red Cross societies abroad do not allow for certain tools or management styles at all. There, forms of collaboration based on equality are primarily used. This is where I noticed the differences from other companies the most.  In any case, I was able to learn a great deal, both from my fellow students and from the instructors. The material covered was also applicable to my actual work situation.

In fact, I was even advised internally not to attend NGO-specific training. And I actually think it’s beneficial to confront those differences.

After years of working on major projects and assignments abroad—including in Ukraine and during the COVID-19 pandemic, when I led two large-scale projects—we concluded during employee feedback sessions that it would be beneficial for me to pursue further professional development. On the one hand, to contribute the knowledge I’ve gained so far to the teams and the company’s strategy; on the other hand, I also felt that it was a good time for me personally to transition from project management to line management.

Since the Red Cross relies heavily on transformational approaches and emphasizes human and visionary aspects, I was asked to focus on the topic of “leadership” rather than “management.”

I was particularly looking forward to the Change Management module, as we are currently going through such a process ourselves and often discuss the right balance between participation and decision-making. The module gave me the right vocabulary for this and the reassurance that other companies are grappling with similar issues. I found this very enriching and immediately applicable, because ultimately, it’s about taking colleagues on a shared journey.

I also gained a lot from the modules on Leadership and Leadership Communication, particularly regarding the transformative aspects. The approaches from Change Management and Crisis Competence could be directly applied to my work, for example in presentations or one-on-one meetings. This allowed me to better contextualize our existing pragmatic approach and provide valuable insights internally.

Overall, each module provided insights that I was able to easily incorporate into my daily work routine. The training didn’t feel like a break from my weekly routine; instead, it flowed seamlessly into my daily practice.

Yes, definitely. Since the Red Cross is a decentralized organization that uses many holacratic tools, the question always arises regarding processes: to what extent are they people-oriented or process-oriented? It became clear to me that other companies have fewer exceptions or a more consistent application of these tools, such as software. The Red Cross is very people-centered, and it helps to situate and classify the organization across the entire spectrum and to recognize that a company’s problems are also symptomatic of its specific organizational structure.

I really appreciated the flexibility and modular structure, the ability to balance work and family life, and how seamlessly it fit into my daily work routine—it didn’t feel like a foreign element in my workweek at all. For me, the structured presentation of the frameworks, the lively discussions and case studies, and the application within my own company came together to create a well-rounded and coherent learning experience. I found this structure to be very compelling.

Of course, there are still many topics I’d like to learn more about, but I can also educate myself on those on my own. At the same time, I can definitely see myself reassessing in one to three years whether I want to get even more involved or take further steps. Depending on my needs, there’s always the option to take additional modules. I’ll definitely keep that in mind for the coming years.

I found the experience very enriching. We came from a wide variety of industries, but we were all at a similar stage in our careers: many of us had completed our studies and already had several years of experience, either in operational roles or in specific technical fields. Many were at the point where they wanted to take on leadership responsibilities and were therefore engaging in deep self-reflection. Topics such as personal development, understanding one’s role, career planning, and time management played a major role.

Some of the conversations were very personal. Almost everyone faced similar challenges in balancing their studies, career, and personal life, and we also found many comparable strategies and solutions.

Of course, the extra workload and the commute from Bern to Zurich were time-consuming. It was a challenge for me to juggle everything, especially when the workload for delivering services was heavier. But fortunately, that was the exception.

I had suspected beforehand that the difference between the Red Cross and other, profit-oriented companies might be a challenge, but it wasn’t. Instead, I found the existing differences and the opportunity to learn from them to be enriching.

I am convinced that the CAS has helped me grow both personally and professionally and will continue to do so. On a personal level, I have learned a lot about myself: about how I communicate, how I position myself, where I stand after 15 years with the company, and how I fit into the bigger picture.

Professionally, I view the CAS as an important step on a path of development that I had already embarked upon before the program began. It was a central component of this process, which is now continuing. The next stages are still ahead of me and will take shape over time.

I am also certain that continuing education will remain an integral part of my career in the future. For me, professional development and continuous learning are inseparable. They bring added value to both the company and to me personally.

Yes, I would recommend it. It is particularly well-suited for professionals with some work experience who are about to take the next step toward greater (management) responsibility. The format works well for people who need to carefully balance their time between family and work but are still willing to make the most of the two-day modules.
I would also recommend that companies actively encourage their employees to take advantage of such continuing education opportunities.

(Find here more information on the CAS in Leadership.)

Text: Linda Betschart