LNZ Yearbook 2009 by mediaweb

2 0 0 9 Y e a r b o o k

Leadership New Zealand Trustees Jo Brosnahan – Executive Chair, Leadership New Zealand and Corporate Director Tony Nowell – Deputy Chair, Leadership New Zealand; Founding Director, Valadenz; Director, Collaborenz Limited Reg Birchfield – Publisher, RJMedia Lindsay Corban – Managing Director, Lindsay Corban and Associates Ltd

VISION Enriching New Zealand through active leadership in a connected community.

Maureen Crombie – Manager, Strategic Framework & Research, Waitakere City Council, (Alumnus 2006) Alumni representative from November 2009 Peter Kerridge – Director, Kerridge & Partners Ltd Frank Olsson – Corporate Director and Regional Manager NZ, FINSIA

MISSION Growing, celebrating and weaving together New Zealand’s leaders through conversation.

VALUES Courageous Generous of spirit Inclusive Acting with Integrity Innovative Apolitical Celebrating Diversity

LEADERSHIP NEW ZEALAND TRUST PO Box 5061, Wellesley Street, Auckland 1141 T: +64 9 309 3749 E: info@leadershipnz.co.nz W: www.leadershipnz.co.nz

Mark Otten – General Manager Finance, The Warehouse Rewi Spraggon – Kaiwhakarite, Waitakere City Council, (Alumnus 2005) Alumni representative until November 2009 Teresa Tepania-Ashton – Chief Executive, Te Runanga A Iwi O Ngapuhi (Alumnus 2006) Dr Morgan Williams – Principal, FutureSteps

Leadership New Zealand Advisory Trustees Tony Carter – Managing Director, Foodstuffs (Auckland) Ltd Rob Fenwick – Managing Director, Living Earth Jennifer Gill – Chief Executive, The ASB Community Trust Bob Harvey – Mayor, Waitakere City John Hinchcliff – Advisory Trustee, Leadership New Zealand David McGregor – Senior Partner, Bell Gully Ian MacRae – Managing Director, Hay Group Louise Marra – Director (Auckland), Ministry of Economic Development Bennett Medary – Chief Executive, Simpl

LEADERSHIP NEW ZEALAND STAFF

Tim Miles – Managing Director, PGG Wrightson

Jo Brosnahan – Executive Chair Adrienne Calder – Programme Director Megan Barclay – SkillsBank Director (Alumnus 2006) Vijaya Nory – Administrator Michelle Jurgens – Project Support

Graeme Nahkies – Director, Boardworks International

DISCLAIMER

Alumni Committee

The opinions expressed in this publication do not necessarily reflect the views of Leadership New Zealand, its members or the publishers. While every effort has been made to ensure the accuracy of the information, no responsibility can be accepted by the publisher for omissions, typographical or printer’s errors, inaccuracies or changes that may have taken place after publication. All rights reserved.

Rewi Spraggon (2005), Mike Davies (2005), Irene Durham (2005), Adrian Sole (2006), Cheryl Holloway (2006), Maureen Crombie (2006), Minnie Baragawanath (2007), Jodi Mitchell (2007), Cheryl Bowie (2007), Sina Moore (2008), Manu Keung (2008), Moi Becroft (2008)

Fran O’Sullivan – Journalist Sir Paul Reeves – Chancellor, AUT University Dr Jan White – Chief Executive, Accident Compensation Corporation

SkillsBank Advisory Board Karyn McLeod (2007), Irene Durham (2005), Irene Feldges (2008), Tim Hamilton (2008), Minnie Baragwanath (2007), Neville Pulman (2006), Megan Barclay (2006), Jo Brosnahan

Editorial Team Reg Birchfield, Jo Brosnahan, Michelle Jurgens, Gill Prentice

Chair's Foreword

009 has been a year of challenge for most organisations and families – and for our new Government. A year on, what had been predicted to be the greatest depression since the 1930s is feeling a little less threatening. However, there is a growing awareness that the world as we knew it will never be quite the same again. So what has changed? This is the century of transformation. With a forever-growing population and dwindling resources, we face a world of growing extremes. An aging population will require more healthcare and will be dependent upon fewer in the traditionally productive ages. The threats of climate change are becoming more real and there is growing pressure to confront the manner in which we deal with this. The e-world is changing our horizons and daily delivers new opportunities. There is an emerging awareness that endless consumption cannot continue and that we must change our paradigm of what success looks like. We are contemplating a future in which we will measure personal wealth in other than dollar terms. The not-for-profit sector faces particular challenges as the availability of funding diminishes, and demand for their services grows. New Zealand has fared better in the past year, and has greater opportunities for the future than most other western nations. The world needs food, and while we still suffer the tyranny of distance from world markets, we enjoy abundant water, resources, renewable energy, innovative people and an orientation towards the growing world markets of Asia. But maximisation of these opportunities requires talented leadership in many spheres and new relationships which cross traditional divides. Leadership New Zealand has an important role to play in this environment; developing leaders and generating conversations. It is through the conversations with the diversity of Leadership New Zealand speakers and participants that innovative thinking is generated. Each participant views life through a different lens, and each is able to challenge the other. And after the programme, through our SkillsBank programme, there is the opportunity to assist in building capability in not-for-profits. Despite the many challenges, it has been a year of advance for Leadership New Zealand. Most importantly, we extend a very special welcome to the 32 new graduates who have joined our Alumni. We now have 140 Alumni who will stay closely connected. This year was also important for the relaunch of SkillsBank. We have been involved with assisting a wide range of organisations where our Alumni are providing capability. SkillsBank in turn is supported by its own Alumni Advisory Board. The Alumni have their own active committee and have assisted in organising a very successful cafe conversation series, which supported the relaunch of the forum, and provided a precursor to a similar series to be run in 2010 in Auckland and other parts of New Zealand. The Alumni are Leadership New Zealand's future and are now actively involved in the executive activities of the Trust and on the Board. Rewi Spraggon, (Alumnus 2005), who was the first Alumni representative on the Board, retired from that position this year. Our thanks and good wishes are extended to Rewi, who remains an important part of the wider Leadership New Zealand whanau. And finally, on behalf of all the Leadership New Zealand family, I would like to congratulate those who have graduated this year. What a wonderful year you have had – but this is just the beginning. We look forward to you remaining as an integral part of Leadership New Zealand and wish you well as you follow your leadership journeys. In Rewi’s words: Ko te manu rerenga tawhiti He manu matatau whakakito Birds that travel long distances Understand the future... May your journey this year assist in revealing a rich and rewarding future. Jo Brosnahan Chairman

Contents

Yearbook 2009 Chair’s Foreword

George Riley Casting the New Net

The Year in Pictures

4, 6 8

Programme Overview Richard Faull World Leader in Brain Research

Alan Bollard Crisis Leadership

Mike Moore Saving Globalisation

Tony Nowell Leading on a Diet of Spaghetti and Alphabet Soup

Graduand Biographies The class of 2009

The Year in Pictures

Jennifer Gill Of Dangerous Winds and Broken Branches

Peter Kerridge 29 We Need Courageous Conversations Graeme Nahkies 30 The Purpose of Board Leadership Ian MacRae Enablement and Engagement

Eye on Alumni Mark Baker

Alumni Biographies

Leadership New Zealand Events 44 1

«««« Graduation Speech 2009

Casting

the new net

In his 2009 graduation speech, George Riley recounts the impact of the Leadership New Zealand journey.

hen offered the chance to participate in a professional development course with Leadership New Zealand, there was a strong sense of an open door to unexplored excitement, achievement possibilities and the impending risk by public exposure, a feeling of hanging over an abyss, the bottom far distant, like helicopter-induced vertigo. The challenge of accepting the mantle of leadership was well recognised but, actually having to would require a significant adjustment to accomplish. Weeks later some of that nervous apprehension returned driving up to the Parnell Rose Gardens, but soon evaporated with the arrival of an acquaintance. Check; on time. This must be the place. Leadership New Zealand 2009 was underway.

Te kauri i weherua he kai a te ahi... The split kauri is food for the fire. Meet the team and our team builders, suss the process, breathe through the nose, watch and learn. A burst of laughter and excitement erupts from table one. And table five, those people all dressed in black, no one saying anything, poker faces intent on observation. Perhaps… yes the extroverts and the introverts – the information purveyors contrasting with the information processors. So what of us here at table two? Some sort of middle group… probably the reasonable ones. An introduction of assurance and conglomeration.

Te kai a te Rangatira te reo... The food of leaders is talk. Day two and first up for our consumption a genuine international businessman, or a cow-cocky from Levin as he introduced himself. Tim Miles spoke of those moments when realisation of the task ahead is verbalised in short expletives. The times when a person makes a commitment that is more than audacious, a commitment to execute for the benefit of someone else, when you have no idea of a suitable strategy nor an executable plan and no one else to call. Twenty minutes talk, then questions and conversation. Followed by Pat Snedden and his definitive expression of real relationships – profoundly recognising the trust and confidence those you represent have placed in you. Then Mayor Bob Harvey, 2

all purpose and passion, but again a reference to personal cost. An acknowledgement that leadership has to come from you and it comes with pain. All well worth engaging with and by the end of the day some appreciation of the excellent value that participation in Pumanawa o Aotearoa could bring was revealed. Including the essential recognition that leadership style is a function of personality and for Maori rangatira as servants – the only role allowable amongst our hapu. Even for a person as hardwired as me [read ‘know all’] some new engravings were forming on the rocks in my head. From that time we, Leadership New Zealand 2009, have been fully engaged in this exercise and subjected to a string of aphorisms from people like Peter Cammock messing with our minds: “I woke in the middle of the broad avenue of my life…”; the implacable Maarten Weevers quoting Rutherford – “We are poor. We have to think.” Andrew Young from Starship cloaked in concern. Qemaji Murati cutting to our hearts. Ngahau Davis with homespun remedies from Moerewa. Mai Chen displaying intellectual horse

«««« Graduation Speech 2009

E nga mana, e nga reo, aku Rangatira tena koutou katoa. Ka pu te ruha, ka hao te Rangatahi… the old net is shot, the new net is cast. power, information management par excellence. A list of committed and ardent leaders: Diane Robertson; Di Grennell; Ella Henry; the assiduous professional with an All Black namesake, Ian MacRae; an ex-salmon farmer with a rock star name, Pete Townsend; Don Elder in jeans and sweatshirt; ‘Big’ Phil O’Reilly – all equally fantastic. Thoughtful presentations from Tony Carter, Lesley McTurk, Helen Anderson, Mark Solomon, Bryan Gould, Tim Mackle, Dr Alan Bollard and, surprisingly, the Right Honourable Lockwood Smith asked a most pertinent question about long-term career choices. A staggering list of stimulating and thought-provoking guests, a quality selection of speakers and motivators maintained across all sessions. And did they make us go flippy floppy! At one session we had diametrically opposed speakers for environmental management, first agreeing with Paul Callaghan and then swinging to the other end of the spectrum with Phil Tate. However, within the format there was no requirement to make a decision of preference. We were not tasked to judge or evaluate the content – just be at the table and feast on the quality of the conversations. A commendable programme; the best of 12 step plans.

Ruia taitea kia tu taikaha anake… Shake away the sapwood, only heartwood remains. In terms of measurement by audience reaction the most impact was undoubtedly an after-lunch session in Wellington. Following a mild presentation, Colin James engaged us all in an invigorating conversation, enraging our newfound sense of righteousness, shocking our complacency, and leaving his gift for advancing our advocacy. In terms of enjoyment – Jo Brosnahan was highly effective enthusing us, and next to her no one gave more of their time, a most precious gift, than Morgan Williams. Excuse me for not listing all of your contributions, but please accept this acknowledgement of your koha of time, learning and goodwill. As a colleague says: “inspire or expire”. And inspire is what each of you has done for all of us, no question about that.

He niho rei, he kauae paraoa... A whale’s tooth in a whale’s jaw. So what is the residual effect? Apart from falling into a swag

of new friendships, what has occurred in the past 12 months? What can our sponsors – many thanks for the vote of confidence – expect besides the normal currency of loyalty and service? Will we accept the roles thrust upon us and respond appropriately? What strikes us is that so many Kiwis are passionate about New Zealand and our communities – it’s all about connecting our people. If you think in terms of a report – this country has great potential. There are pockets of excellence everywhere – but there is a need to connect the dots to strengthen the bonds and for all to strive for the greatest outcome. As one person said: “If I summarise it all ... the time is now, no one is going to solve it for us, get off your chuff and do something. Or more positively, identify where your skills and experience can contribute to raise the latent energy, igniting passion for all to benefit from and do it.” In summary we recommend the continued development of dialogue amongst the most opposed and marginalised sections of our communities. The continued support for Megan and the Skills Bank team is guaranteed from this group. After all, the best strategy is worthless sitting on a shelf. Execution and implementation is critical. For me, and I presume the majority of you new associates, we are rewarded with a genuine book of rules, an expanded network, a new set of tools and a better chance to convert stumbling blocks into stepping stones.

Ma te whenua, ma te wahine ka mate ai nga tangata… For land and women men die. To paraphrase Sir James Henare: today is not nearly so important as what we will do tomorrow. That is why we, the class of Leadership New Zealand 2009, have committed to the formulation of conversations around the concept of a long-term, inter-generational strategic-planning exercise for our country. So we commend Leadership New Zealand for delivering us to this place, fostering a determination to make new space – whatever it is or will become. And finally the most important thanks are due to our partners, children, families, co-workers and workplaces for their unstinting support during this beginning of our adventure. 3

Class of 2009

“I have been privileged to participate in discussions that would rarely occur elsewhere, with a cross section of leaders who are passionate about New Zealand and the real issues that shape this country. I am inspired by the amazing people around me and have a great optimism for the future of New Zealand.” Lynette Adams “Deep within ourselves there is a small voice that tells us that while we are here, we are required to leave an imprint. What we dreamed mattered, what we thought was actioned and those we met were touched. Along with each of our personal journeys to date, the Leadership New Zealand programme provided a catalyst for greater change and potential in our communities. It deepened our commitment to not only our national identity but also to our global one. No longer are we part-time spectators on the field of life but players in the realm of possibility.” Juanita de Senna “I have been blessed to share 2009 with my Leadership New Zealand class colleagues. Presenters from across New Zealand’s leadership landscape, course leaders and fellow participants, each a leader in their own life and chosen career, shared of themselves for the wider benefit of all. It has been an amazing opportunity building friendships and networks that will endure.” Mark Dunlop

Class of 2009

“I have been unashamedly influenced by many of our speakers and by the locations we have visited. The greatest influence on me however, has come from my friends and colleagues with whom I have shared this journey. My greatest learning has been an appreciation of what it means to be a New Zealander and the inherent responsibilities that go with this understanding. “ Stephen Hollands “The Leadership New Zealand programme exposed me to some amazing people who opened my eyes to the issues affecting us locally and globally. At times it took me out of my comfort zone, but it also convinced me that good leadership must traverse boundaries, cultures, personality types, professions, beliefs and systems. I will take the skills I’ve learned to my marae, church, family, business, industry peers and anywhere else where I have influence. My biggest thanks must go to Sacha O’Dea and her family and Leadership New Zealand for this outstanding opportunity.” Iulia Leilua “To offer unsolicited advice is to presume that the person does not know or is unable to figure it out for themselves. Dreams are free, the challenge is to transform them into goals and then create a vision that with hard work will one day make them reality.” Richard Vialoux

Class of 2009

â&#x20AC;&#x153;I believe the Leadership New Zealand 2009 programme has facilitated positive and empowering relationships between the participants and programme coordinators. It has enhanced individual and collective responsibility for one another, our descendants, and our countryâ&#x20AC;&#x2122;s future. The immense quality of commentary from the speakers, along with the far-reaching insights of participants, has broadened my appreciation of the inspiring opportunities that Aotearoa New Zealand stimulates, notwithstanding location, demographic, and socio-economic challenges. I encourage people interested in quality debate and discourse about what our future holds to consider participation in the programme.â&#x20AC;? Tama Potaka

Class of 2009

“The Leadership New Zealand programme has produced many benefits to all involved, not the least of which is meeting a whole bunch of good solid people. The guest speakers have been inspiring and invigorating – thank you. To the 2009 cohort and associated staff, Adrienne and Jo et al, many thanks and congratulations for influencing this lucky person. Kia ora.” George Riley “This has been an amazing opportunity which has challenged and broadened my perspectives and I am truly grateful to have had the opportunity to take part.” Jacqui Cleland

The 2009 February – Exploring Leadership – Parnells on the Rose Garden, Auckland

The different faces of leadership; leadership and the community; characteristics of leadership; toolkit day. Tim Miles

Managing Director, PGG Wrightson

Pat Snedden

Author, Entrepreneur, Social Commentator

Bob Harvey

Mayor, Waitakere City Council

March – A Civil Society – Fo Guang Shan Buddhist Temple, Auckland

Elements of a civil society; ethics; community development; social entrepreneurism; poverty; human rights; diversity; refugee resettlement; family. Jennifer Gill

Chief Executive, The ASB Community Trust

Diane Robertson

Chief Executive/City Missioner, Auckland City Mission

Andrew Young

Chief Executive, Starship Foundation

Dr John Hinchcliff

Leadership New Zealand Advisory Trustee

Jenni Broom

National Manager, Client Services, RMS Refugee Resettlement

Qemajl Murati

Manager with Refugee Quota Branch, Immigration New Zealand

Gary Poole

Executive, Refugees as Survivors New Zealand

Tony Carter

Chief Executive, Foodstuffs (Auckland)

Jo Brosnahan

Executive Chair, Leadership New Zealand

April/MAY – Our People – Omarohe Marae, Northland

Our people – past, present and future challenges; the face of poverty in New Zealand; leadership journeys and lessons; tribes and cultures. Chris Farelly

Chief Executive, Manaia Health PHO

Noel Matthews

Chief Executive, Northable

Lance Kennedy

General Manager Operations, Te Runanga a-Iwi o Ngapuhi

Di Grennell

Executive Director, Amokura

Ella Henry

Senior Lecturer in Te Ara Poutama: Faculty of Maori Development at AUT

Debbie & Ngahau Davis

Joint General Managers, He Iwi Kotahi Tatou Trust

Colin Dale

Acting Chief Executive, Far North District Council

JUNE session 1 – 21st Century Governance – KPMG, Wellington

The changing role of the state; global trends of government; participation in decision making; and the citizen’s role in a democracy. Dr Lesley McTurk

Chief Executive, Housing New Zealand Corporation

Ian McRae

Managing Director, Hay Group

The Hon. Lockwood Smith

Speaker of the House

Dr Maarten Wevers

Chief Executive, Department of Prime Minister and Cabinet

Mai Chen

Partner, Chen Palmer, NZ Public Law Specialists

John Allen

Chief Executive, New Zealand Post

Colin James

Political Journalist and Analyst

June session 2 – Rural New Zealand – DairyNZ, Hamilton

The shape of rural New Zealand now and into the future; rural/urban partnerships; land and environmental management; export market challenges; tensions and sustainable practice in the meat and wool, wine and horticultural industries. Greg & Gerry Glover

Directors/Dairy Farmers, Drumlea Farm

Philip Gregan

Chief Executive, New Zealand Winegrowers

Dr Morgan Williams

Principal, FutureSteps

Dr Alan McDermott

Team Leader – Agribusiness Research, AgResearch

Sam Robinson

Chairman, AgResearch

Tim Mackle

Chief Executive, DairyNZ

Bryan Gould

Author & former Vice Chancellor, Waikato University

Programme Overview JULY/AUGUST – The Future of the NZ Economy – Chateau on the Park, Christchurch

Economic and business challenges; entrepreneurialism; Maori economic development; venture capital and investment; natural resources and energy; community and business partnerships. Dr Neil Gilbert

Environmental Manager, Antarctica New Zealand

Mark Solomon

Chairman/Kaiwhakahaere, Te Runanga o Ngai Tahu

Dr Peter Cammock

Author and MBA Director & Senior Lecturer in Organisational Leadership and Development, University of Canterbury

Margaret Jeffries

Chair, Project Lyttleton

Don Elder

Chief Executive, Solid Energy

Stuart McKenzie

General Partner, Endeavour Capital

SEPTEMBER – The Media and our Community – Maori Television, Auckland

Aspects of media; television, radio, social documentary; new media, and how media contributes to the community in New Zealand. Jim Mather

Chief Executive, Maori Television

Sina Moore

Former Chief Executive, Pacific Media Network

Bill Francis

General Manager Talk Programming, Radio Network

Anne Elder-Knight

Organisational Consultant

Qiujing Wong

Managing Director, Borderless

Sam Minchin

Online Service Delivery Manager, Auckland City Libraries

OCTOBER – Leadership and Innovation – Toi Whakaari: NZ Drama School and The Wellington Zoo, Wellington

Leadership in innovation; entrepreneurism; venture capital and risk; sustainability; science and technology; the arts; and, the innovation opportunities presented by the global economic situation. Dr Morgan Williams

Principal, FutureSteps

Dr Helen Anderson

Chief Executive, MoRST

Professor Paul Callaghan

Professor of Physical Sciences, School of Chemical & Physical Sciences, Victoria University

Nick Gerritsen

Principal, Crispstart

Phil O’Reilly

Chief Executive, Business New Zealand

Phil Tate

Strategy Manager, New Zealand Post

Dr Alan Bollard

Governor, Reserve Bank of New Zealand

NOVEMBER – New Zealand on the World Stage – Browns Bay Boating Club & Northridge Country Lodge, Auckland Our identity and place in the world – What this means for New Zealand leadership. Tony Nowell

Founding Director, Valadenz; Director, Collaborenz Limited

Sir Paul Reeves

Chancellor, AUT

Jonathan Ling

Chief Executive and Managing Director, Fletcher Building Ltd

Professor Richard Faull

Neuroscientist and Professor of Anatomy, Faculty of Medical & Health Sciences, The University of Auckland

Andrew Ferrier

Chief Executive, Fonterra

Sir Stephen Tindall

Founder & Director, The Warehouse Group Ltd

Helen Robinson

Managing Director, Markit Environmental Registry

Frank Olsson

Corporate Director and Regional Manager NZ, FINSIA

NOVEMBER – Graduation Party – New Zealand Maritime Museum, Auckland Rt Hon Sir Don McKinnon

Former Commonwealth Secretary-General

«««« PROGRAMME SPEAKER

Professor Richard Faull:

World leader in brain research

Two years ago, Professor Richard Faull was awarded New Zealand’s highest scientific honour, the Royal Society of New Zealand’s Rutherford Medal, for his contributions to brain research. His research that year (2007) provided the first evidence that the human brain can repair itself following disease or injury. His findings opened a new door to our understanding of the human brain and to new beneficial treatment and research. He talked with Leadership New Zealand Chair, Jo Brosnahan.

think, because of his outstanding reputation and mind, I expected a conversation with Dr Richard Faull to be a complex one. Instead, it was magical. Richard has a unique ability to distil the complex mysteries of the human brain into simple and clear stories, which he then tells with passion and energy. He also encourages and enables a diversity of thinking to create an innovative environment. These characteristics have enabled him to build up a significant and world-leading team at the Faculty of Medical and Health Sciences at Auckland University, where he has taught and researched for more than 30 years. Most recently, he established the university’s Centre for Brain Research, a unique collaboration between researchers, practitioners and community groups most affected by diseases of the brain. Brain diseases present New Zealand with an enormous challenge because of our aging population. The percentage of adults over 65 will increase from its current 10 percent to 25 percent by 2050. There will be 147,000, or two percent of us, with Alzheimer’s, a disease we have no cure for. “Brain diseases, including diseases such as Parkinson’s, are one

“We are climbing mountains which will one day lead to a cure and we are taking lots of people with us.’” of the last frontiers,” says Richard. “While we benefit from living longer, we are more likely to suffer from aging diseases affecting the brain. We therefore need to harness all of our energies in the most effective way possible.” Through Richard’s leadership, the new Centre for Brain Research is coordinating the 40 different research groups involved with the brain throughout the university and thereby maximising the benefits gained from research funding. It also recognises the importance of a partnership with those involved with the patients (the neurologists and others at the adjacent hospital) and extended this into the community – to the organisations and patients themselves through Parkinson Auckland, Alzheimers Auckland and similar organisations. “Through better linkages within the university, and through multi10

disciplined research, using the different disciplines of genetics, chemistry and so on, we get the students to think wider. By linking to the hospitals who are already involved in drug trials, we are advised of what they see in the hospitals, which in turn advises the research,” he adds. The neurologists at Auckland Hospital look after half the population. They deal, for example, with stroke victims from their catchment. Almost 8000 New Zealanders die of strokes each year. “The more you understand each case, and the more you understand from imagery where the stroke is, the more you can create a positive future for its victims. We always thought that the human brain could not cure itself. Now we know that this is wrong and that rehabilitation is very important. We have now found the presence of stem cells in the human brain and that we can make stem cells throughout life. We can stimulate them with exercise, or they will decrease with stress. So we need to care for patients, to stimulate them and create a positive environment, so that they can improve the brain and make a better life,” Richard explains. Researchers meet monthly with clinicians at Auckland Hospital; stimulating a new environment for more focused and targeted research. It is the unique partnership with the community that has enabled Richard’s team to become world leaders, despite their relative lack of funding. It all began when a family involved with the tragic Huntington’s Disease asked Richard if he would examine the brain of a family member to confirm the cause of death. From this came the concept of the New Zealand Neurological Foundation Human Brain Bank which now holds the brains of around 400 New Zealanders, most of whom suffered from some form of degenerative brain disease. The bank is used as the basis for a broad range of research, keeping families informed of new findings. “This is our edge,” Richard explains. “It could not be done anywhere else in the world. It enables us to provide tissues to leading world collaborators at Harvard, Cambridge and Oxford, and for them to share their research with us. Because of the generosity of the families, we do not need to have the dollars. As I say to the families and to the community groups: ‘You people took us down this path. We are climbing mountains which will one day lead to a cure and we are taking lots of people with us.’”

«««« PROGRAMME SPEAKER

The families have, over the years, felt that they have a real partnership as Richard captures all around him with his enthusiasm. “I am the eternal optimist,” he adds, “otherwise I would not be in this game. Whenever you do good – you do better.” So what background created this brilliant, but humble man who has had such an impact in his scientific field? What keeps him so connected with those around him, and what keeps him in New Zealand, when the financial rewards for such a prominent scientist would be much greater elsewhere? Richard grew up on a small farm in the Taranaki, in an area settled by his ancestors who arrived in New Plymouth by boat in 1841. His father, who suffered from poor health, built a general store. There, the family learned to serve the community and look after them. The Faull ethic held that the customer was there to be looked after. The seeds of serving the community were sown. Richard’s parents had no formal education, but were keen to ensure their children had every educational opportunity. Richard went to Otago University to study medicine and had his first contact with the brain. “What a wonderful organ,” he enthuses. He left university wanting to be a neurosurgeon, but decided to return to research and retrain. After graduating PhD at Auckland University, he won a Harkness Fellowship to further pursue brain research in the United States. He returned home to study rat brains. Then came the opportunity to study Huntington’s in human brains. There was, at this stage, no test for the gene that causes Huntington’s. Richard’s studies found many variations between cases, rather than the stated textbook expectation of predictability. He developed an innovative, unique and original research programme, which made a link between the disease, the individual and the family. “With the low level of funding in New Zealand, you have to do things in an interesting and magical way. I have taken the opportunities available to me,” he explains. Richard emphasises that his achievements have not been his alone. There is, he says, a highly capable team around him which is stimulated by the research it undertakes. His greatest pride was in showing that the human brain could make new brain cells and in pursuing the proof of that – despite scepticism from funders and other researchers. His team’s research reversed the existing dogma on the human brain and involved

around 10 years of work. The leaders in the field, the high-powered US laboratories, were irritated that New Zealand researchers had both proven and published this. Richard puts this down to Kiwi ingenuity – to always challenge and ask questions. The discovery was, he says, like opening a door to a whole new world of skyscrapers of opportunity. Reflecting on his leadership role, Richard thinks leadership is about empowering other people. In research publications, the student is always the first author, he adds. “Once you start thinking of yourself, you lose what life is all about. I always emphasise the importance of the team. Leadership is about facilitating and supporting those around you, being prepared to take the chance, never being prepared to accept the status quo. If you bring people together with different skills, it facilitates quicker changes. It is important to get on and do it. What works is enthusiasm, passion, eternal optimism (from my mother) and resilience. You must believe in yourself, even though sometimes you have enormous self doubt. It is essential that whenever you talk to someone, make sure they leave feeling better. Like Obama, ensure that you have a direction and make a decision, act on it, reassess it and change it if need be. Doubts are catching.” Richard thinks New Zealand research is underfunded, particularly compared with other countries. “It would be wonderful if we were better funded. We are an innovative nation and we have good ideas,” he reasons. “However, because we must economise we keep thinking fundamentally. As Ernest Rutherford stated: ‘We haven’t got the money so we have to think.’ In many walks of life New Zealanders solve a problem using simple concepts that are fundamental. We have lots of advantages, but ultimately we need to access increased funding. “As a nation, we have to understand and be prepared and able to take risk. We need dream money – the type of money that has enabled my team to put the Huntington gene into sheep.” Finally, Richard reflects on the importance of family and of having a family that believes in your dream. “You cannot do these things if you have an unstable life. The riskiest thing in life is choosing a partner. And children keep your mind open. Over the years you see them living the same values, and you know that you must have done something right.” There is no doubt that Professor Richard Faull has done something right – something for which the world must be grateful!

“Once you start thinking of yourself, you lose what life is all about. I always emphasise the importance of the team.”

«««« PROGRAMME SPEAKER

Crisis Leadership:

the learning has just begun

Reserve Bank Governor, Dr Allan Bollard, spoke to the eighth session of the Leadership New Zealand programme held in Wellington in October. He discusses the leadership lessons that must be learned as the world economy recovers.

eadership has been described as the ability to get others to follow willingly. The last few years demonstrated the power of leadership in the financial world, as it rose and fell on the US “subprime” housing market. Lenders and investment banks in the United States and beyond that contributed to the sub-prime housing boom and subsequent collapse no doubt had strong leaders, as new financial instruments proliferated, accompanied by new institutions and new financial markets. There were certainly plenty of followers. Central banks and other government authorities that have steered their economies through the subsequent credit crunch and economic recessions when the sub-prime market collapsed have also shown strong leadership. Markets are slowly recovering to normal and economies are starting to grow again. Clearly, leadership is a powerful tool, whether for good or ill. Leadership can be practised by individuals, by groups, even organisations and larger communities. It can be defined by various qualities. As the Reserve Bank has navigated through the financial crisis and its resolution, we have sought to provide leadership where we believed it was necessary, and will continue to do so. In doing so we are guided by a number of factors that support leadership. These include: • having a shared strategic vision that is focused on action and is clearly communicated; • a willingness to adapt to changing conditions; • a recognition of our responsibility and accountability; • an ability to pool experience so different ideas are shared and listened to; and • a consistency of approach in our policy actions. A shared strategic vision can be informed by wide consultation, but it will be known by a single-minded sense of direction that 12

all agree to follow. Achieving this is a challenge for organisations at the best of times. In the midst of an unexpected global crisis, it is harder. Timeframes are squashed, direction is uncertain, markets are highly sensitised and volatile, yet action is needed urgently. How is a shared vision arrived at in these circumstances? In the Reserve Bank’s case, we can look initially to our statute. The Reserve Bank of New Zealand Act charges us with responsibility for a wide swath of New Zealand’s financial system: monetary policy, financial stability, the soundness and efficiency of its financial system, and provision of currency. Unlike many of our overseas counterparts, we are a full-service central bank, and this has proved hugely important, allowing us to gather information under one roof about the New Zealand economy from many sources. These include our economic monitoring and business visits, our prudential monitoring of banks and other financial institutions, our financial market informants, our liquidity management operations, New Zealand’s payment and settlement systems, and the demand for our banknotes. We have been able to integrate our policy tools across monetary policy, financial stability, the financial system and prudential supervision. I receive advice from a number of internal committees within the Bank. During the crisis, a group comprising representatives of these committees was formed to advise on crisis developments and policy responses. This meant we could quickly share experience and specialist knowledge across the Bank, adapt quickly as conditions changed, and set a consistent approach to our various policy measures and communications. We coordinated a range of policy measures, including the fastest and furthest fall in the OCR on record, and ensuring banks could obtain funding by allowing them to borrow from the Reserve Bank, using a broader range of facilities and collateral. We also coordinated information across our normal boundaries with other government agencies. This was particularly critical when the Crown Deposit Guarantee Scheme was introduced, as it affected financial institutions which the Reserve Bank supervises, but was funded and administered by the Crown through its agent, the Treasury. This in no way compromises the Bank’s operational independence. We now think we are through the worst of the crisis. There is more evidence that a patchy recovery is underway, but the medium-term growth outlook remains weak. For growth to be sustained there is a need for improved competitiveness in the export sector and a continued recovery of household savings. The New Zealand financial system as a whole has shown some vulnerability, but has pulled through without too much damage. The challenge will be to learn from and adapt the wave of international regulation now underway.

«««« GUEST SPEAKER

Saving

Globalisation Former Prime Minister of New Zealand and former Director General of the World Trade Organisation, Mike Moore, spoke at this year’s Leadership Week Dinner. He writes about globalisation, the subject of his just released book, Saving Globalisation.

lobalisation has produced more wealth in the past 60 years than the rest of history put together. Hundreds of millions of people have been lifted out of extreme poverty but the worst results are in countries that are less globalised. A recession, even a depression, means deglobalisation and that will cost millions of people hope and opportunity. Deglobalisation is a real threat to security, peace and development. My new book, Saving Globalisation, makes the case that globalisation is not a policy, but a process that has been with us since man stood upright and looked over the horizon. The process cannot be stopped any more than man will stop thinking. However, it can be slowed, as it was in August 1914 – with the ensuing disastrous Fascist and Marxist detours that cost millions of lives. Both these ideologies, the twin tyrannies of last century, were tribal, protectionist and antidemocratic. They grew legs out of the great depression which was made deeper, more lethal and prolonged because of trade protectionism and competitive devaluations. The countries that have done best are those that have adopted democracy, freedom of religion and freedom from religion, a professional public service, independent courts, property rights, an active civil society and open trade. Open societies always deliver better results than closed ones. History tells us progress is hard won and the more you empower people, expand the franchise and increase social mobility, the better the results. Social justice is good economics. Tolerance and equality widens the economic base from which all win. The book examines history from the Greeks to the Geeks; it’s a magnificent story of progress. I examine what’s happening in China and India, because their reintegration into the global economy has changed the world. Ten years ago, China had no banks in the top 50 banks, now it has five, including the top three. We must reshape our international institutional architecture to face these challenges because they reflect the world as it was in 1945, not as it is in 2009. The current global economic crisis has emboldened reactionaries and dangerous “dreamers” everywhere. Globalisation faces new threats and if there is no social confidence, workers in rich countries will be seduced by reactionaries of the left and right. Tribalism and populist protectionist instincts remain. Countries with strong social programmes to assist in the painful process of adjustment have more understanding populations. Swed-

ish workers support an open society more than American workers do because they enjoy assistance in this permanent time of change. Those who support globalisation the most are people in the most marginalised places, Africa and the former soviet colonies. Competition is a cleansing agent that pushes aside crony phoney capitalists who, with politicians and bureaucrats, plunder the public purse. These people prosper because of their privileges and contacts. New entries into business find it more difficult, corruption corrodes hope and opportunity. Democracy; the ability of people to change their leadership peacefully, is both a huge economic plus and morally right. How do we maintain confidence in a system that has, in the main, worked? We have governments for a reason. Careful domestic poli-

“Democracy; the ability of people to change their leadership peacefully, is both a huge economic plus and morally right.” cies are necessary for progress to continue. Education is the way out of poverty. The cost of failing to develop human capital is now much higher than it was. In the US, the wage premium associated with a college degree has, in recent years, jumped from 30 to 70 percent. The graduate degree premium has soared from 50 to over 100 percent. Dropping out of school all but guarantees socio-economic failure. When I first entered politics I thought people didn’t expect much. They wanted someone to love, somewhere to live, somewhere to work, something to believe in and something to hope for. I still believe this, but I now believe that people need something to lose, something to leave behind. If people have nothing to lose they are vulnerable to the hymns of hate, diversions and divisions of the populists. The true nationalist is also an internationalist, no nation or individual can prosper without the cooperation of others. A world without walls is not a world without rules, standards and values. No country can have a clean environment, combat AIDs, run an airline or manage a tax system without the cooperation of others. It’s healthy that each of us now relies on the success of others to prosper. Perhaps we will move from an earlier age of coercion to a better age of cooperation. 13

«««« TRUSTEE’S MESSAGE

Leading on a diet of

spaghetti and alphabet soup

We live in an increasingly complex world. Solving local problems in a global context demands insightful, sensitive and committed leadership says Tony Nowell, deputy chair of Leadership New Zealand, one of this country’s representatives on the APEC Business Advisory Council (ABAC) and chair of the ABAC Liberalisation Working Group.

e live in a world of acronyms and confusing mumbo jumbo language – FTAs, RTAs, APEC, ABAC, PECC, the WTO, the DDA, the LWG and the SDWG, SOM1, SOM2, the OECD, NTMs and NTBs – and on and on and on it goes – multilaterals, bi-laterals, pluri-laterals and globalisation. Is this the language of economists and diplomats, or a critically important language of trade that needs to be better understood by everyone in our business communities? And is it really important to a small country of small to medium enterprises (SMEs) like New Zealand? You bet it is! The “spaghetti bowl phenomenon”, an explosion of trade deals (a legacy of the sclerotic world trade negotiations of the Doha round) is cited as a problem of free trade agreements (FTAs). But with Doha’s big deal sitting in a state of paralysis, and more than 54 different deals in place or being negotiated across the Asia Pacific region, it will take inspired leadership to untangle the spaghetti and deliver a palatable trade meal. As Ambassador Mateo of Mexico, chair of the WTO Services Committee, asked me recently: “Can we have some macaroni please?” International free trade is incredibly important to New Zealand. As a small and remote nation that derives a higher percentage of its gross domestic product from export trade than most other nations, we cannot expect to build a robust economy if we are not prepared to accept the logic of free trade and the free flow of goods across our border. New Zealand must live with the tyranny of distance, and the free flow of trade and people is an important mitigation. Leading with this message is often difficult however. International free trade is also incredibly important for leading recovery in a world that is suffering from the ravages of a global financial crisis. While a rising tendency towards protectionism is, in the circumstances, understandable, it will deliver the potential for damaging and far-reaching trade and investment distortions. The reality is, the global debt mountain must be reduced. The question is, who will pay? Obviously the global middle classes. And how will they pay? Productivity and economic efficiency are the only options. And how do we get global productivity and efficiency gains?

With free and open trade flows. Making this happen in a fraught and complex world requires strong and determined leadership. Formal diplomacy and the leadership of our senior bureaucrats and politicians is fundamentally important. Call this Track I. Equally important is the voice of business and the community at large. Call this Track II. Working and leading in this parallel Track II universe is, much of the time, what I do by representing our national and regional interests in what has become a global game. The integration of the global supply chain has been one of the outstanding phenomena of the past decade, greatly facilitated by the increasing freedom of world trade. The interconnectedness of today’s world, a world increasingly without borders, has driven immense benefits for the global consumer and global communities in terms of choice and affordability. Attempts to restrict the global supply and demand dynamic at the border, behind the border, or over the border, ultimately leads to clever but distorting solutions and workarounds. Strong Track I and Track II leadership will ensure there is no going back. In this leadership context, New Zealand is unquestionably viewed as an honest broker. Too small to threaten, respected for its honesty and forthrightness, we can legitimately take a global leadership position. We are seen as a friend of nations, a listener and consensus builder, and a driver of solutions. New Zealand currently chairs the World Trade Organisation’s (WTO) Agricultural Committee – where we seem to have a mortgage on the role – and also chairs the APEC Business Advisory Council’s Liberalisation Working Group. We lead effectively from behind the scenes and by flying below the radar. Strong and effective leadership does not always demand the visible projection of ego or vested interest.

Strong and effective leadership does not always demand the visible projection of ego or vested interest.

Effectively leading and working within a community of nations demands subtle cross-cultural understanding, the insightful appreciation of vested interests, and the realisation that all politics are local. It demands that we see the world as others see it, and that we understand the important differences between universal values and our personal or national values. Leading within a community of nations also demands standing up to be counted. We live in difficult and challenging times, but we can be blown by the wind or we can be the wind. Taking charge of our own destiny means making the hard decisions and adding a strong voice to the debate. This is seldom easy and you cannot be everyone’s friend. However, the damage of indecision and dishonesty is invidious. The critical future issues of food security (the next global crisis), climate change and energy security demand global solutions and global leadership. This is our collective responsibility.

Graduand Biographies – class of 09

Lynette Adams

Grant Bunting

Lynette was appointed as Chief Executive in July 2005 after 10 months as General Manager. She has had an extensive career in sport working in both management and delivery roles. Her passion for children and youth sport led her into the sport industry and she continues that with a desire to improve the fundamental movement skills of children. Lynette also believes that sport and physical activity has a huge capacity to impact on both individual lives and on whole communities, improving health, productivity, and social connectedness. She is proud to be born and bred a “Westie” and loves working for her region.

Grant was appointed to his current position in February 2009 and is responsible for sales in excess of $800 million and staff of approx 900. From 2007 to 2009 he held the role of General Manager Rural Supplies. Before first joining PGG Wrightson, he held management positions at Dynamic Controls and Invacare Asia/Pacific. Grant has an MBA from the University of Canterbury.

Chief Executive, Sports Waitakere (Auckland)

We congratulate the graduands of the Leadership New Zealand class of 2009 and wish you well in your future leadership journey.

General Manager Sales, PGG Wrightson

Skills offered: Sales management; strategy; market development.

Current community involvement: Trustee of Jumpstart Charitable Trust.

Skills offered:

Location:

Sport and recreation; not-for-profit knowledge; governance; community development and leadership; strategy and collaboration.

Christchurch

Current community involvement: Bowls New Zealand Board; Waitakere Hockey Turf Trust Board; collaboration of community initiatives; sports administration.

Location: Auckland

“The Leadership New Zealand programme has offered an insight into elements of New Zealand culture, industry and personalities considerably wider than I would have experienced in my own ‘sphere’. The programme also introduces and develops a network of contacts, all committed to a prosperous and sustainable national identity.” Grant Bunting 15

Graduand Biographies – class of 09

Jacqui Cleland

Group Manager, Human Resources, New Zealand Post Jacqui joined the New Zealand Post Group in 2007. She was previously Group Manager Human Resources at Inland Revenue. Prior to that she was HR Manager in Fonterra’s marketing and innovation division, following a number of years as a lecturer in human resource management at Massey University. In addition to teaching, researching and publishing in the HR field, she has done consulting both in New Zealand and overseas. Jacqui has a Master of Philosophy (Psychology) and Bachelor of Business Studies. She is a mum to three rapidly growing, energetic, sports-mad boys.

Skills offered:

Edward Cook

Youth Development Consultant Edward has spent five years working as a journalist and producer for TVNZ across its news programmes. Concurrently he has been very involved in youth advocacy and representation in decision-making bodies. This has included terms on the Asia Pacific Scout Board, as an advisor to the World Scout Board and through this the UN. After leaving TVNZ, Edward spent three years running youth development programmes for the Ngapuhi Iwi in Kaikohe.

Skills offered: Facilitation; training; public speaking; change management; advocacy; left arm medium pace bowling.

Current community involvement:

Strategy; human resource management; organisational development; leadership development; coaching.

Facilitator of Kerikeri Venturer Unit; director of Scouts New Zealand and a notfor-profit house.

Current community involvement:

Location:

Manager (and supporter) for sons’ sports teams.

Kerikeri, Northland

Bruce Cullen

General Manager – Central, Downer EDI New Zealand Bruce is a Chartered Professional Civil Engineer and has worked for civil infrastructure contractors and consultancies in New Zealand, Australia and the Pacific Islands. He has construction and maintenance experience in a wide variety of government, local authority and private delivery environments. As General Manager – Central, Bruce sits on the New Zealand executive and is responsible for all business activities, operations, human resources and business development within the Central Region (Hamilton to Wellington). He lives in Auckland with Nanette and their daughter Georgia and when time allows still enjoys participating in many sports.

Skills offered: Project management; general management; professional civil engineering expertise.

Location: Auckland

Location: Wellington

“As a participant on the Leadership New Zealand programme I have been exposed to aspects of New Zealand and our communities that I have not, and would not otherwise have been exposed to. I have become more informed of the social, economic and cultural issues and challenges that New Zealand faces and of the outstanding work that many of our country’s great leaders are undertaking.” Bruce Cullen 16

Graduand Biographies – class of 09

Juanita de Senna

Mark Dunlop

Cheryl Gall

Juanita has worked in the public health and transport sector over the past 10 years, namely in child injury prevention and sustainability. Whilst working in the injury prevention sector she established “Nga Mahi Kia Tupato o Tamaki-makaurau – Auckland Regional Maori Injury Prevention Forum” with ACC and Manukau City Council. In her current travel planning role she assists workplaces to find solutions to the traffic challenges facing the rapidly growing Auckland region. This is achieved by the TravelWise© workplace travel plan programme. This programme focuses on promoting sustainable travel options for Auckland commuters and the reduction of carbon emissions.

Mark spent the first 17 years of his career with Winstones and Fletcher Challenge working in various business units, management and executive roles. Moving to Housing New Zealand in the 1990s, he took a change leadership and executive role before establishing his own consultancy working trans-Tasman advising on strategy, performance and leadership with the Yakka Group and Commonwealth Bank as clients. He then worked with PricewaterhouseCoopers and IBM as a Business Change Consultant before being retained by Foodstuffs Auckland in 2004 in his current role where he is a member of the executive.

Cheryl has worked at ACC for the past 20 years starting as a client officer in the Palmerston North branch. She is now responsible for the service delivery arm of ACC, has well-targeted business improvement approaches to enable the achievement of quality client outcomes and to meet the organisation’s agreed key performance indicators including the effective management of scheme liability and costs. Cheryl is also a mentor in the Corporation’s internal mentoring programme. Prior to working at ACC, Cheryl worked in the dairy farming industry. Outside of work Cheryl is an avid sports fan, enjoys keeping fit and spending time with her partner and family.

Skills offered:

Strategy; leadership development; organisational learning; change management; facilitation; project execution.

Skills offered:

Inter-agency collaboration; Maori development; bi-cultural framework and lateral violence.

Current community involvement:

Current community involvement: Sports coaching.

Location:

Chair of Injury Prevention Network of Aotearoa New Zealand (IPNANZ); board member of Nga Mahi Kia Tupato o Tamakimakaurau; co-chair of the Maori Steering Group for Community Wellbeing and the Trip to Work in the Counties Manukau Region.

Workplace Travel Planner, Auckland Regional Transport Authority (ARTA)

Location: Auckland

General Manager Training and Development, Foodstuffs Auckland

Skills offered:

National Manager Business Improvement, Accident Compensation Corporation

Rehabilitation and case management expertise; leadership development; mentoring and project management.

Wellington

Location: Auckland

“This year has challenged me in respect of my responsibility to show leadership that crosses the boundaries of the community rather than in just my work role. I have been inspired by the environment created at Leadership New Zealand in which the discussions enable me to understand a wide range of reactions and opinions to a particular issue. This has given me a wider insight into people, a respect for their views, and a greater understanding of who I am and my own beliefs. I have found that I now have an increased confidence to try new things and move outside my comfort zone.” Cheryl Gall 17

Graduand Biographies – class of 09

Karen Giles

Business Services Manager, Manaia Health Primary Health Organisation (PHO) Karen’s professional experience includes corporate, small business and not-forprofit organisations. As an adult she has attained business and accounting qualifications. Of primary importance in her life are family and friends, followed closely by work. Her role at the PHO is challenging and wide ranging, and provides the opportunity not only to grow her skills and capabilities, but also to be part of a group of committed, skilled and effective individuals working to ‘make a difference’ in terms of health provision for the people of Northland.

Jason Greene

Simon Hepburn

Jason’s passion for plants has found him working for one of the largest container growing nurseries in the country. Rainbow Park Nurseries fostered his personal development after graduating from Massey University in 2004 with an Applied Science degree majoring in horticulture. In 2008, Jason was the New Zealand Young Horticulturalist of the Year. Jason and his wife Claire Joyce were blessed in late 2007 with their first baby boy Taylor James.

Educated at Trinity College Dublin, Simon studied philosophy and theology. After spending time working for GMAC in subprime finance in America, he returned to Ireland and studied for a finance and accounting degree culminating in accounting exams. After several financial and commercial roles with an Irish-based multinational working around Europe and the US he moved with his Kiwi wife Georgie to New Zealand in April 2006 and now works as a commercial and operations manager for Fletcher Easysteel, a leading steel distributor in New Zealand.

Sales and Distribution Manager, Commercial and Operations Rainbow Park Nurseries Manager, Fletcher Easysteel

Skills offered: Marketing; leadership; a youth’s perspective.

Skills offered:

Current community involvement:

Accounting support and systems advice; small business management support (including HR); project management.

Encouraging the younger generation into our primary horticultural business, with a focus on the nursery and garden industry sector.

Current community involvement: Voluntary accounting and fundraising support for several local not-for-profits and clubs.

Skills offered: Budgeting; financial reporting; operations management and general management.

Location: Christchurch and Auckland (50/50)

Location: Auckland

Location: Whangarei

“Leadership New Zealand has offered me an amazing opportunity to broaden my learning horizons out of my traditional areas of work and interest and given me a much greater New Zealand perspective. The other participants are without doubt leaders in their own fields and are inspiring (and fun) to be with, to listen to, to challenge, to learn from. The access to speakers of national influence and of such calibre is also a true gift and one I very much appreciate. I am very grateful to have had the Leadership New Zealand experience and know that it has had a beneficial effect on my life and my work. Kia Ora.” Karen Giles 18

Graduand Biographies – class of 09

Stephen Hollands

Beth Houston

Cyril Howard

After a career with Social Welfare and seven years in sales, Steve joined ACC as a team manager in Hawkes Bay. This was followed by a move to a Wellington-based role where he was responsible for providing claims management services to @Work Insurance on behalf of ACC. Steve has been responsible for managing pilot sites for numerous changes introduced within ACC and was part of a working party that designed and introduced the Code of ACC Claimants’ Rights. More recently he was seconded to participate in the design and implementation for a new Service Delivery Model that has now been introduced throughout ACC.

Having trained as a journalist, Beth has worked in a number of private and public organisations in PR, marketing and fundraising. In her current role, she is responsible for all aspects of the ‘public face’ of Wellington Zoo, including marketing, PR, fundraising and customer service. Born in Scotland and raised in South Africa, she came to New Zealand with her husband, Kyle, a Kiwi from Whangarei, eight years ago. They live and work in Newtown in Wellington. Beth has a BA in Journalism and Politics and an MA in International Politics from Rhodes University, Grahamstown, South Africa.

Cyril was appointed to his role just over 2½ years ago after 12 years with the Department of Internal Affairs. He has extensive experience at all levels of community, working in the not-forprofit sector, in tutoring programmes for youth at risk, as a committee member of community funding and various community organisations, and is also involved in sport at various levels both as a coach and player. As a Grants Advisor, Cyril is responsible for providing advice and assisting with funding support for the Marae Facility Development, Recreation and Sport and Regional Rescue services sectors for the ASB Community Trust.

Manager, Short Term Claims Centre, Wellington, Accident Compensation Corporation

Skills offered: Leadership; operational management; individual mentoring programmes; injury claims management.

Group Manager Commercial Development, Wellington Zoo Trust

Skills offered: Marketing; fundraising; communications planning.

Location: Wellington

Grants Advisor, ASB Community Trust

Skills offered: Funding advice; sports coaching; community development support; community organisation advice and support.

Current community involvement:

Volunteer with Refugee Services NZ; member of New Zealand Forest & Bird Society; business advisor to Refugee Women’s Sewing Group.

Hapu/marae development advice and support; school whanau committee member; coach of Under 21 North Harbour Touch.

Location:

Wellington

Auckland

“This year has been an amazing journey and I feel very privileged to be exposed to so many high quality leaders across the community who are passionate about the future of New Zealand. Also, being closely connected to current participants and future leaders of New Zealand and valuing the relationships and networks that have been established. It’s been a great opportunity.” Cyril Howard 19

Graduand Biographies – class of 09

Clive Jones

Deputy Chief Executive Strategy and Dean of Humanities & Business Faculty, Universal College of Learning Clive has a Bachelor of Technology degree and a Masters in Business Administration from Massey University. Prior to joining UCOL in 2000, he worked in a variety of managerial roles in telecommunications, local government and in the electricity industry. Outside of work, he is a keen mountaineer and over the past 20 years has been on expeditions to remote parts of the world including Peru, Argentina, Nepal, Tibet, and Pakistan. On 15 May 2004, Clive became the 17th New Zealander to stand on the summit of Mt Everest in Nepal.

Iulia Leilua

Director, Silk Associates Iulia was born and bred in Taumarunui and is of Samoan and Maori descent (Ngati Haua, Ngati Hekeawai). She attended St Joseph’s Maori Girls’ College in Napier before graduating from journalism studies in Rotorua. In 1987 she was a founding member of TVNZ’s Maori Department and worked for Tagata Pasifika as a reporter. She later worked in publicity, public relations and news. In 2001, Iulia formed award-winning media and PR company Silk Associates, which specialises in Maori, Pacific and indigenous issues. She has a wide range of private and public sector clients which use her media and public relations services.

Skills offered:

Courageous leadership; strategy; disruptive innovation; change management.

Maori, Pacific and indigenous journalism, communications strategy development and implementation.

Current community involvement:

Skills offered:

Speaking engagements on climbing Mount Everest; what mountaineering teaches us about leadership; why leadership is important to the future of New Zealand.

Location:

Ngati Haua iwi activities: Pacific Island Media Association.

Location: New Zealand and Pacific region including Pacific Rim countries.

Palmerston North

“I set out on this programme as a way of investing in myself in 2009 and have realised that in fact my own investment has been returned to me as a gift by each and every one of my colleagues on the programme and every speaker and invited guest. Having reflected very personally on leadership and my own journey that has shaped me along the way I feel invigorated by the prospect of further change and returning to the Himalayas in 2010.” Clive Jones 20

Chris Martin

Business Performance Manager Transport, Auckland City Council Chris has specialised in infrastructure accounting over the past seven years with roles at Auckland District Health Board, Vodafone and Auckland City Council. He is the founding shareholder and currently a non-executive director of a security company fabricating steel products. He previously worked in South Africa and London in a range of diverse industries as a contract accountant.

Skills offered: Accounting; start-ups; strategy implementation; operational efficiency; restructures, performance measurement.

Current community involvement: Has been involved in Rotary, Toastmasters and a professional institute.

Location: Auckland

Graduand Biographies – class of 09

Andrew McKenzie Karam Meuli 4 Square Group Manager, Foodstuffs Auckland

Employment Coordinator, Workwise Employment Agency

Andrew has worked for Foodstuffs (Auckland) for the past 10 years, as an Operations Manager for New World and Pak’nSave, and is currently the Group Manager for 4 Square. Prior to this, he worked for Mars and Woolworths New Zealand. Andrew graduated from Auckland University with a Bachelor of Arts.

Karam has worked in the health and social sectors for the past 18 years. He was part of the team that started peer education programme “Team Extreme” teaching life skills in Intermediate and High Schools in Taranaki. He has worked with youth at risk as a residential social worker and has led a number of youth initiatives and projects in the community. Karam now works in mental health as a consultant creating opportunities for people to return to work.

Skills offered: Retail; operations management; strategic planning; leadership development.

Current community involvement:

Skills offered:

Assisting with kids’ sports club and local school and kindy work.

Innovation; personal development; group facilitation.

Location:

Current community involvement:

Auckland

Shambhala Meditation Centre.

Location: Auckland

Evie O’Brien

Regional Manager Northland & Auckland, Te Wananga O Aotearoa (Auckland) Evie is the Regional Manager for Northland and Auckland at Te Wananga O Aotearoa. Prior to this she was at Unitec as VicePresident Community and Waitakere. She has spent 20 years in management and leadership roles in tertiary education both at Unitec and at Bay of Plenty Polytechnic. She is passionate about community engagement, education and the cultural, social and economic transformation that occurs through education, especially for those who have been failed by our compulsory education system. Her research interests are women’s leadership and transformation, Treaty of Waitangi responsiveness, community engagement and diversity.

Location: Auckland

“It’s so easy to be completely focused on your own field of expertise, and not pay much attention to other industries, world views and perspectives. This year was a unique opportunity to sit with a very talented cross-section of New Zealand leaders with passion and commitment to making Aotearoa a better place for our kids to grow up in. I have learnt so much and have grown from the interactions and conversations with many amazing people. The programme was a great opportunity and I’m so glad I was able to be part of the class of 2009.” Karam Meuli 21

Graduand Biographies – class of 09

Christian Penny

Tama Potaka

A director principally, Christian has worked in a range of fields developing new New Zealand theatre works ranging from new plays, devised works, community theatre projects and most recently opera. He is currently an Associate Director of Te Kura Toi Whakaari o Aotearoa: New Zealand Drama School. The school has been at the forefront of developing practitioners for the screen and performing arts and next year will celebrate its 40th birthday. For the past seven years Christian has led the Masters Degree in Direction that the school co-delivers with Victoria University of Wellington.

Tama is from Rangitikei, Whanganui, Taranaki, Horowhenua, and the Central North Island. He is a graduate of Te Aute College, Victoria University, and Columbia University, and other institutions such as Whakatupuranga Rua Mano, Te Tira Hoe Waka o Whanganui, Te Kapunipuni Reo, and Te Wananga o Aotearoa. He has wide-ranging experience as an academic and educator, public servant, consultant/ project-manager, governor, media commentator, and attorney/lawyer in New York and New Zealand. Tama is married to Ariana and is a father to Tiaria Te Ikaroa. He is interested in natural resources, languages and cultures, health and fitness, Asia-Pacific development, and sustainable futures.

Associate Director/Head of Directing, Toi Whakaari New Zealand Drama School

Skills offered: Direction; facilitation; group work.

Current community involvement: Mentor and leader of development projects in the theatre and related arts.

Location: Wellington

Senior Solicitor, Bell Gully

Skills offered: Legal and professional advisory; project management; communication; consultancy; governance.

Michelle Quirk

Business Development Manager, First Foundation Michelle studied law and politics at Otago University in the early 1990s before beginning her career as a corporate lawyer in Wellington. In 1998, she headed to London. A stint in the south of France studying French and a year at global law firm Linklaters was followed by two years at London Business School from where she graduated with an MBA (Distinction) in 2001. She then spent several years working with two large London-based law firms. In late 2007, Michelle returned to New Zealand with her young family and settled in West Auckland. In February 2008, she joined First Foundation, a charitable trust that provides holistic four-year tertiary scholarships to talented students from lowdecile high schools.

Skills offered:

Current community involvement:

Corporate; professional services; notfor-profit strategy (including strategic review); business transformation; board/ CEO advisory.

Otaki-Porirua Trusts Board trustee; Te Wananga o Aotearoa assistant.

Current community involvement:

Location: South Auckland and Central Auckland, Te Tai Hauauru and Te Puku o te Ika

Mentor for First Foundation.

Location: Auckland

“Prior to participating I was looking for two things: I wanted to be in a group with very different New Zealanders and strengthen my ability to dialogue across a range of concerns. I also wanted to be close to wise beings. I had reached a point in my career where I wanted to hear very different voices speaking about very similar questions. Both of these goals have been satisfied. On a personal level I benefited from being taken seriously as a mid-career leader. Sitting in rooms with senior figures is good for your soul. I felt young again.” Christian Penny 22

Graduand Biographies – class of 09

George Riley

Sapna Samant

Karanina Sumeo

Tupuna whanau representative for descendants of Kiritapu Te Nana on Te Tii Waitangi (B3) Trust since 1993; recently invited to Rawhiti marae taumata paepae.

Originally from Bombay (Mumbai), Sapna is a qualified medical practitioner with nine years of experience as a GP. She has written a book on breastfeeding, been a resource person for NGOs, done shows on All India Radio and written a film script that almost made it to Bollywood. She arrived in Auckland on 1 December 2001 with the intention of going back within three months but New Zealand provided new opportunities for her. She finished a Masters in film, television and media studies from the University Of Auckland in 2004, then freelanced for a bit before starting her own production business Holy Cow Media with help from the Enterprise Allowance that Work And Income NZ offer.

Karanina says she has always experienced great leaders to be individuals with ability to make the most complex issue accessible to everyone they communicate with. Leaders, she says, help others understand, feel involved, and feel a sense of place in causes. As a student on the Leadership New Zealand programme, she has felt connected to the causes and agendas of the leaders who generously gifted their time, wisdom, resources and challenges. She also considered it a privilege to be able to learn with and from colleagues who were passionate about New Zealand, its communities and its long term future. She moves forward strengthened, encouraged, and better connected.

Location:

Skills offered:

Location:

Te Wharetapu o Ngapuhi

Writing; producing; communication; creative skills training.

Auckland

Policy Analyst Team Leader Hapu Development, Te Runanga a Iwi o Ngapuhi George joined Te Runanga a Iwi o Ngapuhi last year as Iwi Development Coordinator. His previous roles have included maths and physics teaching at Kaitaia College, Fisheries Surveillance Officer and Iwi Relationship Manager for Te Hiku o te Ika.

Skills offered: Facilitation; presentation; reporting; planning; analysis.

Current community involvement:

Creative Head; Company Director, Holy Cow Media Ltd

Student, Auckland University of Technology

Current community involvement: Secretary of the New Zealand South Asia Trust that is creating space for South Asian youth in New Zealand.

Location: Auckland

“Satyameva Jayate – the truth always wins. Be truthful to yourself and this universe. And in order to be truthful it is important to believe in the goodness of all. That goodness comes sometimes from a little bit of sacrifice, lots of aroha and by letting go. That goodness comes from action. When I pass I want to leave behind a world full of peace and hope for the next generations with the ability to think for themselves and their future. In order for that to happen I must be truthful. An abstract idea. Easier said than done.” Sapna Samant 23

Graduand Biographies – class of 09

Tony Te Au

General Manager, Tasman Insulation New Zealand (Pink Batts) Tony was appointed General Manager of Tasman in July 2008 following six years as commercial manager of the building products division of Fletcher Building. Prior to that he worked for the oil industry, based in London, for nine years. Tony is a Chartered Accountant with a Bachelor of Commerce Degree from the University of Otago. He has been involved in a number of major acquisitions whilst at Fletcher Building and in strategy, business combinations and overall performance improvement initiatives.

Skills offered:

Richard Vialoux

Priest in Charge of the Albany Greenhithe Anglican Mission District, Anglican Church of Aoteaora New Zealand With careers in teaching, policing and now as a priest in the Anglican Church, much of Richard’s work has been centred round young people and community. This has included roles as the police child safety advisor to council, chair of the local D.A.R.E. support network, school trustee, member of the local community coordinators board and being the police face on TV3’s live children’s show. This has been made possible with the support of his wife Elizabeth and their five boys who also share his passion for fast cars, all being eager followers of the V8 Supercars!

Strategy – commercial and financial.

Location:

Skills offered: Building project management.

Auckland

Current community involvement:

Tracy Voice

General Manager Business Enabling and Processing Retail, New Zealand Post Tracy has recently been appointed General Manager Processing, Postal Services and stills retains her portfolio ownership of General Manager, Business Enabling (IT and business improvements) which she has held since 2005. In the past 10 years she has held numerous corporate and strategic programme leadership roles within New Zealand Post. Before first joining the organisation she held senior management positions in the Department of Internal Affairs for six years; prior to that she travelled overseas. Tracy has a diverse background in information technology strategy and operational services and has a passion in process management and e-business functions.

Skills offered:

Member of Albany Community Coordinator Board and Albany Village Business Association Board.

Strategy; leadership development; information technology implementations; operations; project management; process management.

Location:

Current community involvement:

North Shore City

Board member of Wairarapa Trinity Schools; Cub Leader in Scouting NZ.

Location: Wellington

“Attending the Leadership New Zealand sessions has been a fantastic opportunity to broaden my thinking, business networks and perspectives. It has challenged me to take a holistic view of a number of New Zealand issues and how they can be applied on a daily basis. It has been great to experience this opportunity with other industry leaders.” Tracy Voice 24

Graduand Biographies – class of 09

Michelle Wessing General Manager Corporate Services, Standards New Zealand

Michelle has a diverse background in services-related industries in the disciplines of operations, project management, human resources and business change management. She has held a number of general management roles at the national Standards body of New Zealand for the past four years and is a member of the senior leadership team. She also held management positions at the Institute of Chartered Accountants and Bank of New Zealand prior to joining Standards New Zealand.

Skills offered: Project management; change management; leadership development.

Location: Wellington

Adrian Wimmers

Rachel Wotten

Adrian has spent his career working at the interface between public and private sectors. He has had two spells in the civil service with CCMAU in the health and innovation sectors. He also spent over seven years with KPMG Corporate Finance in the United Kingdom as a Public Private Partnership (PPP) transaction advisor. He rejoined KPMG New Zealand in February 2007 and now leads its infrastructure and projects group, advising on PPPs and other value-for-money initiatives.

Rachel has had a 10-year career as a sergeant in the Australian Army and 10 years of success with Flight Centre (Sales, Sydney), Sun Microsystems (Executive Account Manager, Sydney), IBM (Strategic Account Manager, NZ) and the Mental Health Foundation (Business Development Manager). In April 2009, she and her husband co-founded Wonderful Works, a company which inspires them to work collectively for the greater good – to serve all people, unite across all health borders, for the hope of a healthier, more aware, multidisciplinary health sector and world.

Director, Corporate Finance, KPMG

Skills offered: Financial; commercial; optimising the interface between public and private sectors.

Current community involvement:

Director, Wonderful Works

Skills offered: Blending community giveback with professional life; self-discovery to enhance personal and business productivity.

Deputy chair of Volunteer Wellington.

Current community involvement:

Location:

Raukura Hauora O Tainui, Manakau; various community centres in Auckland (free health and yoga workshops).

Wellington

Location: Auckland

“This year has been an incredible opportunity to broaden my thinking and perspectives within a much wider context. My views and values at times have been challenged, which has ultimately enabled me to be more comfortable in my skin. Access to a wide range of New Zealand’s leaders, who are all passionate, ambitious and generally optimistic about New Zealand and New Zealanders’ future, was inspirational and, while at times daunting, was not an opportunity that should ever be missed for those fortunate to be part of this leadership programme. An amazing opportunity that I have been extremely privileged to have experienced. “Attending the Leadership New Zealand sessions has been a fantastic opportunity to broaden my thinking, business networks and perspectives. It has challenged me to take a holistic view of a number of New Zealand issues and how they can be applied on a daily basis. It has been great to experience this opportunity with other industry leaders.” Michelle Wessing 25

Class of 2009

“There is no book or MBA in regards to what Leadership New Zealand has taught and provided us with over this past year. You could not help be inspired and empowered to change your own life in some way for a more hopeful future for ourselves and our children. Be surprised, challenged and most of all be open to all the newfound possibilities and friendships you will encounter on this year-long journey. This past year changed my life!” Rachel Wotten “This year I learned tolerance is not enough if we want New Zealand to truly achieve its potential; we need to move to real acceptance of other people and the valuable contribution each of us can make. I can’t wait for what is next!” Beth Houston

Class of 2009

“This year has been an extremely stimulating year which has had a huge impact on my personal growth. My leadership and confidence in my abilities has increased tenfold. As an immigrant it was an excellent opportunity to interact with people from diverse backgrounds, careers and different parts of New Zealand.” Chris Martin “Leadership New Zealand has been a great experience for me, in exposing me to wider issues outside of my business role. I have met a wide range of people who are passionate about leadership and New Zealand. I highly recommend this programme to those in business and not-for-profit organisations.” Andrew McKenzie

«««« KEY PARTNER’S MESSAGE

Of dangerous winds and broken branches The world financial crisis delivered a chill wind for the philanthropic sector and the not-for-profits that rely upon these benefactors. Jennifer Gill, Chief Executive of The ASB Community Trust, considers what might happen after this storm.

protected against the inevitable winds of change. As funders we have been forced to look at our funding policies and consider whether we have some responsibility for driving a level of unsustainability in the non-profit sector. Have we, by funding only equipment, “start-ups” and pilot projects, and by not considering the payment of multi-year grants and running costs, inadvertently contributed to this multiplicity of competing service providers? Discussing the meltdown of the investment markets, Bank of New Zealand economist Stephen Toplis in a presentation to the combined he Chinese have a saying that a crisis is an opportunity community trusts in March 2009, said there would be no return riding the dangerous wind. to “normal” as we knew it. He encouraged the community trusts In the philanthropic world we know that the winds of to think about what the “new normal” might be and how it might volatility will inevitably blow through the financial markets from impact on our ability to provide grants to the community in future. time to time, and prior to September 2008, we had policies in place What will we need to think about when thinking about the new that we believed would protect, or at least buffer, our investment normal? First, increasing volatility in the investment market and portfolios and the resultant grants budgets from the crisis. the consequent impact on investment returns in the philanthropic As philanthropic funders, our primary purpose is to make grants sector. This will directly impact on our ability to provide funds to the to non-profit organisations. Our challenge is to work with our community, and without stronger and more resilient reserving policies, investment advisors to construct investment portfolios that are our ability to provide a consistent flow of funds to the sector. strong enough to withstand the gale-force winds of autumn and Second, high levels of non-profit sector dependency on the winter, but that will yield high returns during the warm productive philanthropic sector. Is it fair for philanthropic funders to raise days of spring that will follow. expectations by significantly increasing our payouts through good In September 2008, the dangerous wind arrived and became gale years when increased volatility in future may mean that the level of force. Almost immediately the effects of the dramatic fall in income our grants may be both unpredictable and unsustainable? Then there is government policy. The new Ministry of Social Development Community Response Fund appears, at present, to “We have been forced to look at our funding policies and be significantly filling a gap in funding to the non-profit sector consider whether we have some responsibility for driving as well as responding to the increased demand being faced by a level of unsustainability in the non-profit sector.” some organisations. Will this funding be sustained? Present indications are that the fund will operate for the next two to the philanthropic sector hit the non-profit sector. Many nonyears. What after that? profit organisations reported a 40 or 50 percent fall in grants income So what are the opportunities for both philanthropic funders in 12 months. and non-profit organisations that are riding this wind? There are Around the country philanthropic trusts and foundations reacted opportunities for collaboration between service providers, both in very differently to the dangerous wind. Some were protected from it terms of sharing back-office functions and in service provision. and were able to continue their funding unabated. Others believed This will save money and may result in a better, more coherent and that the markets would turn again and decided that it was important effective service delivery to the client. to keep on funding as community need would probably grow as the Perhaps there are opportunities for philanthropic trusts to review predicted recession bit into the New Zealand economy. their investment policies and strategies and to strengthen their Still others looked at their trust deeds and reserving policies reserving policies, in preparation for the next strong wind. and decided that the risks were too great and that they could not Finally, there are opportunities to review funding policies: to look continue funding, in light of their trusts’ dual imperatives: funding closely at organisational sustainability and effectiveness, to consider the community today and providing for tomorrow’s communities committing to multi-year funding grants, to incentivise cooperation through investment and distribution policies that provide for and collaboration in the non-profit sector. intergenerational equity. The philanthropic and non-profit sectors have both survived this Since September 2008 all of us in the philanthropic sector, and “dangerous wind”. As Kevin Prime, chair of the ASB Community Trust in the non-profit sector, have been forced to think about our core said in the Trust’s recent annual report: Ahakoa Whati Te Manga Tu business, about whether there are ways that we can do what we Tonu Te Rakau. Although the branch is broken off, the tree remains have always done better and about whether we are sufficiently standing.

««««

courageous conversations Kerridge & Partners Director Peter Kerridge believes courageous conversations are critical to authentic leadership. He explains why we need conversations that go beyond mere words.

ourageous” is one of the core values of Leadership New Zealand. In fact, had it not been for many courageous conversations some years ago, the organisation would not exist today. Courage is in demand. If we look at some of the causes of our current economic woes, perhaps it was an absence of courageous conversations in corporate boardrooms that precipitated many of the troubles we are now experiencing. Hopefully, our rather dramatic reversal of economic fortunes will serve as a well-needed catalyst for boards of directors and senior management teams to rethink their approaches to the engagement of diverse ideas in the organisations they serve. This requires a different kind of conversation. Perhaps there is something about a culture in New Zealand that makes some of these courageous conversations difficult. We are a small nation and therefore, perhaps, overly predisposed to looking after relationships rather than facing the real issues or capturing the opportunities they present. Yet a leader is characterised by the conversations he or she has. These conversations go beyond the words and so are far more than what the leader says. We could argue that leadership ‘exists’ in conversation. The ‘listening’ that a leader brings to the conversation in many ways defines the context in which the communication occurs. A great leader listens for possibilities and opportunity and sees others as being “more” than they think they are. Who listens to the dissenting voices? How does the chair of the board make sure that the silent director speaks out? Furthermore, how does the chair ensure that the board appoints directors who are prepared to challenge them and the organisation’s paradigms? How does the chief executive seek critical feedback from the executive team? How do organisations harness the outspoken and wellintentioned talent whose courage may be very attractive to others? How do we collectively recognise that spirited conversations are the source of the kind of creativity we need as a nation to dramatically improve our fortunes? Individual responsibility is also a vital premise to having a courageous conversation as a leader. Someone who responds to the calling of leadership can play a role and be ‘responsible’ for making their organisation, community and nation great. This is a core duty of leadership! If ‘listening’ creates the context for the courageous conversation and the ability of a leader to actually make a difference, then what about ‘talking’? What qualities make a good talker?

“

“How do we collectively recognise that spirited conversations are the source of the kind of creativity we need as a nation to dramatically improve our fortunes?” Authenticity is a vital leadership characteristic and authentic leaders have courageous conversations. When they struggle they reach out, and are not afraid of appearing vulnerable. When they sense that a particular relationship needs work, they proactively move to make the necessary improvements and don’t simply leave it to another party. When they wrestle with a problem they engage the team to join them in thinking it through. When they see the organisation is not performing, they ask the tough questions and remain true to the vision and values. When they have completed a project or change programme or planning session, they ask ‘how could I have led that better? In doing so, they model the kinds of behaviour that enable a true leadership culture to develop. If courageous conversations are so valuable, why don’t we experience more of them? What characterises the context of these conversations? Is it the culture, personal style, or time? Leaders who initiate these conversations have a deep sense of self awareness, genuinely believe in the value of dialogue and listening, and want to achieve win-win outcomes. Courageous conversations can happen every day. It is first a matter of choice and then a matter of habit. They require conviction, belief, authenticity and a genuine desire to listen. They don’t just happen; they are a planned and consistent intervention. As leaders, let’s first role model these conversations and then give the ‘customers of our leadership’ permission to be courageous! 29

SUPPORTING PARTNER’S MESSAGE

We need

«««« sUPPORTING PARTNER’S MESSAGE

The purpose of

board leadership

If boards focus on the purpose of their organisations, the numbers will take care of themselves, writes Graeme Nahkies, Director of Boardworks International.

or many organisations faced with poor financial results, this year may have been tougher for some than it needed to be. Those same organisations may also be experiencing a slower improvement than they are really capable of. This is because the natural instinct of most boards and executive teams in New Zealand is to pay even greater attention to ‘the numbers’ when things get tough. When company profits contract and become losses, and when not-for-profit organisations’ funding streams dry up, many leadership teams become risk averse and focused on expenditure control. Decision-makers in this type of situation also tend to be predisposed to grasping at straws – particularly superficially attractive opportunities to access new sources of funding. However, whether it comes from a new shareholder, a new banking arrangement, a new sponsor or a new government contract, there is always a price to be paid. A particular problem is that new money often brings pressure to divert away from an organisation’s core business to meet the new investor/funder’s objectives. We should be looking for a way to fundamentally reframe the way we approach the control and direction of our organisations. There are two interconnected issues – how we think about the management of relationships within organisations and what we focus on as leaders.

Relationships Even though we may not be conscious of it, how we control and direct organisations has been strongly influenced by what is known as “agency theory”. This theory paints the corporate governance process as a never-ending struggle between ‘principals’ and their ‘agents’. This posits that a board’s job (on behalf of its principals – eg, shareholders) is to guard the organisation’s resources against the likely depredations of its senior executives, who are assumed to be inherently untrustworthy and naturally inclined to take unfair advantage of their operational control and inside knowledge. While principal (board)/agent (chief executive) tension is sometimes evident, the inevitability of such tensions should not be assumed nor be the basis on which governance structures and systems are designed. 30

Effective corporate leadership and good governance cannot occur within a framework of what is, effectively, institutionalised distrust. To achieve good outcomes people have to work together linking their individual strengths. An ideal relationship is therefore based on trust, not on rules. We need to adopt an approach that emphasises that the board’s job – in partnership with management – is to make sure that good things happen. We need to shift the focus of corporate leadership from imposing structures and controls to stop (potentially) bad things from happening, to that which will enhance performance. That is not to say that control and accountability are not important considerations for a board, but they need to be balanced with the intent to achieve something worthwhile.

Organisational purpose So how do we define what is ‘worthwhile’? Unfortunately, the socalled ‘mission’ statements adopted by many organisations are often little more than empty sounding rhetorical slogans. They have little unique application to the organisation and do little to help its leadership team make difficult choices. A purpose statement (a statement of an organisation’s reason for existence) is far more useful in a leadership sense. Getting to the heart of this can be achieved through the sequential application of three interconnected questions derived from the work of US governance theorist, John Carver: • What needs does our enterprise satisfy? • Whose needs are we trying to meet? • What is it worth us investing to meet those needs? Most organisations have to resist pressures to deviate from their core purpose. Every organisation, whatever business it is in, needs its equivalent of the reference point of the successful 1995 America’s Cup campaign: “Will it make the boat go faster?” Quite apart from the need to improve clarity, decisions assessed against a positive outcome will differ greatly from those approached from a more negative perspective (“How do we ensure that the boat doesn’t go slower?”). This enables even traditional financial controls to be approached in a fundamentally different way. For example, possible expenditure ‘to make the boat go faster’ is naturally approached as an investment rather than as a cost. Having as a reference point a clear purpose makes all the numbers more meaningful. Rather than both financial and other nonfinancial performance measures becoming ends in themselves they are given context and relevance. Many of the performance measures being used in organisations today (and costing a lot to collect, collate and present) cannot be connected in any meaningful way to the production of desired outcomes. The challenge for corporate leaders is to get the relationships right – especially between the board and executive team – and then to get (and stay) obsessively focused on organisational purpose. “The numbers” will take care of themselves.

two sides of the leadership coin

Ian MacRae, Managing Director for the Hay Group New Zealand, shares some of the findings of their latest research into motivating and enabling individual and team performance.

• all the information, technology, tools and equipment, and financial support they require. Finally, individuals must be free to focus on their most important accountabilities without having to work around obstacles in the form of non-essential tasks or procedural red tape.

any organisations are today focused on enhancing levels of employee engagement – and with good reason. But in working with our clients globally, Hay Group has identified increasing numbers of organisations that enjoy high levels of employee engagement while still struggling with performance issues. In these environments, employees are energised by goals and objectives and are eager to help their organisations succeed. But the

All too many organisations employ a sizeable number of people who are aligned with the direction of the organisation and enthusiastic about making a difference, but are nonetheless held back by roles that do not suit them or work environments that get in their way. When it comes to getting the most from these employees in terms of productivity, organisations are not leveraging their full potential. Likewise, in most organisations a significant percentage of the population falls into the “detached” group. These employees are in roles that suit them reasonably well, and they find themselves in work environments that are broadly supportive. But for various reasons, their levels of engagement with organisational objectives and task requirements are insufficient to make them truly effective. To improve the effectiveness of their teams, leaders must determine whether performance issues are the result of a lack of engagement, a lack of enablement, or both. Action implications will differ depending on the answer. The key drivers of employee engagement are: clear and promising direction; confidence in leaders; collaboration and collegiality; and development opportunities. The key drivers of enablement are: accountability management; performance management; authority and empowerment; availability of resources; and training. These drivers are most likely to be impacted during times of restructure and change.

individuals themselves often indicate that they do not feel optimally productive. These cases have confirmed for us that engaging employees, while clearly important, is not sufficient to sustain maximum levels of individual and team effectiveness over time. What’s missing? To borrow a line from the movie Jerry Maguire, engaged employees often seem to be saying to organisational leaders, “help me help you”. In other words, “put me in a role that leverages my skills and abilities and allows me to do what I do best.” In sum, organisations must ensure that work environments provide adequate enablement to harness the reservoir of motivation offered by an engaged workforce.

Engagement Engagement is commonly seen as capturing levels of employee commitment and discretionary effort. Engaged employees display high levels of attachment to an organisation and a strong desire to remain part of it. Engaged employees are also more likely to go above and beyond the formal requirements of the job and pour extra effort into their work to deliver superior performance.

Enablement Enablement impacts the ability of engaged individuals and teams to make maximum contributions. The concept has two key components. The first, personal utilisation, requires that employees are effectively matched to their roles, such that their skills and abilities are properly utilised. In deploying talent, leaders should consider not only the requirements of the job and an employee’s ability to meet them, but also the extent to which the job will draw upon the employee’s distinctive competencies and aptitudes and fully leverage them. The second, enabling environment, involves structuring work arrangements so they facilitate, rather than hinder, individual productivity. In an enabling environment, employees have the resources required to get the job done such as: • absolute clarity about the accountabilities of their role; • a clear understanding of the key processes involved in delivering their accountabilities;

Enablement – Support for Success

Enablement – Implications for Leaders While the predictors of engagement tend to reflect issues traditionally associated with leadership, the drivers of enablement relate directly to the quality of management in the organisation. Unfortunately, from an undue focus on management early on, the pendulum has swung in more recent years to an equally excessive focus on leadership in executive assessment and development programmes. Many have overlooked the importance of solid management, as a complement to effective leadership, for the success of an organisation. A better balance between management and leadership (ie, between the operational and strategic aspects of the organisation) must be achieved. We need to celebrate both strong leadership and strong management because both drive organisational performance. The Hay Group employee effectiveness framework, by focusing on not only employee engagement but also enablement, gives equal emphasis to both and offers the prospect of more complete and more balanced feedback on important dynamics in the work environment. 31

«««« SUPPORTING PARTNER’S MESSAGE

Enablement & engagement:

«««« SKILLSBANK

Eye on Alumni:

Mark Baker

Alumnus Mark Baker traded a top corporate job for his own consultancy – and projects assisting a refugee group, a violenceprevention initiative and a disability leadership programme.

ark Baker credits the Leadership New Zealand programme for not just becoming a more engaged citizen, but a more engaged husband and father. “We had had our second child and my wife said to me ‘you’re not being a very good husband and father’. Having done Leadership New Zealand I listened. If I hadn’t [done the programme] I probably wouldn’t have been as receptive.” What was important was the chance to ensure his time with his family was “less brief”, and to take up the opportunity to be involved as a volunteer in a number of programmes that gave something back to the community. It was an about turn for Mark, who was negative and sceptical about the programme in its first weeks. “I thought it was single-minded, leftie bollocks,” he says frankly. “I didn’t really enjoy it. I disengaged.” That said, he found himself wondering why the interesting people he met on the course liked it when he didn’t. “I thought if lots of them are enjoying it, and one of me is not, then is something wrong with me?” More time to think about values led to a change of heart. “[At first] I thought I was hearing all sorts of ill-informed views, many of which painted business as ‘the baddies’. My reflection was that I was one of the people with ill-informed views.” A Christchurch-based retreat brought the missing linkage between the commercial/economic and social/cultural/ environment dimensions that had been missing for him and that he was more familiar with. “I went to being a bit of an advocate,” says Mark, who encouraged his then employer Foodstuffs to become a funding partner of the programme. With a more open-minded approach to the programme came further consideration about the way he was spending his time. “If you think about your perspective on what’s right and then spend some of your day not operating like that, it does take away from you. 32

“The opportunity to reflect on that was incredibly valuable.” Mark left his job as Programme Director for Foodstuffs (Auckland) Ltd to found his own consultancy, MIH (“Make It Happen”) Consulting. He also became involved in a SkillsBank project supporting New Zealand Somali Women Inc., a community group bringing together women of all ethnicities, mainly from refugee backgrounds, with a focus on integrating into their new country. They want to build a sustainable business in Auckland, based on their sewing skills. Previously, says Mark, a group like that was far removed from his world. “I wouldn’t have gone near them with a barge pole.” Now, he has an ongoing involvement with the group as a business mentor, and a healthy respect for the way they have made opportunities out of difficulties. He has also done a limited term project with a West Auckland violence prevention group. We provided a capacity building programme using the principles in the Jim Collins book Good to Great. Now he is helping facilitate the Stepping Up leadership programme for disabled people initiated by fellow Leadership New Zealand Alumnus Minnie Baragwanath, and doing a Matauranga Maori course to expand his knowledge of the Maori culture. “I’m having a ball... it’s a positive time,” he says. “The gift I’m getting out of it [Leadership New Zealand] is that I’ve got a different angle on things now. I’m a bit calmer about stuff – difference is okay.” In turn, he’s giving the gift of his time and skills to others. “If I can do something that helps an organisation ask a different question and get a different outcome that is more valuable to them, then that’s great.”

SkillsBank programme relaunched This year Leadership New Zealand relaunched its SkillsBank Programme, appointing Megan Barclay (Alumnus 2006) as SkillsBank Director. The programme is supported by the Tindall Foundation which generously provided a grant to ensure the programme’s continuation. Since the launch, 11 not-for-profit organisations and individuals have been matched with willing Alumni volunteers in a variety of assignments – from mentor and board placements, through to strategic planning facilitation. Eight more projects are currently being cross-matched with volunteers.

Alumni Snapshots

Class of

Paul Argar

Karen Chan

Group Tax Manager, ZESPRI Group Plans for 2010: Post-graduate studies. Skills offered: Mentoring; business case development; strategy development; facilitation. Current community involvement: Active member of NZ Institute of Chartered Accountants, BOP committees and National Tax Committee. Location: Tauranga

Business Development Manager, Bell Gully Plans for 2010: Expecting a new addition to the family early in the year. Skills offered: Tenders and proposals; client relationship management; writing and communications. Current community involvement: Leadership New Zealand newsletter editor. Location: Auckland

Marija Batistich Solicitor, Senior Associate, Bell Gully Plans for 2010: After a busy year in 2009 with a new baby and returning to work, I hope to reconnect with my fellow alumni in 2010 and contribute to the ongoing leadership dialogue. Skills offered: Governance; legal advice particularly on environmental and local government matters. Current community involvement: Member of Environment & Resource Management Committee of Auckland District Law Society; Auckland Committee of Resource Management Law Association; Croatian Cultural Society. Location: Auckland

Moi Becroft Project Manager, Maori and Pasifika Education Initiative, ASB Community Trust Plans for 2010: Continuing my work supporting community projects addressing the gaps in educational achievement for Maori and Pacific communities. I believe that this issue is of huge importance for our nation going forward. Skills offered: Funding advice for the not-for-profit sector and community development. Current community involvement: With organisations that are involved in education with Maori and Pacific Communities within the Auckland and Northland regions. Location: Auckland

Shane Chisholm National Customer Services Manager, Housing New Zealand Corporation Skills offered: Strategic planning; operational management; change management; project management. Current community involvement: Salvation Army. Location: Wellington

Alistair Drake Chartered Accountant, Department of Conservation Plans for 2010: To consolidate and establish our new business ventures and continue adding value at Department of Conservation. Skills offered: General management; coaching; facilitation and financial skills. Current community involvement: Working with Tim Hamilton on a Netball North project; board of NorthAble Trust. Location: Whangarei

Gillian Dudgeon Head of Retail Risk, ANZ National Bank Skills offered: Risk management; governance; problem solving; change management; enthusiasm. Location: Wellington

Michael Berry

Irene Feldges

Vicar, St Philip’s Church, Anglican Diocese of Auckland Plans for 2010: Celebrating life, enjoying ministry,

Consultant, Limbach Ltd Skills offered: Strategic planning; change management for NFP; research; policy development. Current community involvement: Board member ECPAT Child Alert; Unitec research ethics committee; Leadership NZ Skills Bank Advisory Group. Location: Auckland

building community, supporting people as their lives change, listening for God’s call, and drinking good wine. Skills offered: Chaplaincy; celebrant; pastoral care; Christian ministry. Current community involvement: Church ministry and leadership; Rotary Club of Auckland East. Location: Auckland

Leanne Campbell Community Development Manager, Hutt City Council Plans for 2010: To successfully complete my year as Rotary President, finish renovations on our home and have our first child. Skills offered: Not-for-profit management; community development; fundraising, facilitating and coaching. Current community involvement: President of the Rotary Club of Hutt Valley; neighbourhood support coordinator for my street. Location: Wellington

Carl Graham Building Inspector, Auckland City Council Plans for 2010: Support the ongoing seminar series for the building industry through work; establish a funding agency for upskilling building industry participants. Skills offered: Building industry operational issues. Current community involvement: Trustee Manukau Community Family Trust; board member men’s mentoring organisation. Location: Auckland, Manukau

Alumni Snapshots

Class of

Tim Hamilton

Lance Kennedy

Chief Executive Officer, Basketball New Zealand Plans for 2010: To add value in my new role and to contribute to the growth and development of the individuals I interact with. Location: Wellington

General Manager Operations, Te Runanga-A-Iwi-O-Ngapuhi Skills offered: Management and leadership in a Maori environment; human resources; mentoring and change management. Current community involvement: Member of Youth Offending Team; business association member; youth development initiatives in Kaikohe; sports management, coaching and administration; Rewarewa D Whanau Trust (Maori land trust, Whangarei). Location: Northland

Stephen Henry Group Manager Customers, Enterprises & Strategy, New Zealand Post Skills offered: Governance; problem solving; decision making; business turnaround. Current community involvement: New Zealand Bridge administration. Location: Wellington

Penny Hulse Deputy Mayor, Waitakere City Council Skills offered: Local government knowledge; political lobbying; community development; community consultation experience. Current community involvement: Trustee of Waitakere Anti Violence Essential Services Trust; Community Waitakere Trust; Swanson Community Railway Station Trust; volunteer for other community organisations. Location: Waitakere City

Deborah Ingold Consultant Support Manager, Hay Group Plans for 2010: Being involved in voluntary/community activities; being a mum to Natalya (born June 09); self development. Skills offered: Project/organisation skills; an open mind; initiative; people management skills. Current community involvement: Assisting the Bays North Harbour Parents Centre as their membership officer. Location: North Shore City

Hilda Johnson Bogaerts General Manager Residential Care, The Selwyn Foundation Plans for 2010: Pro-aging campaign: ‘Ageing is a triumph not a catastrophe’. Skills offered: International experience health management; project management; change management; system reviews; mentoring. Location: Auckland

Murray Jordan General Manager Retail Sales and Performance, Foodstuffs (Auckland) Plans for 2010: I’m looking forward to another great retailing year. Foodstuffs is proudly 100% Kiwi owned, our mandate being to feed New Zealand, which I look forward to doing. Skills offered: Strategic advice and some common sense. Current community involvement: St Heliers School board member. Location: Auckland 34

Manu Keung Project Manager, Solutions Ltd Plans for 2010: To be more actively engaged in my community. Skills offered: Project management; community stakeholder engagement. Current community involvement: LNZ Alumni Rep; Dress for Success; Haereiti Whanau Trust. Location: Auckland

Taane Mete Director/Choreographer/Dancer, Okareka Dance Company Skills offered: Knowledge of the arts and expertise in dance and choreography; managing arts projects in performance. Location: Auckland

Dave Miller Farm and Agribusiness Consultant, AgFirst Plans for 2010: Building the business up while still contributing to current interests. Contribute back to Leadership NZ. Skills offered: Business restructuring; governance; mentoring; agriculture sector networks. Current community involvement: Volunteer Maungatautari Ecological Island Trust; rural mentoring. Location: Te Awamutu, Waikato

Sina Moore Consultant Plans for 2010: To contribute through governance and operational roles to projects that enhance development of leadership capability; to work on aspirational and transformational initiatives that make a difference to the social, cultural and economic wellbeing of individuals and communities in Aotearoa and the Pacific. Skills offered: Governance; leadership; strategic management; business and organisational development. Current community involvement: Trustee Pacific Music Awards Trust; C Me Mentoring Foundation Trust; Breast Cancer Aotearoa Coalition; youth mentoring and business development projects. Location: Auckland

Alumni Snapshots

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Sacha O’Dea

Essendon Tuitupou

National Policy Manager, ACC Skills offered: Governance advice; strategy and planning; strategic thinking; analysis and problem solving. Location: Wellington

Business Development Manager, Pacific Business Trust Skills offered: Business and community development. Current community involvement: Leads a communitybased health and fitness initiative in South Auckland; sits on a number of advisory boards of not-for-profit organisations. Location: Auckland

Deidre Otene Youth Justice Co-ordinator – Northland, Child Youth and Family Skills offered: Collaboration; youth engagement knowledge; community development; local government knowledge and community action. Current community involvement: Collaboration of community agencies around youth offending; sports administration; Kohanga Reo involvement; Kura Kaupapa Maori involvement. Location: Kaikohe, Northland

Malcolm Paul General Manager – Information Management Solutions, Foodstuffs (Auckland) Skills offered: Strategic thinking; systems thinking and information technology strategy, planning and operations. Location: Auckland

Manu Sione General Manager, Pacific Team, Counties Manukau District Health Board Skills offered: Management; advocacy; strategic planning and project management. Particular skills working with Pacific peoples. Current community involvement: Working with church groups to support health programmes in the community. Location: Auckland

Emma Taylor Viticulturist, Villa Maria Estate Plans for 2010: To continue juggling part-time work for Villa Maria with parenting my two girls, while staying sane. Skills offered: Research; communication (scientific into common language). Current community involvement: National Young Vit competition (organiser); EIT Advisory Board; NZ Winegrowers Research Committee member. Location: Hawkes Bay

Aaron Topp Sales & Marketing Director, Hatuma Lime Company / Author Plans for 2010: Continue working with farmers and industry to improve the efficiencies, resilience, and quality output of the current farming model, and probably a bit of writing too! Skills offered: Communication; marketing; writing; strategic planning; collaborative or individual problem solving. Location: Hawke’s Bay

Michelle van Gaalen Group Manager Retail, New Zealand Post Plans for 2010: Keep focused on creating a culture that creates great experiences for customers using our stores. Spend quality time with my family and friends as well! Skills offered: Customer and market strategy; branding expertise; business strategy. Current community involvement: Director of Chamber Music NZ (NFP). Location: Auckland

Annie Wahl Waikato Branch Manager, Accident Compensation Corporation Plans for 2010: Focus on current role at ACC and leading the team to ensure ACC scheme remains sustainable for the future. Skills offered: Injury rehabilitation; performance management; operations management. Current community involvement: Liaising with Waikato / King Country community in role as branch manager of ACC Waikato. Location: Hamilton

Wane Wharerau Waitemata Police District Forensic Team Leader, New Zealand Police Skills offered: Governance; project management and administration. Current community involvement: Chair, Ngapuhi ki Waitemata; Trustee, Guardians of the Sea; Consultant, North Shore City Council and Waitakere City Council. Location: Tamaki Makaurau

Ko te manu rerenga tawhiti He manu matatau whakakito Birds that travel long distances understand the future

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Andrew Aitken

Jeanette Burns

Executive General Manager, Vero General Insurance Skills offered: Governance; business excellence; valuesbased leadership. Current community involvement: Auckland Rotary. Location: Auckland

Co-Director, The Sleep Store Skills offered: Small business management; accident insurance; injury prevention; e-commerce. Location: Auckland

Assistant Regional Manager, Northern Prisons, Department of Corrections Plans for 2010: To obtain a Regional Manager position (preferably within Dept of Corrections), but potentially in another State Service Sector Dept to build on skills developed whilst in seconded roles in 2009. Skills offered: Extensive general management experience in both public and private sectors; operational management; project management; change management. Current community involvement: Remain involved in local school activities and a number of community groups associated with the prisons. Location: Auckland

Mark Baker

Richard Copeland

Consultant, MIH Consulting Skills offered: Operations management; strategic planning; commercial management; retail and manufacturing process design; technology solutions design and project management.

Human Resources Manager Tait Operations, Tait Radio Communications Plans for 2010: My new role at Tait took our family to Australia for five months last year and now that we are

Matt Anderson

Current community involvement: SkillsBank projects. Location: Auckland

Minnie Baragwanath Strategic Disability Advisor, Auckland City Skills offered: Disability knowledge & expertise; local government knowledge; communications and collaboration. Location: Auckland

Cheryl Bowie Manager â&#x20AC;&#x201C; Business Support, Waitakere City Council Skills offered: Project management; strategic consulting; business performance analysis; benchmarking and best practice advice; process analysis and re-engineering. Current community involvement: Previous volunteer with IHAD and Selwyn College; consulting advice to the NZ Business Excellence process in 2008. Location: Auckland

Sally Bramley Branch Manager, Tauranga, Accident Compensation Corporation Skills offered: Culture change; performance enhancement. Location: Hamilton and Bay of Plenty

back, I am still travelling as I look after HR for our overseas or regional businesses. Next year we have growth plans in all regions. Skills offered: Generalist HR. Location: Christchurch

Robyn Cormack Marketing Manager, Department of Conservation Plans for 2010: Helping people understand the contribution that conservation makes to our prosperity and well being. Keeping a strong focus on education via my role on the BOT, and most importantly being a good mum, wife, family member and friend â&#x20AC;&#x201C; nurturing my sense of humour with time out of doors and getting fitter! Skills offered: Marketing and communications strategy; social marketing; marketing research; online marketing. Current community involvement: Board of Trustees, Belmont School, Lower Hutt Location: Wellington

Mark Crosbie Company Director / Legal Consultant, Prolex Advisory Skills offered: Property advice; construction / development advice. Current community involvement: Trustee of Keystone NZ Property Education Trust. Location: Auckland

Johnnie Freeland Pae Arahi, Maori Relations Team, Auckland Regional Council Location: Auckland

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Rod Gibson

Jodi Mitchell

PAK’nSAVE Brand Manager, Foodstuffs (Auckland) Skills offered: Project management; organisational change management; governance. Current community involvement: School board; treasurer for a Baptist Church; involved in operational care of at-risk youth. Location: Auckland

General Manager Global Services, Simpl Plans for 2010: 100% focus on healthcare. My aim is to encourage collaboration and leverage of existing investments to make New Zealand’s healthcare sector more productive, safer and cost effective. Skills offered: General management; IT strategy. Current community involvement: Executive Board of the NZ Health IT Cluster. Location: Auckland & Wellington

Greg Glover Director / Dairy Farmer, Drumlea Farm Current community involvement: Trustee of Waipa Life Education Trust. Location: Waikato

Jo Kelly-Moore Vicar, St Aidan’s Church, Anglican Diocese of Auckland Skills offered: Chaplaincy; celebrant; facilitation. Current community involvement: Vicar of St Aidan’s Church; member of Auckland Diocese Council and Auckland representative to General Synon (tikanga Maori, Pakeha, Polynesia). Location: Auckland

Caroline Knight Skills offered: Project management; governance; mentoring and coaching.

Wendy McGuinness Chief Executive, Sustainable Future Institute Plans for 2010: Moving from the research element of our Project 2058 into the strategy phase. Skills offered: Strategic planning; risk management; scenario development. Current community involvement: Working to produce a national sustainable development strategy for New Zealand. Location: Wellington

Karyn McLeod Grants Manager, The ASB Community Trust Plans for 2010: To proactively engage with key stakeholders in the not-for-profit sector to ensure that the ASB Community Trust continues to test its effectiveness for the communities of Auckland and Northland. Skills offered: Funding proposals; team development; strategic planning. Location: Auckland

Greg Orchard Director Property, Housing Consents and Licensing, Wellington City Council Skills offered: Thinking; strategy; planning; governance; finance; leadership; asset management; coaching and mentoring. Location: Wellington

Graeme Olding Senior Associate, Bell Gully Skills offered: Governance; legal advice. Current community involvement: Chair of Mt Roskill Community Trust. Location: Auckland & Wellington

Roslyn Pere Product and Service Manager, Air New Zealand Skills offered: Marketing; product and service development; project management. Location: Auckland

JR Pereira Director, Communications & Marketing, Pacific Economic Development Agency Skills offered: Community governance and economic development; marketing; promotions; communications and performing arts management. Current community involvement: Pacific Villages – Auckland region; Pacific Island Chamber of Commerce (Pacific-Biz); Samoa-Aotearoa National Dance Theatre. Location: Auckland

Tara Pradhan Senior Strategic Advisor, Strategy office, Auckland City Council Skills offered: Facilitation; project management; event management; sponsorship; strategic and business planning. Current community involvement: Board member of Massive Company (Aotearoa Young People’s Theatre); supporter of not-for-profit organisations, The Zenergy Trust and The Fledgling Trust; advisory board member Film Auckland. Location: Auckland

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Michael Price Managing Director, JB Presentations Skills offered: Business management; operations/ network management; electrical engineering; process improvement. Current community involvement: Participation in our childrenâ&#x20AC;&#x2122;s preschool and primary school activities. Location: Christchurch

Ngaroimata Reid Business and Community Development Consultant Plans for 2010: Continue working with a Kaupapa Maori organisation that provides support and therapy to Maori women, children and Whanau who have experienced Whanau violence and/or sexual abuse. Furthering my te reo Maori me ona tikanga skills and language. Skills offered: Business and community development expertise; project management; cultural expertise and advice; research; facilitation and mentoring. Current community involvement: Member of Te Ohaaki a Hine - National Network for Ending Sexual Violence; Radio Host, Radio Waatea 603AM; secretary/trustee, Te Whanau o Rangiwhakaahu Marae Trust; Whanau chairperson, Te Kura Kaupapa Maori o Te Kotuku. Location: Waitakere

James Smallwood Director/Dairy Farmer, Berwick Farm Skills offered: Business development; change management; international business experience; personnel management; pragmatic view of the world! Current community involvement: Chairman of South Wairarapa District Councilâ&#x20AC;&#x2122;s Rural Services Committee. Location: Greytown, Wellington

Jennie Vickers Thought leaders mentor and COE (Chief of Everything), The Zeopard Herd Plans for 2010: Take every opportunity to speak to groups and conferences and spread my message that daring to be different pays great dividends in life and business. Skills offered: Commercial law; public speaking; mentoring; training; coaching. Current community involvement: Vice President of the Auckland Law Society inc.; Visitor for Age Concern Location: Auckland

Serena Walker Self Employed Marketing Consultant Skills offered: Small business management from startup to strategic planning; direct marketing; business improvement methods; business process mapping. Location: Auckland

In a leadership context, New Zealand is unquestionably viewed as an honest broker. Too small to threaten, respected for its honesty and forthrightness, we can legitimately take a global leadership position. We are seen as a friend of nations, a listener and consensus builder, and a driver of solutions. Tony Nowell To achieve good outcomes people have to work together linking their individual strengths. An ideal relationship is therefore based on trust, not on rules. Graeme Nahkies

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Jane Aickin

Rouruina Brown

Group Manager Visitor Services and Assets, Auckland Regional Council Plans for 2010: Surviving and supporting the Auckland Super City merger! Skills offered: Strategic planning; facilitation; project management and a strong strength of will. Current community involvement: Chair of Auckland Recreation Association. Location: Auckland

Project Manager Events Review, Manukau City Council Skills offered: Business planning; project management; teamwork and collaboration; communications plans; community consultations. Current community involvement: Pacific Peoples Community Reference Group; School Board of Trustees; Young Women’s President; Relief Society President; Manukau City Council Pacific Staff Advisor. Location: Auckland

Dean Astill Export Manager, Delica Skills offered: Governance; marketing; project planning. Current community involvement: Board member EIT Horticulture Advisory Board. Location: Hastings

Ian Balme Regional Councillor, Environment Waikato / Farmer Skills offered: Governance; project development; environmental leadership; agricultural business. Current community involvement: Environment Waikato Regional Councillor; president Raglan Community House; committee member Waikato Hunt Club; trustee Hamilton Environment Centre. Location: Waikato

Megan Barclay SkillsBank Director, Leadership New Zealand Plans for 2010: To continue developing the SkillsBank Programme with Leadership New Zealand and the Alumni. To continue to gain clarity and understanding of the New Zealand not-for-profit sector so as to serve it well in the context of the SkillsBank Programme and beyond. To continue to develop my leadership skills through participation in diverse development programmes. To travel to Canada with my family for a fixed period and connect with the social innovation organisations that operate there. Skills offered: Programme management; organisational change management; organisational continuity and improvement; facilitation. Current community involvement: Voluntary work with various not-forprofit organisations as the requirements arise through the connections I am making with SkillsBank Location: Auckland

Tom Bennett Partner, Bell Gully Skills offered: Legal advice – corporate/commercial and local government law. Location: Auckland

Maureen Crombie Manager: Strategic Framework and Research, Waitakere City Council Skills offered: Cross-cultural; marketing and communications; policy development; strategic planning. Current community involvement: Chair of ECPAT International; Alumni representative Leadership New Zealand board. Location: Auckland

Richie Dempster General Manager Networks, Northpower Skills offered: Project management; contract management; asset management; business process improvement; people management. Location: Northland

Quentin Doig Communications and Marketing Director, Housing New Zealand Corporation Plans for 2010: From 18 January wife Faye and I will be establishing ourselves as sales consultants for Harcourts based in Picton, Marlborough. Skills offered: Communications planning; risk management advice; governance and management guidance ; mentoring. Location: Wellington and Marlborough

Peter Fenton Chief Executive – Postal Services, New Zealand Post Skills offered: Governance; business management; human resources and operations leadership. Current community involvement: Junior coaching; sports administration. Location: Wellington

Milton Henry Secondary School Teacher, Selwyn College Skills offered: Programme development; mentoring – youth and adults; identifying and prioritising resources for diverse groups; thinking and literacy skills; promoting effective student/teacher relationships. Location: Auckland

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Cheryl Holloway

Kevin Leith

Managing Director, Kaahu Communications Skills offered: Communication; facilitation; coaching; relationship strategy; organisational change; policy development; creative writing. Location: Auckland

Head of New Business & Claims, Sovereign Skills offered: Strategic planning; general management; marketing – brand, media management, public relations; ecommerce and innovation; sales and service. Current community involvement: Hoping to assist in providing school board support for lower decile schools within the greater Auckland region. Location: Auckland

Carole Hughes Co-Vicar (Anglican Priest), St John’s Anglican Church Plans for 2010: Anything is possible! 2010 includes some time for travel with my family. I will continue making the most of opportunities to work in the community, and especially in the field of education. Skills offered: Supervision; group facilitation; chaplaincy; support; celebrant. Current community involvement: Co-Vicar, Anglican Church, Campbells Bay; Chaplain, Murrays Bay Intermediate School; facilitator of postordination training for Auckland/Northland region; church ministry selection and appointments advisor to the Bishop; guest lecturer, St John’s College. Location: North Shore City and Auckland

Gavin Pearce

Jackie Kruger

Company Director, Naturally Right Ltd Plans for 2010: Ongoing business development, and spending precious time with my father and extended whanau. Skills offered: Executive leadership and strategic advice in the areas of organisational development and developing strategic relationships. Current community involvement: Assumed shared full-time care of dependant parent. Location: Whangarei

Regional Manager, Pact Southland Plans for 2010: More time with my family and improved physical fitness. Skills offered: Planning; advocacy; fundraising. Current community involvement: Invercargill City Council; Southland Community Wastebusters Trust; South Catlins Environment and Development Charitable Trust (natural heritage/tourism project at Curio Bay); Invercargill Creative Communities; Invercargill Te Ara A Kewa Health Trust. Location: Invercargill & Southland

Alistair Kwun Consultant Skills offered: Media relations; events; project management; intercultural and youth communications. Current community involvement: Public relations adviser for New Zealand Chinese Association; Advisory Group (Asian Aucklanders and the Arts research), Creative New Zealand. Location: Auckland

Theresa Le Bas Senior Associate Corporate Advisory – Environment, Clayton Utz Plans for 2010: New challenges and adventures - watch this space! Skills offered: Legal expertise in all areas of environmental law. Current community involvement: Rotarian; Member of the Resource Management Law Association of New Zealand. Location: Perth, Australia

Actuary, Liberty International Underwriters Plans for 2010: Continue to grow into my new role at Liberty and maintain a close relationship with my kids in New Zealand. Skills offered: Actuarial advice; financial modelling and forecasting. Current community involvement: Still getting to know my new city...Sydney. Location: Sydney, Australia

Rangimarie Price

Neville Pulman Managing Director New Zealand, Creative Activation Skills offered: Wide commercial skills; strategic business planning; cultural and team management; consumer marketing; new markets planning and development; product and category development. Location: Auckland

Robyn Scott Executive Director, Philanthropy New Zealand Skills offered: Organisational management; strategic planning; workshop facilitation; supervision; mentoring. Location: Wellington

Adrian Sole General Manager, Peru Cafe Plans for 2010: Become involved with at least one local NFP and get www.greendrinks.org events going in New Plymouth. Skills offered: Common sense; private sector business and governance experience; sales and marketing; vision and innovation. Current community involvement: iTaranaki, Green Drinks Location: Taranaki

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Parul Sood Skills offered: Strategic planning; project management and resource planning; public and government body communication; an optimistic and ‘can do’ attitude! Current community involvement: Community groups working in the area of environmental care in the Rodney District; board member of a Community Trust working on sustainability. Location: Auckland

Teresa Tepania-Ashton

When I first entered politics I thought people didn’t expect much. They wanted someone to love, somewhere to live,

Chief Executive Officer, Te Runanga A Iwi O Ngapuhi Skills offered: Governance; management; strategic planning; business planning; project planning. Current community involvement: Whanau; Hapu; Iwi; Mid-North, Far North social, cultural, environmental and business development. Location: Kaikohe

somewhere to work, something

Koroseta To’o

something to lose, something

Senior Analyst – Pacific Peoples, Waitakere City Council Skills offered: Strategic planning; planning; policy development. Location: Auckland

to leave behind. If people

Laura Vodanovich Head – Collection and Research, Auckland Museum Plans for 2010: Continue to develop and lead the research, collection and library teams at Auckland Museum. Skills offered: Recruitment selection and team building; risk management; strategic planning; and mentoring. Current community involvement: Trustee on school board. Location: Auckland

Meredith Youngson Community Development Coordinator, Project Twin Streams, Waitakere City Council Plans for 2010: Continue to work with other local leaders to strengthen sustainability and foster community spirit in my local community. Skills offered: Facilitation; supervision and mentoring; community development. Current community involvement: Swanson Station Trust, Celebrating Swanson – a group committed to fostering social capital in Swanson through a range events and groups. Location: Waitakere City

to believe in and something to hope for. I still believe this, but I now believe that people need

have nothing to lose they are vulnerable to the hymns of hate, diversions and divisions of the populists. Mike Moore There is an emerging awareness that endless consumption cannot continue and that we must change our paradigm of what success looks like. We are contemplating a future in which we will measure personal wealth in other than dollar terms. Jo Brosnhan

Alumni Snapshots

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Matt Bolland

Nick Hadley

Head of Corporate Services, TelstraClear Skills offered: Communications strategy development; media relations; government relations and marketing. Location: Auckland

Self Employed in Web Development and IT, Kudos Web Plans for 2010: Increased learning, more personal time, keeping (getting!) fit, increased community involvement. Skills offered: IT strategy; web marketing; business development; sales & marketing. Current community involvement: Leadership New Zealand community; Warkworth Rotary, local organisations. Location: Auckland and Northland

Phil Burt Self Employed Consultant Skills offered: Governance and management consulting; annual report preparation and improvement; financial process improvement. Current community involvement: Sporting and church groups. Location: Wellington

Debbie Chin Chief Executive, Standards New Zealand Skills offered: Public policy; financial; private sector. Current community involvement: Wellington Girls College Parents Association; assistant manager of Wellington Girls College 1st X1 cricket team. Location: Wellington

Carlene Creighton Marketing Manager, ITM Skills offered: General management; marketing; business management; not-for-profit boards; project management. Location: Auckland

Mike Davies General Manager Networks and Services, Vodafone Skills offered: Project management; technology; business alignment; forming/aligning/building teams and organisations going through significant change. Current community involvement: Youth development; charitable board/trust. Location: Auckland

Irene Durham Director/Business Coach, Evoke Plans for 2010: Continue strategic coaching programmes for business owners in the SME sector, and decision makers in the community sector. Skills offered: Business coach; business owner; New Zealand Business Woman Award 1998-1999; property and trust advice; clarity on issues for small to medium New Zealand businesses and trusts; investment strategy; financial planning. Current community involvement: On boards for NorthHaven Hospice Endowment Trust, NorthAble (Disability Services), Enterprise Northland & Destination Northland, NRC Community Trust, & Northland Business Development Trust. Location: Northland

Chris Fogarty Director of Corporate Affairs, Allens Arthur Robinson Skills offered: Media training; marketing; fundraising. Location: Sydney 42

Glenn Hawkins Chartered Accountant and Management Consultant, Glenn Hawkins & Associates Skills offered: Financial management; governance; system reviews. Current community involvement: Director of Ngati Whakaua Tribal Lands – Iwi Authority; director of Eastside Training – PTE for at-risk youth; advisor to a range of Maori organisations including Hapu, Marae, Kura, Kohanga and community groups. Location: Rotorua

Kristy Hill Maori Advisor, Auckland Regional Council Plans for 2010: ARC; continue training with NZ Football Ferns team and supporting NZ Under 20 team; support Ngati Whatua tribal initiatives. Skills offered: Maori development. Current community involvement: Director of Te Puna Hauora PHO; squad member of NZ Women’s Football Ferns team; manager of NZ U20 Women’s Football; Ngati Whatua touch organiser. Location: Auckland

Lisa Howard-Smith Regional Relationship Manager, Ministry of Social Development Plans for 2010: Increase competencies in public policy development, identify area of specialisation to enhance personal and team performance within public service structure, to achieve social improvement outcomes and MSD strategic goals. Skills offered: Strategic planning; project/event management; organisational development; group facilitation and workshop delivery; fundraising and promotions. Location: Auckland

Tracy Moyes Manager Strategic Projects, AucklandPlus Skills offered: Project management; event management; branding; marketing; systems and process. Current community involvement: Mentor, Project K; Volunteer, Auckland Regional Parks. Location: Auckland

Alumni Snapshots

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Gia Nghi Phung

Vicky Taylor

Artist Skills offered: Building capacity in community organisations and bringing culturally diverse communities together for active participation. Location: Auckland

Company Director, Smartfoods Plans for 2010: Learn about the two businesses I have joined as a director – Landcare Research and Vehicle Testing Group; enjoy more time with friends and family. Skills offered: Strategic planning; business development; marketing. Current community involvement: Co-founder of Springboard, a notfor-profit with an objective of accelerating the development of young directors in New Zealand. Location: Auckland

Phil Riley Area Manager, Northern South Island, Accident Compensation Corporation Skills offered: General management; project management; communication management; negotiation. Location: Christchurch

Suzanne Weld District Councillor, Rodney District Council Skills offered: Project management; landscape planning and design; community vision development; group facilitation; council annual plan and resource consent process advice. Current community involvement: Western Rodney community groups; Ryder-Cheshire Foundation; Life Education Trust. Location: Auckland and Northland

Leisa Siteine Group Manager Manukau Arts, Manukau City Council Plans for 2010: Working on the Mangere Art Centre project, a new $7.2 million project scheduled to open in September 2010. Skills offered: People, facility and event management; community arts management. Current community involvement: Church leader; trustee of Massive Theatre Fala Pasefika Committee. Location: Manukau City

Jim White

Rewi Spraggon Kaiwhakarite Maori Manager, Waitakere City Council Skills offered: Consultancy; artist; chef; musician; broadcasting; and creative innovation. Current community involvement: Alumni representative, Leadership New Zealand board; Surf Locating coach; Maori Television board; Lopdell House board; Te Runanga O Waitakere spokesperson Waitekere Primary School; traditional Maori weaponry teacher for at-risk children; chairman Te Kai Takawaenga O Te Uru West Auckland Maori Service Providers; Te Waonui a Tane board member: National Maori Men Group mentoring Maori male youth; Te Atatu Rugby League. Location: Auckland

Che Tamahori Managing Director, Shift Plans for 2010: Take my daughters to their first day at school and kindy. Skills offered: Online marketing and communication strategy; technology strategy, design consulting. Current community involvement: Chair of Wanganui School of Design Advisory Board. Location: Auckland

Vicar, St Andrew’s Epsom, Anglican Diocese of Auckland Skills offered: Community/group building; thinking; celebrating. Current community involvement: Canon, Auckland Cathedral; member/facilitator of All Saints Restorative Justice Group; chair of Auckland RJ Umbrella Group; College of Southern Cross Advisory Group. Location: Auckland

Sarah Williams Executive Director, Porter Novelli Plans for 2010: Become an expert at being a working mum...., immerse myself in the world of digital media as the potential benefits for business are massive, contribute to the success of Leadership New Zealand through Porter Novelli’s partnership. Skills offered: General PR; communications disciplines such as communication planning, writing, production management, media relations, issues and crisis management. Location: Auckland

Te kai a te Rangatira te reo... The food of leaders is talk. 43

Leadership New Zealand Events 2009 February Programme Launch Cocktail Evening 20th February

Launch event of the 2009 Programme Year. A chance to reconnect with friends, stories, and the newest members of the Leadership New Zealand community. MC – Alumnus: Sina Moore (2008) Speakers – Tony Carter, Managing Director, Foodstuffs; Jo Brosnahan Chair Leadership NZ Alumni: Neville Pulman (2006), Megan Barclay (2006), Sina Moore (2008) Venue – Fables, Newmarket, Auckland

June SkillsBank Relaunch 12th June

An event to celebrate the re-ignition of the Leadership New Zealand SkillsBank Programme. An opportunity to share our dream with those who believe in capacity development for not-for-profit organisations. MC – Jenny Woods Speakers – Frank Olsson, Trustee Leadership NZ; Alfred Ngaro, Inspiring Communities Alumni: Tim Hamilton (2008), Mark Baker (2007), Megan Barclay (2006) Venue – AMI Netball North Harbour Stadium, North Shore City

Board Governance Seminar, Auckland 13th June

A workshop generously facilitated by Graeme Nahkies on Board Governance and Leadership. Presenter/Facilitator – Graeme Nahkies, Boardworks International Venue – NZIM premises, Auckland

Leadership Week Idea X Change, Wellington 30th June

Idea X Change, a soapbox event kindly hosted by the Sustainable Future Institute and Willis Bond & Co.

July Leadership Week Dinner 2nd July

Christchurch Cocktail Event 31st July

September Leadership New Zealand Information Sessions

October

A mid-year event hosted by Leadership New Zealand in a week designed to celebrate all that represents Leadership in New Zealand. MC – Te Radar Speakers – Rt Hon Mike Moore, Former PM and Director General World Trade Organisation; Jonathan Ling, Managing Director of Fletcher Building; Bob Harvey, Mayor of Waitakere City; Tony Nowell, Deputy Chair Leadership NZ; Jo Brosnahan, Chair Leadership NZ Guests of Honour: Richard Bluck, Former Executive Director of Leadership Victoria; Sacha and Alison O’Dea Venue – Hopetoun Alpha, Auckland A cocktail event enabling the participants to meet with Christchurch leaders. Venue – Chateau on the Park A chance to share all that is Leadership New Zealand with the wider leadership community and allow those interested in joining the Programme to learn more. #1 – Hosts – New Zealand Post, Auckland Speakers – Mark Dunlop (2009), Michael Berry (2008), Vicky Taylor (2005), Essendon Tuitupou (2008), Michelle Quirk (2009) #2 – Hosts – KPMG, Wellington Speakers – Adrian Wimmers (2009), Christian Penny (2009), Robin Cormack (2007), Sacha O’Dea (2008)

Cafe Series One 14th October

An event jointly hosted by iCoco Coffee Co and Leadership New Zealand that stimulated lively debate and discussion about “Community Leadership and the Auckland Supercity”. MC – Penny Hulse Speakers – Bob Harvey, David McConnell, Dr Huhana Hickey, Willie Jackson, Geoff Ross Venue – Ristretto Cafe, Auckland

AUT University/LNZ Cafe Series 20th October

A cafe conversation event jointly hosted by AUT University and Leadership New Zealand to celebrate “The Nature of Leadership”. Organiser – Professor Marilyn Waring Speakers – Albert Wendt, Kahlo Milo Schaaf, Tim Heath and Selina Marsh Venue – Four Seasons Restaurant, AUT Campus, Auckland

Cafe Series Two 28th October

A cafe event focused on the theme “Trends that will transform our future”. MC – Reg Birchfield Speakers – Morgan Williams, Richard Faull, Minnie Baragwanath (2007), Che Tamahori (2005) Venue – Ristretto Cafe, Auckland

Alumni Mentoring Programme 31st October

A development programme designed in partnership with Altris specifically for Leadership New Zealand to support our volunteer Mentors going into the community. Venue – Allendale House, ASB Community Trust, Auckland

November Cafe Series Three 11th November

A cafe event on “Capacity Building in the Not for Profit Sector – leading an approach for the future”. MC – Te Radar Speakers – Jennifer Gill, Margot Nicholson, Hamish Crooks, David Pearce Venue – Ristretto Café, Auckland

2009 Graduation Event 21st November

An evening of celebration of the Graduation of the 2009 Programme participants. MC – Alumnus Teresa Tepania-Ashton (2006) Speaker – Rt Hon Sir Don McKinnon, Former Commonwealth Secretary-General Graduand Representative – George Riley Venue – Maritime Museum, Auckland

We only exist because of the generosity of others.

Our sincere thanks to… Key Partners

Supporting Partners

Event Partners

Scholarship Partner

Event Speakers

Michael O’Dea Scholarships, gifted by the O’Dea Family

We thank all speakers for their generosity in giving of their time and themselves; they are the backbone of Leadership NZ. Speakers are listed in the Programme Overview and in the Event Overview.

SkillsBank Partner Tindall Foundation

Organisation Partners

Programme Partners

Martin Fenwick, Toni Snelgrove and Douglas Lang of Altris, for facilitating the Pilot Mentoring Programme in November and for providing 3 three-month Executive Coaching Programmes for 2009 Participants. Graeme Nahkies of Boardworks International for providing 2 governance seminars. PricewaterhouseCoopers (Cameron Ford and Nuala Baker) for undertaking the Annual Audit. Reg Birchfield, Toni Myers, Gill Prentice, Fran Marshall and the team at Mediaweb for editing and publishing ‘Leaders’ and the 2009 Yearbook. Nick (Alumnus 2005) and Sue Hadley and KudosWeb for assisting with the website. David McGregor of Bell Gully for legal support.

Jenni Broome and her team at RMS Refugee Resettlement who hosted the programme in March. Chris Farrelly and Manaia Health PHO for hosting participants in April. Oramahoe Marae, who hosted the visit to Tai Tokerau. Teresa Tepania Ashton (Alumnus 2006), George Riley (Participant 2009) and the hosts from Ngapuhi. KPMG, hosts in Wellington in June. Greg (Alumnus 2007) and Gerry Glover for the tour of their farm in Hamilton. Tim Mackle and DairyNZ for hosting the June programme session in Hamilton. PGG Wrightson for co-hosting the Mid Year Retreat in Christchurch. Grant (Participant 2009) and Jackie Bunting for hosting the group at their farm in Christchurch during the Mid Year Retreat in July/August. Jim Mather and Maori Television for hosting the September session in Auckland. Annie Ruth and Christian Penny (Participant 2009) and Toi Whakaari: NZ Drama School, hosts for the October programme. Karen Fifield and Beth Houston (Participant 2009), Wellington Zoo Trust for hosting the October programme session in Wellington.

Meeting and Event Hosts Jane Walker of Fables for assisting with the Programme launch function. Wendy McGuiness (Alumnus 2007), the Sustainable Future Institute and Willis Bond and Co for hosting the idea x change, the Wellington soapbox event. AMI Netball North Harbour for hosting our SkillsBank re-launch event. New Zealand Post for hosting the Auckland Information Session. KPMG for hosting the Wellington Information Session. Bell Gully for hosting the Auckland 2010 Programme Interviews. ACC for hosting Wellington 2010 Programme Interviews. Adrian Sole (Alumnus 2006) of iCoco Coffee and Ristretto Café in Royal Oak, Auckland for hosting the Inaugural Café Series. Karyn McLeod and The ASB Community Trust for hosting the Mentoring Programme at Ferndale House. Production Associates, Foodstuffs (Auckland) Ltd, Ngatarawa Wines and Rainbow Park Nurseries for sponsoring the Graduation Party in November. Jodi Mitchell and Simpl for hosting our Alumni Representative meetings. Standards NZ for supplying a venue for the Wellington Board Governance Seminar.

Other Contributions Wendy Rowe who jointly developed and facilitated, with Adrienne Calder, the Team Day at the 2009 Opening Retreat. Anne Elder-Knight who developed and facilitated a Workshop for the Programme on Personal Mastery – ‘Leading from the Inside Out’. Jean de Bruyne, QED Services, and Lindsay Corban who ran a Team Day for LNZ. The 2010 Leadership Programme selection panel: Dr Morgan Williams, Tony Nowell, Jo Brosnahan, Wendy McGuinness, Johan Barton, Michael Gross, Quentin Doig, Frank Olsson, Jodi Mitchell, Marija Batistich, Megan Barclay, Richard de Haast, Maureen Crombie, Serena Walker and Meredith Youngson. Karen Chan (Alumnus 2008) for preparation of the newsletter. Richard de Haast for advice on recruitment. Paul Brosnahan and Broadway People for assistance with recruitment. Tim O’Rourke of Oceania Coachlines for assistance with transport. Lindsay and Brian Corban for their ongoing generosity and support. Alumni Irene Feldges (2008), Mark Baker (2007), Minnie Baragwanath (2007), Sina Moore (2008) Rewi Spraggon (2005), Judy Whiteman (LV 1992), Ngaroimata Reid (2007), Rachel Wotten (2009) for ongoing assistance with LNZ activities. SkillsBank volunteers Mark Baker, Irene Feldges, Malcolm Paul, Tim Hamilton, Rangimarie Price, Lance Kennedy, Michelle Quirk, Rachel Wotten, Debbie Chin, Mike Davies, Ngaroimata Reid, Lisa Howard-Smith, Irene Durham, Richard Copeland, Michael Price, Che Tamahori. All of our Trustees, Advisory Trustees, Funding Partners, Alumni and Forum members for their ongoing support and invaluable advice. All invited contributors to this Yearbook.

Key Partners ACC www.acc.co.nz

The ASB Community Trust www.asbcommunitytrust.co.nz

Bell Gully www.bellgully.co.nz

Foodstuffs www.foodstuffs.co.nz

New Zealand Post www.nzpost.co.nz

Supporting Partners

Altris www.altris.co.nz

Barter Card www.bartercard.co.nz

Boardworks International www.boardworksinternational.com

Hay Group www.haygroup.com

Kerridge & Partners www.kerridgepartners.com

JR McKenzie Trust www.jrmckenzie.org.nz

NZ Management magazine www.management.co.nz

Porter Novelli NZ www.porternovelli.co.nz