Leading questions

eading questionsL

Dave Brunsdon CNZM DistFEngNZ CPEng(IntPE)NZ has contributed to many initiatives in engineering and emergency management. In addition to being part of technical committees developing codes and assessment guidelines, he’s led the development and implementation of procedures for managing buildings in an emergency, which have been applied following various natural disasters since 2007. He’s also been instrumental in developing New Zealand’s Urban Search and Rescue capability, and was pivotal in developing lifelines engineering in Aotearoa. He was awarded Companion of the New Zealand Order of Merit in the 2022 New Year Honours.

What attributes make you a good leader?

The ability to listen and distil the key points from a range of different perspectives. I prefer to lead by supporting and enabling others, noting that an engineering leader doesn’t have to have the sharpest technical mind in the room. A key part of leading in this way is building a team of people capable of working with others, even though they may hold different technical viewpoints.

At the end of each day, what tells you whether you’ve been successful?

It’s all about making small differences. As you look back on a day, if you have contributed a good idea to a meeting, or just helped people from different arenas connect, that’s when you know you’ve made a small difference.

Who opened a key door for you?

The late Dr Nigel Priestley ONZM – getting the chance to do my Master’s thesis under his supervision and following his recommendation to focus on existing reinforced concrete structures. This was the first New Zealand postgraduate study on this topic and it provided me with a front row seat for a lot of the developments in relation to seismic assessment over the next few decades.

How do you connect your work with a sense of greater good?

Working in emergency management has reinforced the importance of risk reduction as an everyday objective or driver of our engineering work. When we design or strengthen buildings or lifeline networks, we’re reducing the impact of adverse events on the community, be it for earthquake or climate change adaptation.

What mistake have you learned from most?

The last one – it reminds you that you still make them and need to keep learning! And to keep listening, as failure to listen is the origin of so many mistakes. Also, the importance of seeking other viewpoints to make sure your thinking isn’t too narrowly focused.

Who is a leader in Aotearoa you admire?

Tā Mark Solomon, for his many achievements in leading Ngāi Tahu. His leadership is underpinned by values and respect and based on a nonconfrontational approach. He led his iwi strongly through the Canterbury and Kaikōura/Hurunui earthquakes by having

Dave Brunsdon CNZM DistFEngNZ CPEng IntPE(NZ)

Role: Director, Kestrel Group Based in: Wellington Qualifications: Master of Engineering (Dist), University of Canterbury, 1984; Bachelor of Engineering (Hons), University of Canterbury, 1981

a focus on manaaki – supporting everyone – and being able to challenge the highly structured Civil Defence operations when they weren’t serving his iwi effectively.

What questions have you been asking yourself lately?

I’ve been reflecting on the similarities between preparing for Covid and earthquakes. Both require a strong base knowledge of science and the highest quality of risk assessment and communication. Also, a precautionary approach with appropriate realism and pragmatism that acknowledges uncertainty and takes into consideration the wider economic impact on the community.

What are particular leadership challenges in your specialty areas of engineering?

In earthquake engineering, engineers need a better understanding of the uncertainties associated with seismic loading, and how to communicate to owners and occupiers the impacts of this uncertainty on both new design and the assessment of existing buildings. An associated point is communicating more effectively what risk information % New Building Standard ratings do, and don’t, provide.