Leaders 2014 by Leadership New Zealand

LEADERS

Issue 10 Winter 2014

Rod Drury: Xeros and Heroes Creative Leadership, CQ and Collective Impact New creative direction for Leadership New Zealand

THE PEOPLE

VISION Enriching New Zealand through active leadership in a connected community. 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 P O Box 5061 Wellesley Street, Auckland 1141 T: +64 9 309 3749 E: info@leadershipnz.co.nz W: www.leadershipnz.co.nz LEADERSHIP NEW ZEALAND STAFF Sina Wendt-Moore – Chief Executive Louise Marra – Programme Director Annette Bartlett – Programme Leader Judy Whiteman – SkillsBank Director DISCLAIMER 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. Leaders is published by Leadership New Zealand. Copyright © 2014. All material appearing in Leaders is copyright and cannot be reproduced without prior permission of Leadership New Zealand.

Issue 10 Winter 2014

We thank the following people for their generous support of Leadership New Zealand

LEADERSHIP NEW ZEALAND TRUSTEES Peter Garnett - Chair, Leadership New Zealand; Company Director Nick Astwick – Deputy Chair, Leadership New Zealand; Chief Operating Officer, Kiwibank; Alumnus 2010 Carol Bellette – Group General Manager Shared Services, Te Runanga o Ngai Tahu; Alumnus 2012 Martin Fenwick – Chair, Altris Ltd Sean Hughes – Senior Executive; Alumnus Leadership Victoria Tara Pradhan – Head of Vision Partners, World Vision; Alumnus 2007 Neville Pulman – Managing Director NZ, Creative Action; Alumnus 2006 George Riley – Alumnus 2009 Samuelu Sefuiva – Public and Social Policy Consultant Hilary Sumpter – CEO, Auckland Communities Foundation; Alumnus 2010 Sarah Trotman – Director Business Relations, AUT Christien Winter – Executive Director, Sheffield

LEADERSHIP NEW ZEALAND ADVISORY TRUSTEES Sir Bob Harvey – Chair, Advisory Trustees; Chair, Waterfront Auckland David McGregor – Deputy Chair, Advisory Trustees; General Counsel, Envirocounsel Reg Birchfield – Publisher, RJMedia; Chair, Abilities Inc, Auckland Jo Brosnahan – Founder, Leadership New Zealand; Company Director Tony Carter – Co-Chair, The New Zealand Initiative; Chair, F & P Healthcare; Corporate Director Maureen Crombie – Chair, ECPAT International; Alumnus 2006 Jennifer Gill - Chief Executive, ASB Community Trust John Hinchcliff – Emeritus Vice Chancellor, AUT University; President, Peace Foundation Peter Kerridge – Director, Kerridge and Partners Ltd Chris Laidlaw – Wellington Regional Councillor; Writer Louise Marra – Director NZ Government Auckland Policy Office, Director MBIE; Leadership New Zealand Programme Director Tim Miles – CEO, Gen-i, Australasia Tony Nowell – Director, Valadenz; Corporate Director Suzanne Snively – Executive Chair, Transparency International; MD, More Media Enterprises; Corporate Director Dr Morgan Williams – Chair, WWF New Zealand

ALUMNI REPRESENTATIVE COMMITTEE Neville Pulman (2006), Anahila Kanongata’a-Suisuiki (2013), Kimberly Rees (2013), Helen Lomax (2013), Arthur Grooby (2013), James Wilson (2013), Andrew Lawson (2013) Georgie Witehira (2013), Brent Chalmers (2013), Michelle Hancock (2013)

EDITORIAL TEAM AND CONTRIBUTORS Reg Birchfield, Sina Wendt-Moore, Judy Whiteman, Rebecca Savory, Kimberly Rees, Annette Bartlett, Curative Ltd

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CHAIR’S FOREWORD

In 2000 I had the privilege of participating in the Oxford Strategic Leadership Programme. One of the presenters who impressed me was Theodore Zeldin, a Fellow of St Antony’s College, Oxford and a member of the BBC Brains Trust who spoke with us about “Conversation - how talk can change your life”. He suggested that “Conversation is, among other things, a mind-trading game and a puzzle. We constantly have to guess why others say what they do. We can never be sure when words will dance with each other, opinions caress, imagination undress, topics open. But we can become more agile if we wish.” It was his view that “It’s good to talk” is the slogan of the twentieth century, which put its faith in self-expression, sharing information and trying to understand. But talking does not necessarily change one’s own or other people’s feelings or ideas. I believe the twenty-first century needs a new ambition, to develop not talk but conversation, which does change people. Real conversation catches fire. It involves more than sending and receiving information. While preparing myself for my role as Chair of Leadership New Zealand, I had the privilege of enjoying a number of conversations with our founder, Jo Brosnahan. It is interesting to reflect that it is just over 10 years ago since Jo met with a small group of NZ leaders to discuss her dream of “changing the face of leadership in New Zealand; of creating an opportunity to grow and celebrate NZ leaders within the context of diversity and conversation”. The result of this conversation saw Leadership New Zealand being formed with the Vision of “Enriching New Zealand through active leadership in a connected community”. Today we proudly see Jo’s “dream” coming through clearly in our Mission of “growing, celebrating and weaving together New Zealand’s leaders through conversation”. Importantly, our Leadership Programme blends together human connection, conversation and building of trust within each year’s group - all underpinned by Aroha. Participants are provided with tools and processes to deepen their understanding of the art of conversation and reflection. They hear from senior NZ thought leaders and then engage in robust and challenging conversations with them and each other about the issues that matter for NZ. This is what sets apart our Leadership Programme. When I talk with our Alumni members I find

that this has manifested itself in many ways including the way their group has become a family, the way they have come to trust and share with each other and the way they are now involved in their community. They tell me that they recognise fellow Alumni members in quite different environments, even though they may not have known them previously. Why? From the way they immediately engage in open honest conversations. In 2012, as part of our theme of Intergenerational leadership, we facilitated a conversation between 4 generations of leaders. Then last year we hosted a Dinner with a Difference – a disruptive leadership experience – where we had speakers from across each generation share their most disruptive acts of leadership and ideas about how we need to lead differently, and then we facilitated a conversation about what we could to do together – to be disruptive as we look to reimagining our future together? It was a powerful experience, with the discussion and debate invigorating and thought provoking. This year our focus is on creative leadership and I am looking forward to the many and varied conversations we will hear. Technology today has changed the way we work. It has introduced interactive conversation ability, distant learning and many benefits into our everyday lives (though not yet for many throughout the world). It does however mean we can now be, and are often expected to be, available “24/7”! We are regularly “communicating” with each other by text or email, and of course expecting instant responses. I suggest we are at risk of moving back to talking; no longer having conversations. So it was Theodore Zeldin’s words, Jo’s dream and the way conversation underpins the Leadership New Zealand programme that inspired me to write about conversation and the importance it has for us as leaders. My challenge to each of today’s leaders and aspiring leaders is, as Theodore said, to “become more agile” and continue to “develop …. conversation, which does change people.” Best wishes for your journey ahead.

Peter Garnett Chair

CONTENTS

CHAIR’S FOREWORD 1 Peter Garnett

ROD DRURY:

From Xeros to Heroes Reg Birchfield

CSCLEADERS EXPERIENCE 5 Sina Wendt-Moore

2014 PROGRAMME 8 LAUNCH

A photo essay

HAVE YOUR SAY 10 Thoughts from the class of 2014

A NEW BRAND OF LEADERSHIP A new creative direction for Leadership NZ

Eddy Helm & Neville Pulman

ALUMNI CONNECTIONS 24 Greg Orchard & Lynette Adams

BOOK REVIEW

Lead with Wisdom Jenny Vickers

2013 GRADUATION 27 A photo essay

ACKNOWLEDGEMENTS 28

COVER STORY

Rod Drury: Building Xeros and Heroes Rod Drury hesitates to call himself a creative leader. “I’m more the evangelist, the visionary product leader,” he offers. Drury is the charismatic, energetic, enthusiastic and technology-obsessed founder and chief executive of Xero, New Zealand’s high flying technology stock that bent on revolutionising global accounting software services for small to medium enterprises. Drury’s also a shamelessly unrepentant serial entrepreneur. He’s obviously good at it because he wins awards for his enterprise and investors love him. Drury served his apprenticeship as an enthusiastic IT consultant with the international accounting firm Arthur Young which eventually became global consultancy Ernst & Young. Then he went solo, well almost. He and colleagues including Tony Stewart jumped ship and launched software development company Glazier Systems, which they eventually sold. Since then, Drury has started and sold three technology businesses before turning his mind and energies to Xero in 2006, and which he listed a year later. 2

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Last year EY made him their New Zealand Entrepreneur of the Year. As a result, he represented Kiwi enterprise at EY’s Global Entrepreneur of the Year Awards in Monaco in June this year. So, the media evidence suggests that Rod Drury exhibits all the characteristics that go to make up Leadership New Zealand’s creative leader profile. Drury claims to have a clear and uninterrupted vision of what he wants. And he’s demonstrably good at “pulling people along” to accomplish the things he envisages. “I’ve developed the skills necessary to find the resources and build the teams needed to turn visions into reality,” he says. He doesn’t consider himself a “great manager or even a particularly gifted operational leader” though, he concedes he might be better at these competencies than he thinks. “What I do know is that I’m good at driving the vision and doing that seems to work quite well for Xero.”

Drury is, nevertheless, uncertain about the validity of the ‘creative leader’ tag, at least with respect to him being so branded. “I hate rules and I don’t like doing things the way others do them. I take a lot of inputs and then opt to do things in ways that feel natural and right. I rely heavily on my own intuition and past experiences,” he adds. “To me, being creative is about not being constrained.” His leadership life is, therefore, dominated by a search for solutions and asking “why not” questions. “I’m into design-led thinking. At Xero we try to imagine something more. Something that is even better than what anyone else has thought of. We then start working on what must be done to get there.” Drury thinks his leadership style, however defined, is more in sync with today’s fast changing world than other more traditional leadership and management styles. “My approach allows me to take advantage of change,” he offers. “Technologies in particular and the world in general are changing so quickly that assump-

tions made even say five years ago are more often than not irrelevant.” He reads voraciously, particularly about technology. He tries constantly to see the connections between new technologies and future applications that might apply to either struggling or fast moving new industries. He takes “an awful lot of inputs” on board building a mental model to join the dots between new capabilities and emerging needs and opportunities. Models help reinforce the confidence he needs to take risks and embrace new concepts. “Becoming expert in a subject enables you to use information to validate or invalidate things. From that, I build strong mental models that give me the courage to do things. Positive feedback on these models makes me even more confident.” The process isn’t as loose as it sounds, says Drury. “I develop real convictions about specific concepts. There are so many interrelated

things happening in the tech world. You might not work out where they’re going individually but, collectively they’re super interesting. That’s what we’ve done at Xero. We’ve seen a number of intersecting trends and have positioned ourselves with those insights. That’s been the secret of our success so far.” The punters seem to agree with him. If they didn’t, Xero’s market capitalisation of, at times, more than $4 billion on around $US50million in turnover and no profit in eight years, would be inexplicable. Drury dreams of building a $1 billion business of revenue and not share value. Achieving that will take very large dollops of creativity and some consummate leadership. In the process of building Xero, Drury has re-forged the New Zealand business start-up mould. He’s accomplished what many before have failed to do and successfully leveraged American investors in particular, to up-scale his business. He is, according to the New Zealand Herald, “a leading Cloud [computing] pioneer who espouses the vision that

“At Xero we try to imagine something more. Something that is even better than what anyone else has thought of. We then start working on what must be done to get there.”

New Zealand can be “a test lab for the world”. His plan is, as Management magazine put it, “audaciously big”. It’s certainly bigger than Xero. It imagines putting together all the technologies necessary to weld New Zealand companies into one business network, linked to each other and even the world. Smart products rather than clever processes rank upper-most in Rod Drury’s portfolio of personal priorities. Nevertheless, building the “right sort of organisation” to deliver his products comes a close second. He doesn’t, he admits, find it easy to grow an enterprise by populating it with people he considers essential to a successful global high tech business. For instance, he rails against the “unproductive” time he’s forced to spend fighting the bureaucratic and structured management inclinations of individuals recruited from larger organisations. “We try to run our business like a start-up even though we now employ around 750 people,” he says. “I don’t default to just accepting new processes. I challenge everything to establish that it’s adding value.” Drury also considers his success in doubling the company’s employee numbers over the past year without introducing what he calls the “wrong cultural elements” into the business, an important personal leadership WINTER 2014

accomplishment. “Recruiting senior people from large organisations isn’t easy. It involves cherry picking the benefits of the experience they add and discarding bad practices. But most people who join us from larger enterprises do so because they want to be part of a leaner, more nimble, responsible and creative organisation. They’re happy to leave practices that don’t add any value behind,” says Drury. “My favourite saying is –‘it’s not the big that eat the small, but the fast that eat the slow’.” What, then, does Drury look for in his Xero recruits? “Passion and the ability to own things!” he replies. “I want people who are willing to take personal ownership of issues and projects and who are willing to create things we haven’t seen before or make existing things even better.” Drury can’t compare his leadership approach, creative or otherwise, with other exponents. “I’ve been an entrepreneur too long to recall what other leaders do,” he says. But from his perspective, creative leadership is holistic and all pervasive. Creative leadership is, in his opinion, an “entire” way of operating. It impacts everything the organisation does. “There’s an overwhelming sense of humour around it. At least there is in leading Xero. But it’s also based on totally professional foundations. We over-communicate to ensure everyone knows what’s happening and we continually paint the vision. We’re also very honest with each other,” he adds. Humour appears to be an essential ingredient in Drury’s leadership mix. He refers to it often in other interviews. Business, he suggests, must be both enjoyable and challenging. Xero seemingly delivers the fix he gets from a potent personal cocktail of fun and “scary challenge”. But there’s no room to be frivolous about the enormity of the challenge. The focus, he insists, is always on executing the strategy. His need to have fun extends to the personal and family side of his life. He works from his home in Havelock North two days a week. When he’s globe-trotting, he spends time at Xero’s Wellington head office. He likes to surf, swim and bike to keep fit. But mostly, it seems, that fun for Rod Drury is time spent in pursuit of his high tech vision for New Zealand and building Xero.

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Xero has recently topped Forbes’ list of Most Innovative Growth Companies Amidst the pressures of Xero’s rapid and transformational growth, satisfying the expectations of analysts and investors and recording the constant march-past of ever-more milestones, Drury accepts there is an equally strong imperative to keep individuals and organisational aspirations thoroughly grounded. “It’s critical that we remain grounded because we have a massive market capitalisation,” he says. “Given that our market cap is up around $4 billion and it’s happened in a very short space of time, keeping everyone properly grounded is essential. We have to remember that’s people valuing us and not us being super successful. In reality we must be super successful and constantly ask ourselves what we’re doing every day to create that value.” What, then, does Drury specifically focus on to deliver his quest for success? “Those things I’ve mentioned like over-communicating and being honest with where we’re at. Rewarding and praising good behaviour and calling out bad behaviour. Living our values every day and leading by example. These things are essential to success.” Drury is motivated by a personal compulsion to “make a difference”. He wants Xero to change things and make life better for the millions of small business owners that drive the world’s really creative enterprises. “They [the company’s SMB clients] get very excited about the things we do for them. They use social media to give us very quick feed-back. It makes you want to do more and more for them,” he enthuses. The speed and scale of Xero’s growth fuels Drury’s enthusiasm and imagination. “There’s no time for boredom in this process,” he adds. And he claims it’s easy to keep his employees and followers equally focused on what the company and he, as its leader, are doing. He admits he would, however, make an awful employee. He told Unlimited magazine last year that he didn’t do “boring” and was driven by a sense of urgency that would cause him to

combust inside a regular nine-to-five job. But Xero needs willing employees. “Thankfully everyone at the company has signed on to what we are doing. More importantly, they understand that what we are doing is purposeful and important and it’s working for all our 300,000 plus customers. That’s very motivating.” Drury’s most exhilarating leadership moments come, he says, from watching people in his team succeed and do their best work. “I get very proud when I see some of our team members out there as leaders in the community and the industry. It’s great to see others hanging on to what our people say and have them admire what they’re doing.” “Watching leaders develop inside your business is, to me, one of the most important outcomes of this whole process,” says Drury. “We encourage the development of leaders within the company. We encourage individuals to take ownership of the things they do and to get out there and publically demonstrate their ownership.” “We applaud individuals who speak at conferences or at events. We push them forward as much as possible. I love it when they tell the world what they’re doing. You can see the external and the self-respect building as they develop their careers.” Xero actively promotes champions within its ranks and is committed to advocacy, mentoring, involvement in the community and in both the tech industry and business in general. “Getting involved is how we operate. It’s part of our core value,” says Drury. Xero’s organisational style and approach toward developing leaders puts the enterprise, to Drury’s way of thinking, at the pointy end of leadership development. He thinks the company is preparing leaders for tomorrow’s world. The company is, he says, standing on the shoulders of successful entrepreneurs that have gone before. Drury hopes others will follow the Xero example. “It’s showing how important it is to develop leaders and get them involved in the community. It’s important to ask your people to step up as leaders,” he says.

Reg Birchfield is an Auckland-based writer on leadership, management and governance. Email: reg@rjmedia.co.nz

CSCLEADERS EXPERIENCE by Sina Wendt-Moore

Creative Leadership, CQ and Collective Impact Learning, growth and transformation are creative processes at the core of global leadership. Seeing connections, building relationships of influence, communicating across diverse boundaries, and engaging our imaginations, are core to creative consciousness and positive collective impact. The CSCLeaders programme I am participating in this year provides me with creative and intellectual stretch and the opportunity to explore the concepts of leading beyond authority, leading across boundaries and in particular the imperative for leaders to build cultural intelligence (CQ) in a global context. www.cscleaders.org As a group of 100 senior global leaders from private, public and NGO sectors, on CSCLeaders (which is delivered by Common Purpose, a global leadership development organisation) we are being immersed in learning experiences designed to help us think creatively, bridge cultural boundaries, to collaborate and innovate to tackle a complex challenge facing our planet. This year’s challenge asks us, “How do we get societal - as well as economic - value out of technological innovation?” In April, I completed Part One of CSCLeaders in the United Kingdom. Over 7 days, we heard from leading experts on the challenge, and then we were split into study tour groups and were sent to various locations across the UK for 3 days to meet leaders in cities working on this challenge on a daily basis. Following the study tour we spent the remaining two days in Oxford where we engaged in reflection and intense creative design thinking activities where we generated and presented our ideas for solutions to the challenge to a panel of experts. Part Two of

the CSCLeaders programme sees us going on another study tour to one of four cities - Singapore, Lagos, Delhi or Toronto - to investigate technological innovation and learn how leaders in those cities are tackling the strategic challenge. So what is ‘Cultural Intelligence’ (CQ)? Julia Middleton (founder of Common Purpose) describes CQ as the ability to connect across ‘cultures’ – where cultural divides occur on multiple levels: between generations, sectors, between all kinds of diverse ‘tribes’. CQ is about actively embracing the difference, operating effectively, and finding ways to build bridges for others to thrive, be creative, and enriched. CQ is made up of two things – core and flex. At our core are the values, beliefs, ideas we hold dear – things that won’t move or change easily, including biases. In our flex are the things that will change - where we are prepared to move, adapt, and be fluid – this is where CQ lies – how much we are able to ‘flex’ from our core. There were many experiences during the week in the UK that helped me stretch my mind and practice my cultural intelligence and ‘flex’. The most intensive part was the 3-day study tour I went on to the city of Birmingham. It was a frenetic non-stop total immersion experience! Louise, our host and local “Brummie” had organized a rich, interesting and diverse set of speakers, experiences and visits that enabled us to discover and learn about this

city from the “inside out” - about Birmingham successes, highlights, challenges and technological innovation including: • getting a taste of the rich history and diversity of cultures (180+ ethnicities) in a Balti curry night with some of Birmingham’s key business and community leaders • hearing about the power of active citizen-led black and minority ethnic communities working alongside police and business in Handsworth and Lozells districts to tackle poverty, health and unemployment issues by building social cohesion • industry leaders Landrover/Jaguar using sophisticated robotics in their car manufacturing processes • visiting Vodafone’s Global Network Centre and learning about “the internet of things” and M2M technology (200 million connected devices!), and the power of harnessing that connectivity to change and improve business, community and public services • the impact a beautiful high-tech library celebrating literature, history and the arts at the city centre can have on bringing people together • how ‘disruptive’ technology has been integrated into the design of the UK’s second largest hospital (Queen Elizabeth Hospital) in way that delivers enhanced patient care as well as major cost efficiencies

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Birmingham study group graduates

• how an experiential learning centre created by the fire service is educating children and families about the risks in everyday life and helping them build safe and healthy communities All these initiatives provided great opportunities for discussion and debate, and thinking about how those innovations and ideas might be useful for us in our various contexts and more broadly. It gave us a chance to take our brains out into a different landscape – new experiences and new ways of seeing the world to help us get our creativity flowing. The biggest ‘flexing’ of our collective CQ came in the conversations we had with each other on the programme. Although I work across diverse communities and sectors in Aotearoa, this programme introduced me to a broader global diversity of thought leaders than I have previously been connected to. I developed a better understanding of the global contexts

they live and work within, as well as some of the challenges, especially for the larger developing nations in the Commonwealth. It also gave me a greater appreciation for the strengths of Aotearoa – we are a small, connected, agile nation that is actually progressive and innovative in its thinking and approach. My Birmingham study group was a microcosm of the wider diversity of people on CSCLeaders programme. Leaders in my group included Lawrence (Sergeant at Arms in the House of Commons), Wayne (Metropolitan London Police Commander), Sam (Vicar at St Mathew in the Fields) and Richard (Govt Relations at AngloAmerican) from London; Adam (a farmer and Fairtrade leader from Ghana), Sanghita (a diamond company director & social services leader from India), Rachel (Canadian academic director of Master in Public Policy programme), Michelle (South African arts leader), Ida (domestic workers union leader from Trinidad & Tobago), Dorothy (Property Developer

If you would like to explore further the idea of CQ, I highly recommend a new book by Julia Middleton (Founder and CEO of Common Purpose and a key force behind the CSCLeaders programme)

Cultural Intelligence. CQ: the Competitive Edge for Leaders Crossing Borders (Bloomsbury) http://www.commonpurpose.org/how-we-do-it/cultural-intelligence

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& Community leader from Tanzania), Alan (founder of a Solar Energy company in India), Phil (an engineer working for BP), Mark (AsiaPacific Director, Weir Group, Singapore) and Jason (a human rights lawyer from South Africa). We came back together as a full programme group at Oxford University for the last two days to reflect, synthesize and engage in creative design workshops to generate ideas to address the strategic challenge. What an ambitious exercise the programme directors set themselves – put 100 senior leaders in the room and facilitate strategic design conversations over 2 days with the goal of generating concrete solutions to present to a panel of experts and HRH Princess Anne (President of the Duke of Edinburgh Commonwealth Study Conferences). That generative design process was the biggest leadership challenge of the week for many – including myself! Navigating diverse personalities, differences of opinions and ideas, somehow we collectively produced and presented 10 innovative project ideas on the final day aimed at answering the strategic challenge of how to get societal - as well as economic - value out of technological innovation! Some of those ideas were quite innovative such as: Planet Points - a points-based system for individuals, which aims to create a thriving, equitable and responsible planet. Everyone is given a cloud account with a personal points allowance, which can be accessed via multiple technology channels. Points are credited / debited based on behaviour and consumer

Claire Piela of Common Purpose & Sina Wendt-Moore

Ethics Values exercise

products will display ‘sustainability’ points, similar to the traffic light food labelling system used in the UK. Health Patch - The Health Patch concept is a diagnostic devise worn on your arm, which measures data related to personal health. Health Patch starts and ends with the individual and empowerment to take control of fundamental aspects of their health care. Health Patch is a conceptualization that involves using relatively high-tech but low cost wearable biometric devices that enable real time measurement and analysis of the individual’s fundamental health characteristics. These characteristics can in turn be shared wirelessly with the individual’s chosen health care professionals. Youth Card - The Youth Card will release societal and economic value of our youth, capturing volunteering hours and encouraging young people to engage in the democratic process. It will mobilise youth employment, build value of data for research and develop long term engagement with youth. It would also encourage a positive transactional relationship with government and save on

social intervention. Other ideas weren’t so “new” but they are certainly powerful! I am part of the committee working on CSCAmbassadors, which will support all CSCLeaders alumni on the CSC projects, and individually as they take action in their respective communities, building a network that will continue to make an impact beyond CSCLeaders. CSCAmbassadors will work to promote the CSCLeaders values and mission and act as a unique cross-border, trans-sectoral leadership community throughout the Commonwealth and beyond. Other highlights of that week included the reception hosted for us at Buckingham Palace by HRH Prince Phillip and HRH Princess Anne. Was a bit surreal at first but once we got over the hype of being inside the Palace and comfortable with the protocol, it was nice to talk to both of them, and meet other key leaders, and sponsors involved with the programme. Also got to chat with our own NZ High Commissioner Hon. Lockwood Smith. I was also honoured to be asked to speak on behalf of the 2014 CSCLeaders group at our

It gave us a chance to take our brains out into a different landscape – new experiences and new ways of seeing the world to help us get our creativity flowing.

StMary’s in Lozells & Handsworth

final dinner, along with a fellow study group colleague Lawrence. I shared reflections of the CSCLeaders experience and read parts of Karlo Mila’s poem ‘Spirited Leadership’ which was well received. Our dinner was held at the hallowed Balliol College Hall (over 750 years old) - it was quite stunning to spend those last two days in Oxford - to sleep and work in buildings steeped in so much history. I am looking forward to the second part of CSCLeaders later in the year when I will go to Singapore on the country study tour – especially as I will reconnect with some of the amazing people I got to know in April. CSCLeaders is giving me valuable insights into global leadership, extending my understanding of challenges in an international context, enabling me to build real relationships and connections with a diversity of global leaders that will greatly enrich my leadership work. It is also helping me lift my sights and to think about how and where I can extend the scope, influence and impact I have as a leader on the world stage. Let us be those leaders who beat the drums, orchestrate drama, dance, theatre, and sing songs of the sea in all sorts of languages that ache with purpose, passion and possibility and inspire the next generation to build boats that will carry them into the future from Karlo Mila “Spirited Leadership”

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OPENING EVENT 2014 1. Leadership Programme participants for 2014 2. LNZ Alumni support crew Melanie Swami, Kimberly Rees and Angela Derecourt with Janeen Buchanan of KPMG 3. MC and LNZ Alumnus Ben Smith 4. Duncan Smith of KPMG with 2014 participants John Mauro and Nick Ruane 5. 2014 participant Jamie Munro with LNZ Alumnus Justin Ensor, KPMG 6. 2013 LNZ Alumnus Jay Williams delivering the mihi whakatau 7. Founder Jo Brosnahan 15

8. 2014 participant, Kaye-Maree Dunn speaks on behalf of the 2014 participants 9. Programme Director Louise Marra 10. Matt Pritchard, KPMG 11. LNZ Alumnus, Melanie Swami 12. Key note speaker Peter Fenton, General Manager Customers, New Zealand Trade & Enterprise and LNZ Alumnus 13. 2014 participants 14. Chair Peter Garnett with 2014 participant, Nick Ruane 15. Peter Garnett, LNZ Chair 16. Ross Buckley, KPMG Chair 17. LNZ CEO Sina Wendt - Moore 18. LNZ Alumnus & Trustee Tara Pradhan with 2014 participant John Mauro

19. LNZ CEO Sina Wendt-Moore with members of the 2014 group

PEN PORTRAITS

Having their Say Thoughts from the class of 2014 Andy Long Executive Manager Service Delivery Wellington Free Ambulance I moved to Wellington with my family in 2006 from the UK. As a family we have learned the value of work/life balance that New Zealand does so well. I have worked in the ambulance service for 22 years and it has been an absolute privilege to serve the public of the UK and Wellington in such a way. My ambulance career has been varied, ranging from being a paramedic to roles in service development/transformation and operations management. My passion lies in the development of new service delivery models to improve the quality

The Leadership NZ programme has given me the opportunity to examine myself as a leader, plus discover what really motivates me both personally and professionally. It has also encouraged me to challenge a number of my preconceived views of the world and understand how important it is to put ourselves in the other person’s shoes. As a result I now feel more comfortable and confident in my skin as a leader. The guest speakers have been nothing short of inspirational in their approach to leadership and tackling the real issues that face New Zealand today. I have really enjoyed the variety of environments we have visited and the great relationships forged with those sharing the Leadership NZ experience.

of patient care.

Cheryl Ingram-Clark Associate Director of Nursing Professional Development Lakes District Health Board Sixteen years ago I gained eligibility to enter the health milieu after completing my initial undergraduate nursing studies. From there progression to postgraduate level education has developed my evolving cognitive processes and enlightened my awareness of the powerful privilege nurses are exposed to as they walk alongside our population and share in their health journey. My current role is a leadership and management position with responsibility for providing professional nursing leadership, knowledge, education and strategic advice. My contribution to the Lakes DHB Workforce planning processes ensures the relevant Service Level Agreements and associated documentation is developed and implemented.

As a participant of the Leadership NZ 2014 programme I have been impressed with the leadership tools and supported approach in the development of leadership specific knowledge, skill and ability. The diversity of participants is providing an enriching environment in which to examine leadership attitudes, values, styles and future self-leadership direction. The exposure to prominent national industry, community and business leaders as both guest speakers and participants combined with the Leadership NZ innovative framework for content delivery provides the opportunity to further engage with key leaders at a personable level which therefore fosters critical thinking for the purpose of developing deeper conversations encompassing the leadership paradigm. To be involved in the Leadership NZ programme is an opportunity to reflect, expand and nurture leadership abilities while improving awareness of the key issues impacting various New Zealand societies.

Clare Fearnley Divisional Manager, North Asia Division New Zealand Ministry of Foreign Affairs & Trade | Manatuū Aorere I’m a lawyer by training and have worked on quite a variety of issues at the Ministry of Foreign Affairs and Trade, on-shore and off-shore. Much of my time has been spent working on Asia and trade related issues. I’m a Mandarin speaker and have spent more than ten years living in and around China. A common work theme for me has been helping grow New Zealand international connections – people-to-people links, institution to institution, and government to government. New Zealanders stand to benefit from being better connected – and I think the world benefits, too, from hearing a New Zealand perspective!

www.leadershipnz.co.nz

I’ve learnt so much from my fellow course-mates, the LNZ team and from the great external exemplars we’ve been exposed to so far this year. I’ve been touched at both an intellectual and emotional level. But I’m guessing that a lot of the lasting impact – and personal change - will end up coming from the opportunity for self-reflection the programme is providing.

Darren Mason Chief Executive Northpower Fibre I have lived in Whangarei for over 30 years. I was educated locally before moving away to the University of Waikato where I graduated with Bachelor of Management Studies with Honours. I’m an alumnus of the Institute for Strategic Leadership. My current role for the past 3 years has been Chief Executive of Northpower Fibre Limited which owns and manages the Fibre Optic Telecommunication Network in Whangarei, completing the Ultrafast Broadband rollout under the New Zealand Government’s $1.3 billion initiative. I’m married to Joanne with two beautiful boys and am proud to

The Leadership NZ programme for me has been a journey of self-discovery. It is about sharing and learning from a fantastic and special group of individual leaders. It is the diversity that makes the programme unique. We all share a special bond as we develop over the months through a series of conversations that challenges some of our very own core values and beliefs. We embark into some of New Zealand’s most intriguing topics, which is both enlightening as well as inspiring to be able to hear from people making a real difference in their communities. I feel blessed to have had an opportunity to experience all that Leadership NZ offers, and would like to thank all the people who help make this programme what it is.

call Northland home.

Darrin Brinsden Founder New-Clarity I have been described as a people whisperer. I am passionate about good governance and unpacking the tensions borne from different points of view. I love working in the spaces in-between. I am an active Trustee of The Rudolf Steiner Schools Trust, giving back to the organisation that opened me up to the wonders of this world. I have also been fortunate to participate in many people’s and organisation’s journeys both here in New Zealand and around the world. My family is the centre of my world – my wife Elisabeth and my two lovely pre-school daughters keep me grounded.

Coming to Leadership NZ is like coming home. Thank you to everyone who has made my participation in this programme possible. Leadership NZ opens up meaningful conversations that bring opportunities to listen to others experiences and values then to test my values against them. It has given me a space to grow internally and has brought new people into my life that I would not normally encounter. I never expected to be challenged in the way that I have, or to have the “Oh my goodness, is that really what I believe?” moments that have changed my life. I have also gained a voice, new skills and a newfound inner strength applying the principles of conversation, diversity and aroha. The space created by the Leadership NZ team to share and learn off each other has built strong bonds that will grow far beyond our official year together.

Dena Kennedy Producer Sugar Films I work in the creative sector across many different fields. I freelance as a director in theatre, an editor for moving image, an actor for theatre and television, and a line producer for feature films. The driving factor behind all my work is to capture and share the human experience. To make people laugh, to make them cry, to make them feel something. Imagination is the currency of the arts, and exploration of the human condition. Leadership isn’t something that I have sought, but it seems to be seeking me.

The Leadership NZ programme has already impacted on the direction of my life. It has encouraged me to challenge my perceptions about people and the world, to think about society as a whole and to connect to my internal wisdom. Being exposed to different ideas, concepts and ways of approaching problems is stimulating and exciting. Being surrounded by people who I wouldn’t normally come into contact with is also fantastic, and making new friends is a wonderful byproduct of the experience.

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PEN PORTRAITS

Eddy Helm Co-Founder & Director Curative NZ I’m best defined by my role as the co-founder and director of Curative; a creative agency that works on projects that make the world a little bit better. Having started Curative with my best friend, Jade Tang, in 2012, we now lead a family-like team of doers, who find unique and engaging ways to tell the stories of amazing changemakers. My experience has taught me that a good idea has the power to change attitudes and behaviour, and I love nothing more than to make great ideas work in the real world. I’m a planner, a believer and a doer.

The Leadership NZ programme is a more challenging experience than I had expected, but I’m grateful for the time and space to stop and really reflect on the way I think and act. It’s forced me to start assessing what’s important to me, what my decisions mean, and the influence that we all have on the world around us. At Curative, we think about these sorts of things all the time, but we’re also always doing. Leadership NZ provides pause from all of the busy-ness to breathe, and truly consider the person I want to be and the difference that I’d like to be part of creating. It’s still early days, and I’m excited to be getting to know a group of new people, and seeing where the journey takes us all.

Elizabeth McNaughton Principal Advisor New Zealand Red Cross My career has been a ‘series of disasters’ having been involved in emergency management, risk reduction and post-disaster recovery activities for the past decade. My international experience includes working for the International Federation of Red Cross and Red Crescent Societies in South Asia. My greatest privilege has been working on the Canterbury earthquake recovery effort to support those affected by the 2011/11 earthquakes. I am currently the Principle Advisor to the Secretary General – Strategy and Planning at New Zealand Red Cross. I enjoy writing and you can find my ‘disastrous thoughts’ on my blog Elizabeth.McNaughton.com. My greatest joys are my

There is a magic recipe behind the Leadership NZ programme. I have been trying to identify the ingredients and the method. It would seem you take 30 leaders and mix well, add equal measures of inspiration and challenge and stir lightly. Fire up with a little heat and leave to cool. Cook up some great conversations and ideas, add heart and season with aroha. Sprinkle with a range of worldviews and locations and leave to rise. Serve with new insights, networks, self-belief and courage to shape New Zealand and the world.

husband Jim and our wee lad Gene.

Grace Ryu Team Leader, Asian Health Support Services Waitemata District Health Board Anyoung Haseayo! A Kowi (Korean Kiwi) who arrived in NZ in 1997, I’m getting used to going out for hard rock concerts and kayaking with my Kiwi husband. I’m a registered social worker after completing MSW-Applied at Massey University. I have been with the Waitemata DHB since 2005 and am currently the Team Leader of Asian Patient Support Team. I’m also a member of Waitemata Police Ethnic Reference Group and Ethnic Women’s Leadership Network. My previous involvements include Waitakere Health Link and Auckland Council’s Ethnic Advisory Panel. I am passionate about promoting Health & Safety, especially within the linguistically and culturally diverse communities in New Zealand.

www.leadershipnz.co.nz

Aroha! That’s been a very important message I’ve learned from Leadership NZ. The programme has offered great opportunities for sharing different views and to have productive discussions on world views, leadership styles, diversity, social issues and the Treaty. We have lovely people in the 2014 programme. They are supportive, honest, funny and have a positive influence on each other. We’ve had excellent speakers too, who have widened our views and challenged us with their deep insights and knowledge. I believe the impact would not only be on a personal level but also organisational, community and nationwide. I have also enjoyed the triad sessions as they have enhanced my supervision skills. Syndicate activities have also provided opportunities for us to find out our strengths and to share ideas and wisdom from our diverse backgrounds and experiences.

Hamish Campbell Director Business Capability New Zealand Trade & Enterprise I’m a husband to a lovely wife and a dad to a beautiful daughter. I work for a cause - helping New Zealand companies realise their full potential on the global stage. Right now I do that in a job at New Zealand Trade and Enterprise (New Zealand’s business growth and trade development agency). I manage a portfolio of services focused on building capability in New Zealand companies to help them grow their businesses. Prior to joining NZTE I worked in a range of roles in the science and innovation sector. I also have a Master’s Degree in Technology and a passion for lifelong learning.

The LNZ programme is a great chance to step away from your day job, and your daily life. In my day job I am always telling people they need to spend more time working on their business, rather than in their business. This programme gives you a chance to do this for yourself. What are your motivations, strengths, weaknesses? What are the things that influence your world view? The programme is a tonic that is challenging, energising, sometimes a bit uncomfortable, but always fun. There is a great set of leadership tools, some of them new, some of them familiar. This programme has one thing that I have not had on other leadership programmes - it has space and time to think and reflect as well as apply and discuss. I have learnt as much from my peers as I have from the leadership material that is part of the programme. It’s a great opportunity to go on a personal growth journey.

Jamie Munro Partner KPMG I am a partner at KPMG, specialising in the audit of financial services companies. I joined KPMG in 2002, after graduating from the University of Auckland. In my career so far, I have had a number of client-facing and leadership roles, working both here in New Zealand and in the United Kingdom. My current audit clients include a number of New Zealand’s largest financial institutions, including general insurance, banks and finance companies. I’m passionate about the professional development of KPMG’s people; building better business leaders through training and effective mentoring.

My Leadership NZ experience has been incredibly rewarding. The journey so far has provided a unique opportunity to hear the stories of exceptional Kiwi leaders and learn different perspectives from my wonderful cohort of programme participants. The programme has provided insight and conversation on leadership and societal issues that have broadened my world view. This experience has inspired and energised me as a leader, both at work and in the wider community.

Jane Carruthers Marketing Manager, Aero Commercial Auckland Airport I have spent the best part of my career in the tourism industry, working for both NZ tourism operators and regional tourism organisations. I now work for Auckland Airport in the Aero Commercial team which combines my knowledge of tourism with aviation. The focus of the work is primarily to grow trade and tourism for New Zealand, by targeting new and emerging markets and growing and stimulate travel. I enjoy being at the forefront of the tourism industry; a lot of what we do pre-empts travel trends that New Zealand benefits from down the track.

I felt very lucky to be chosen to participate in Leadership NZ. I’ve been working in the aviation world for nearly four years and was looking for something to facilitate further stretch and growth. The programme is designed to reflect from the inside focusing on who you are, and getting to know how this could play out and grow. It is such a privilege to be exposed to such resourceful leaders in New Zealand and has changed my perspective of what it is to be a New Zealander.

WINTER 2014

PEN PORTRAITS

Jason Gray Airfield & Terminal Services Manager Auckland Airport I started working as an electrical apprentice moving through to foreman and onto project management for our local Power Board. I then moved to Auckland Airport where I have had a number of differing roles from leading people to asset maintenance planning and project management. Through these roles I have been thoroughly challenged which I have enjoyed immensely and continue to do so. My real passions outside of work are my wonderful wife and two kids, footy – I am still waiting on my long overdue All Black call-up - and fishing.

Stepping into the real unknown and being accepted into the Leadership NZ family has been such an exciting and eye-opening experience that has captivated me from the first day. I have been constantly challenged to think differently and having open access to such a range of New Zealand’s finest leaders and speakers has been a fantastic opportunity to learn and challenge myself. The skills and tools that we have been taught have provided me with a new outlook of our fantastic country and an ongoing exciting adventure that has me really excited for the next session, set of skills and speakers. The 2014 group is a fantastic mix of people and without doubt will be the finest class to graduate through Leadership NZ.

Jeanie Robinson Branch Manager ACC I came to New Zealand in 1999 where originally I worked as a nurse. Now working for ACC, I’m currently leading a national claims function and I am also working with a project designed to improve service quality and obtain better outcomes for our clients. It’s been my privilege to represent an amazing team dedicated and passionate to providing the best service to our clients and making a difference to New Zealanders. I am most passionate about staff engagement, coaching and culture because I believe true greatness can occur when staff are engaged, encouraged to learn and grow and are working to their strengths.

From the very start, I knew that I was in for a very different year, a journey of learning, reflection and much challenge. The programme has been really enjoyable because I have been inspired by all the speakers; I’ve gained courage and renewed energy for leadership and learning. My world view has altered, I’m so much more aware of the issues and the treasures we leaders to protect or hold dear. The Leadership NZ crew are a remarkable team; they are credible, generous, creative, caring and most of all a lot fun! I’ve made some great connections on the programme and I really value the friendships. I consider myself very fortunate to be on the programme and would highly recommend.

Jerome Partington Sustainability Manager & Senior Associate Jasmax Ltd My passion is for a healthy environment and a just society powered by a green economy. These values and our future sustainability on this beautiful planet are the focus of my life and work. Building capacity and delivering sustainable outcomes are achieved by practicing restorative architecture, education and green business at the architectural practice Jasmax. I am proud to have played a key role in Tuhoe Te Uru Taumatua, New Zealand’s first Living Building, and to Chair the Living Future NZ Collaborative. My dream is to help rebuild a positive relationship with nature and transform our communities by creating resilient cities and buildings that empower people and society so we can all thrive.

www.leadershipnz.co.nz

The Leadership NZ programme is a challenge and opportunity for us! We live on a heavily polluted, over-populated and over-harvested planet, with many life support and social systems close to collapse. This is a direct result of our drive for endless wealth creation and growth on a finite planet. Yet I see the opportunity for New Zealand to demonstrate international leadership and economic success by building sustainable economy and resilient communities. Leadership NZ is an opportunity to grow myself and my awareness, learn from others experience and viewpoints, whilst sharing my passion and drive for an attractive restorative future. I look to the programme to challenge me to be clearer, articulate, more empathetic and effective. My fellow participants are mirrors and models for learning how I can best effect positive change. I welcome and appreciate this opportunity as a transformational step in my life, an opportunity to engage and serve my adopted country, to help realise its huge potential.

John Mauro Principal Transport Planner Auckland Council New Zealand has been warmly welcoming my wife and me since our move from Seattle. Passionate about creating more equitable, thriving and sustainable communities, I’m also passionate about doing this from multiple perspectives. I’ve dabbled as NGO director, university lecturer, Himalayan guide, climate advisor and researcher before my current role focusing on helping Auckland become the world’s most liveable city. The energy for what I do professionally comes from deep engagement with people and place. It’s really a beautiful world and I believe we can get to where we want to go as a society with courageous leadership.

While we’ve all been on our personal leadership journeys, Leadership NZ does the magical work of weaving us together into our dynamic and interactive kete. We’re stronger together. We learn together. We challenge each other and ourselves together. We lead together. Leadership NZ is giving me new tools, connections and grounding in how to better serve my organisation, its vision and the larger New Zealand community. With its combination of speakers, facilitated learning, group-led discussion, self-driven discovery and reflection, fusion of professional development and personal betterment—and the space, support and care to truly assimilate our journey into our own selves—Leadership NZ is unique, creative, valuable and powerful. Leadership NZ takes the long-game approach to creating community and positive change this task and to each of us. The outcome is nothing short of transformational as we all commit with courage to fulfilling our own true potential, the true potential of our organisations and the true potential of New Zealand.

John Skurr National Sales Support Manager PGG Wrightson In 2008 I joined PGG Wrightson after 20 years within the brewing industry. PGG Wrightson brought me back to my roots, with my family having farmed in Oxford, North Canterbury for just under 150 years. At PGG Wrightson I work within the Retail Management team running the Technical team, Ag Consulting business and the CRM/BI team. Much of my role involves enabling change within the Retail business, which I find extremely fulfilling. I am very proud of how my team has contributed to growth within rural New Zealand due to the improved level of technical advice that our customers now receive from our frontline staff.

Over the past 23 years I have had the pleasure of leading large teams within three corporate organisations. My leadership style has developed over the years through trial and error. Having been raised in a small farming community as an only child I had a wonderful upbringing, but that did lead to a very insular view of the world. One of the things I am hoping to gain from the Leadership NZ programme this year is a greater understanding of other cultures and ethnicities. I want to challenge my world view and consider my impact in the diverse society in which we now live. I am looking to further develop my leadership style, embrace new ideas and to put myself out of my comfort zone. Lastly, I am keen to learn from the other participants in the group. The diversity of the group creates wonderful rich discussions and debate.

Julian Hughes Executive Director Business Leaders’ Health & Safety Forum I am a passionate New Zealander with a close connection to who we are as a people and what we stand for as a nation. I see our potential, our faults and insecurities, but most of all I see our desire to do better, to innovate and to achieve. I am driven to make things better for the people and the places I connect with and I value others who strive to achieve the same. I have spent my professional life working to help others, and most recently I have the privilege of leading an amazing movement of inspiring Chief Executives who are committed to improving workplace safety for all New Zealanders.

I started the Leadership NZ programme with a great sense of anticipation. I wanted to be a leader and I wanted this programme to show me how to do it. What I have found was unexpected, initially difficult to accept and deeply confronting. The programme has taught me that leadership is far greater than a subject you study or a set of technical attributes or skills. It is really about who you are, how you feel and how you relate to others and yourself. When do you ever get the chance to take on this challenge, to really reflect on who you are, how you feel and how you see the world and to then share these experiences and feelings with so many other inspiring people? I had high expectations, but these have been blown apart in a much more profound way. What a wonderful opportunity, what a wonderful programme and what wonderful people to share it with.

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PEN PORTRAITS

Kay-Maree Dunn Director MEA Ltd I come from the stars and moon Risen from the deep of the earth My blood is the essence of rivers and mountains My mouth is the opening of space and time I connect to past, present and future I am you, and you are me. Kia ora tatou e te whanau, my name is Kaye-Maree and I descend from Ngati Mahanga, Ngai Te Rangikoianaake, Ngati Mahanga, Nga Puhi nui Tonu, Ireland and Te Rarawa Kai Whare Tangata, all rich links that have made me who I am today.

At one stage of my life leadership seemed to be a practice that one aspired to, something that comes from outside of oneself, a process to be led from the front or shouted from the sidelines. Time and experience has shown me that leadership is greater than that, being immersed in the teachings of Leadership NZ also reminds us that leadership comes from within, uncovering our authentic voice, our inner wisdom, to free ourselves from fear to enable us to make clean and clear decisions. It also reminds me that we have the ability to heal and to influence significant change, but as clichĂŠd as it may sound being the change you want to see in the world rings true. Even though I feel I have come full circle, this circle continues to become deeper, fuller and with that my kete of tools becomes full also and the circle leads back to me. I look forward to the journey ahead.

Lisa Ward Manager, Youth Engagement, Ministry of Youth Development I moved to New Zealand from Australia in 2007. Here I met my wonderful husband and fell in love with New Zealand. I spent the majority of my career working on major events in Australia, Qatar and New Zealand. Following a role with Rugby World Cup 2011, I decided to build a career in an organisation with a strong value base, leading me to join the Ministry of Youth Development in 2012. I love my work and everyday feel we are making a difference for young people. I have had fantastic opportunities to develop my leadership skills and joining the Leadership NZ programme is the next step in my development.

The Leadership NZ programme has provided me with a rare opportunity to take the time to explore my motivations, to self-reflect and to consider where to next. It is expanding my perspective and insights and taking me out of my comfort zone into an inspirational place. I am thoroughly enjoying the opportunity the programme provides to meet people across a range of industries and to learn as much from your peers as from the fantastic Leadership NZ team. The sessions are thought-provoking, challenge my thinking and provide a sense of belonging and community. I already feel a greater sense of confidence in my leadership ability and energised to consider the next steps of my leadership journey.

Maria Henry Volunteer

Humanitarian and socially orientated organisations such as Oxfam play a critical role in todayâ&#x20AC;&#x2122;s world, including being a conduit for those seeking to help others. I took part in an Oxfam Adventure Challenge in 2008 to help raise money to provide this help. I enjoyed participating but realised I wanted to be at the front line of humanitarian change and not just fundraising to help others make a difference - I wanted to make the difference. Since that time I have been privileged to volunteer with Habitat for Humanity and their Global Volunteer Programme over the last five years both in Ethiopia and El Salvador.

www.leadershipnz.co.nz

My partner, Steve Ferguson, took part in Leadership NZ in 2013 and encouraged me to apply for 2014 - I hesitated, but am coming to realise very quickly why he promoted Leadership NZ in such a passionate manner. I recall being envious of the connections he was clearly creating as he participated in 2013. Leadership NZ provides its participants with new glasses to view the world - it is truly inspirational. I have engaged with the group and speakers in an open, safe and stimulating environment, met fantastic people who are becoming lifelong friends and made contacts to help continue on my journey - both professionally and in friendship. The programme has reaffirmed my passion to continue to make a difference - particularly here in New Zealand - our country, our people. My heartfelt thanks to Leadership NZ team who are guiding our 2014 class to paddle the waka together.

Mark Stephen Group Manager – Sales & Service Kiwibank A strong affinity to the rural lifestyle influenced my early career choices until I entered the financial services industry over 20 years ago through the Rural Bank. My career has enabled me to experience a wide range of sales and subsequent leadership roles across a number of sectors within the industry. I’ve thoroughly enjoyed the personal and professional challenge that comes with taking on new and different opportunities, including leading transformation-type change across large businesses. I’m fortunate that my wife and two teenage daughters are able to keep me grounded, and as often as possible I head for the hills on bike or foot to recharge both body and mind.

The opportunity to participate in this programme came from a very deliberate desire to step outside what is a reasonably all-consuming role within a somewhat insular industry. In doing so I was hopeful that the Leadership NZ experience would help me to gain a wider appreciation and perspective of the opportunities & challenges in New Zealand, and to grow as a person through interaction with a diverse range of leaders and Leadership NZ colleagues. The experience has caused me to become more curious about myself, my family history, our country and our history. I’ve learned so much from the speakers we’ve been exposed to, from our facilitators and through spending time with the talented, motivated, passionate and caring people I’ve had the privilege of sharing this journey with. The trust and honesty in the conversations we’ve had have ensured that it’s been challenging, rewarding, humbling, and fun. It’s been a privilege, and I’m grateful for the insights and learnings that will endure.

Mina Mathieson Founder, Producer and Director m3media I established m3media works in 2002. The company operates across multi-media platforms, embracing the convergence of digital media. I am passionate about growing, developing and strengthening the expression of indigenous voices through storytelling. Through varied platforms (film, television, online, event and music) m3media encourages, engages and connects communities with their unique cultural voice. As a Maori filmmaker and speaker of the language, I have a wealth of working knowledge, creative nous and technical expertise – from producer and director to editor – to continue to align my practices and philosophies. My slate includes award-winning television shows, feature films, short films and documentaries. (Taranaki, Te Atiawa, Ngati Ruanui, Ngati Mahuta, Ngati Kinohaku).

I’m a strong believer of the universe providing and such was the case with Leadership NZ. Making general enquiries at the start of January 2014, I was super stoked to be asked to consider one of the available positions for 2014 programme. The timing was perfect. I was ready to be challenged and my Leadership NZ journey is all that – and then some. For some time now I have felt that there were better ways of doing what I’m striving to achieve. I was looking for ways to make greater inroads and impact with projects I wanted to develop and realized that what was lacking was a deeper more authentic connection to things that really mattered to me. My Leadership NZ journey has opened me to broader horizons of learning – alternate tools of engagement, connection and communication. Practicing the new learnings everyday is still a challenge but the monthly sessions remind me of what can be achieved and how.

Nick Ruane Issues Assistant Parliamentary Services – Green Party of Aotearoa New Zealand Living with a disability in New Zealand is tough. I used sport to redefine who I am. By becoming the first para athlete to finish New Zealand Ironman in 2011, represented New Zealand twice in paratriathlon at World Championships (2011 and 2012), winning Silver medals and securing top 10 placings, I created the space for leadership. I am now able to advocate against discrimination directed toward the disability community. I still sit comfortably in both the disabled and able-bodied worlds. I am a researcher and policy writer for MP Mojo Mathers, and board deputy chair for the Hutt Valley Disabled Resources Trust.

I was attracted to Leadership NZ’s programme by the encouragement of a Leadership NZ graduate who also came from the disability community, saw leadership potential in me and encouraged me to apply. My worldview and experiences are so different to most of my fellow participants. I have to remind myself that we are all connected by our common humanity while our shared experience may be quite different. Leadership NZ programme gives me the confidence to stretch my own leadership in contexts I am currently in. Each session builds a feeling of growing confidence in my own ability to make choices and decisions that previously I would have not been confident to. I am definitely pushing my leadership edge by giving myself permission to lead in unfamiliar contexts. I look forward to the next challenge on my leadership journey.

WINTER 2014

PEN PORTRAITS

Nicola Brehaut GM Community Initiatives Presbyterian Support Northern I deliberately joined the not-for-profit sector seven years ago after fifteen years with Ford Motor Company working in strategic HR roles in Europe, Australia and New Zealand. As General Manager Community Initiatives for Presbyterian Support Northern I have the privilege of being involved in a wide range of initiatives making a positive difference to New Zealanders and their communities. It’s hugely rewarding. My husband and I are both deliberate about contributing to enhancing our unique New Zealand communities and love making the most of Auckland from the water by being out sailing with our two children.

I view my opportunity to participate in the 10th Leadership NZ programme as an invitation to pause and reflect on the leader I am today and will be tomorrow. How can I be more authentic in my leadership? How can I ensure I am aroha-centred? What does it mean to be a New Zealand leader making a difference to New Zealand and our future? Thought-provoking speakers, inspiring co-participants, reflective learning environments and provocative facilitation is providing a rich context for personal development and growth. A great privilege to treasure.

Repeka Lelaulu Residential Salesperson Barfoot and Thompson The most important lessons my parents taught me were to serve my community, respect my elders and to stay true to my values and culture. These lessons have helped mould the person I am today and have encouraged me to play an active part in my community through The Pacific Business Trust, The Grey Lynn Business Association, St Joseph’s School Board, P.A.C.I.F.I.C.A Women’s Organization and the Samoan Sports Association. Over the past twenty three years, I have been blessed with a successful and rewarding career in real estate. I’m passionate about home ownership and helping people achieve this goal.

Not often in our busy lives do we get the opportunity to step back and really examine what’s important to us; Leadership NZ has provided that environment. I have a greater understanding of issues found in other parts of New Zealand. I have learned new ways to have conversations, discuss issues and find pathways to help create a future that builds trust and pride in each other. Leadership NZ has brought together an inspirational group of individuals who together form a powerful force of all New Zealanders. I value and support diversity and I’m willing to learn more about a collective vision for our future. The speakers have been thought-provoking, courageous people making a difference in New Zealand. I have become aware of my own leadership style, my strengths and my weaknesses. I have reconnected with my own passion and I’m eager to make changes to enable me to be in the best position to make a difference.

Sally Babington National Manager Design ACC I lead the recently set up the National Service Design team at ACC which is responsible for designing and developing services that meet the needs of our customers. I started my career as a social worker in Child, Youth and Family. Over the years I have worked in different roles across social services and special education, both for Government and community organisations. Working with people to understand their needs and then co-designing services that help make a positive difference is what I really enjoy about my role. Service Design brings together the things I think are important if we are going to create sustainable, positive change.

www.leadershipnz.co.nz

To be effective leaders we have to understand who we are, where we come from and what we are bringing to the leadership journey. Leadership NZ stretches and challenges us to be better leaders in our lives. Through our conversations and listening to some inspiring speakers I have had a real opportunity to learn, reflect and learn again. Learning with a group is a really important part of Leadership NZ and why it is effective; you get to know each other well, can challenge and be challenged. Leadership NZ has provided me with the opportunity to truly reflect on where I’m at, professionally and personally. I feel like I can make real changes for the better because I am constantly challenged to reflect and apply my learning. I am able to look at what’s working, what isn’t and to try something different.

Sara Jones National Transition and Transformation Manager Fuji Xerox I have worked in corporate business for nearly 20 years in a career that has spanned sales, marketing and operations. I have been fortunate to lead some significant strategic and tactical projects for leading global organisations. I currently work with teams responsible for pre-sales assessment, solution development and transition in New Zealand. The challenges I have experienced are typically symptomatic of change programmes and rely on influence, communication experience and tenacity to push through obstacles. As a mother and professional career woman I have encouraged open and honest debate; in my work I try to think outside the box and find creative ways to solve challenges within contemporary organisational structures.

Leadership NZ has broadened my depth of understanding from a cultural and social perspective of the issues facing modern day New Zealand. On a personal level, the programme has prompted me to explore my own personal style of leadership and the contribution and part I play in the social and economic wellbeing of society. The programme has shown me the realms of possibility and has helped me to think about the breadth and depth of my personal leadership style. As a group we have been encouraged to recognise and reflect on the diversity of our life experiences (our worldview) and to question whether we are working positively within our organisations and communities through recognition of the part we play within our circles of influence.

Seren Wilson Recruitment Director Teach First NZ My husband and I lived and travelled abroad for over ten years working for global organisations. We returned to New Zealand after the birth of our first child, and I took the opportunity to explore roles in the not-for-profit sector. When I came across the Teach First NZ organisation, I was inspired by their mission to tackle educational inequality and felt I had found an opportunity to employ my skills in a meaningful way. What I also discovered was an opportunity for personal growth working with a young organisation as it was shaping its values, culture and identity and positioning itself to positively impact change for young people in Aotearoa.

My application to join the Leadership NZ programme stemmed out of a desire to explore my identity as a New Zealander and clarify future potential pathways for my own leadership. I was attracted to the opportunity for personal growth, the level of personal challenge and the chance to learn more about leadership in a range of relevant local contexts. I was also excited to join a diverse cohort to share new insights and experiences with. I have not been disappointed. It has been an absolute privilege to be involved in this programme, to gain exposure to incredible wisdom shared by inspirational leaders around the country and to explore diverse and critical issues relevant to New Zealand. Most importantly, the programme has provided me with the opportunity to find a place from which authentic leadership can grow.

Shem Tatupu Educator & Sports Manager

I am a New Zealander of Samoan heritage. I have always enjoyed sports and one of the highlights of my sporting career was playing for Manu Samoa in the 1995 Rugby World Cup. After being a professional rugby and rugby league player and coach in Europe for 18 years, I came home to New Zealand in 2008 for family reasons. My career has developed into sports education and management and most recently I worked at Te Wananga o Aotearoa as a sports tutor and educator. I am passionate about making a positive impact and adding value to the issues I feel are important in New Zealand society today.

The skills I am learning with the Leadership NZ programme are helping me to have a better understanding of the issues facing New Zealand and at each session I continue to develop valuable communication and reflection skills that will enable me to reach and build relationships to make a positive impact on our diverse culture and across all sectors of our community. The Leadership NZ programme is helping me to envision and establish an identity for myself as a Kiwi leader, using my Polynesian/Samoan culture to have a voice and to be role model. My wish is to reach a place where I can be better situated to help New Zealand move forward to be a better country for my family and generations to come, growing my leadership skills and building a wide network base to connect with across New Zealand.

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PEN PORTRAITS

Tania Pene Hapu Development Coordinator â&#x20AC;&#x201C; Natural Resource Management Te Runanga A Iwi O Ngapuhi Although born and raised in Auckland, my family always maintained our whakapapa links to the Hokianga. After living abroad for some years, I returned to New Zealand with a focus on Maori interests. My Bachelors degree supported my passion for hapu and iwi development and environmental interests. While studying, I led the Tuakana Programme for the National Institute of Creative Arts and Industries faculty, providing support to new Maori and Pacific Island students studying Urban Planning at the University of Auckland. I conducted sector research on cross-cultural learning environments and contributed to research and development around Maori wellbeing. My work currently involves working alongside whanau, marae and hapu groups to provide support and assistance to build capacity and capability within their communities.

The 2014 Leadership NZ programme has been a journey of discovery for me. It has been challenging yet enjoyable. My current work has threads that span across public, private, iwi/hapu and NGO sectors. Working with and alongside each with their different perspectives has its challenges. I believe Leadership NZ has reinforced that mutual respect and understanding begins with real conversations, the building block to all meaningful relationships. A unique programme that brings together a group of New Zealanders that are from diverse backgrounds and roles. One does not merely attend the Leadership NZ programme, you are the programme and participation is about life, reflective learning and understanding. This experience has been inspiring and heartfelt. What I have gained will significantly enhance both my personal and professional development, while in the pursuit of making a positive contribution to building an inclusive and positive region and the many communities that I engage and participate in. Kia Kaha Tatou Katoa.

Tom Dibley Manager, Leadership & Business Performance Ministry of Business, Innovation & Employment I feel very fortunate to have been involved in the Ministry of Business Innovation and Employment from its inception and to now have a role which can get to the heart of making the organisation a great asset for New Zealand. I live in Wellington with my partner and our 15 month old son and love every aspect of it. I am a big cricket fan but lack any actual talent for playing the game.

I really appreciate the wisdom and openness of other participants on the programme and those New Zealand leaders who have donated their time to talk to us about their experiences. Their influences and perceptions are continually opening my eyes to how others think and feel about New Zealand, its direction and challenges. The programme is beginning to help me reflect on myself as a leader and as a person. These reflections are helping me to change my world view and put what I do (both professionally and personally) into a greater context. I look forward to my times with my Leadership NZ 2014 cohort as the year continues to unfold.

Travis McGrath General Manager - Finance Downer NZ Ltd I grew up in Malaysia and lived in London in the mid-1990s. As well as bringing home memories and photos of my OE, I brought back an English wife nearly 20 years ago. We live in Auckland and have 2 young sons who keep us busy, motivate us to stay healthy, not take ourselves too seriously and to love out loud. I am one of those fathers who both treasures and fears the pieces of myself I see in our sons as they grow. In my professional career I have worked for some very large New Zealand organisations in the freezing works, commercial cleaning, telecommunications and infrastructure sectors.

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I have come on to the 2014 Leadership NZ programme ready and determined, with an open mind and desire to take that next leadership step in my life. The experiences and challenges to date have been most moving and I can already see that I am changing as a person, husband and father. In spending time with the wonderful array of speakers and fellow leaders, I am being exposed to thoughts, ideas and alternatives that I would not have been prior. I am starting to see the world differently. I am also heartened by some marvellous people who are determined to take responsibility, create the change from within and â&#x20AC;&#x153;be the space betweenâ&#x20AC;?. I am starting to ask myself: Am I doing enough?

CREATIVE LEADERSHIP

A New Brand of Leadership As Leadership NZ reveals it’s new look and feel, Eddy Helm, Director at Curative NZ; and our Alumnus and board member Neville Pulman, Managing Director at Creative Activation, explore what a brand really is, and how our new visual language came about. EDDY’S THOUGHTS ON THE PROCESS At Curative, we always say that a brand is much more than just a logo. We believe a brand is the promise that an organisation or product makes, and the subsequent expectation that its audience then has of it. It’s the persona it portrays; the way it sounds, the way it looks, and what it stands for in doing so. It’s the experience that people have; how they feel and what they take away from their interaction. And it’s the way that it’s perceived; what others say about it, rather than what it says about itself. Ultimately a brand is clear, relatable and believable to its audience, its staff and its stakeholders. But it’s important to note that brands aren’t built overnight, and before a creative team can even begin to think about how to design a look-and-feel, we need an understanding of who a brand is for, and why it exists. To help illustrate this point further, we regularly refer to a great TEDTalk by Simon Sinek about how great leaders inspire action. In the talk he introduces the golden circle, explaining that people don’t buy what you do, or even how you do it, but they buy into why you do it. Simon Sinek is not the first to note that people make decisions based on emotional

responses, rather than practical information. Specifications and details may get people across the line to make a purchase or get involved, but they’ll first be drawn to brands that share their values or inspire their imagination. Leadership NZ is a brand that’s clear on what it stands for, and why it exists: “To enrich New Zealand through active leadership in connected communities.” However, with the logo developed at Leadership NZ’s inception 10 years ago, the brand’s visual elements were starting to date, and the time had come for a change. This was not to be a change for change sake, but a reflection of the evolution of leadership in New Zealand, to ensure relevance for the brand in a present and future context. To re-brand an organisation with a rich history, and passionate alumni required careful consideration. Curative is committed to co-design as a way of developing useful, innovative and meaningful design and communication solutions. Co-design is about capturing lots of different perspectives, insights and experiences, of those using your product, service or organisation, and working together to determine how to design and provide information in ways that can lead to high levels of ownership, and use.

To develop the new look-and-feel for Leadership NZ, Curative was involved in initial workshops, led by Sunil Unka, to develop a brief which included insight and direction from key stakeholders from the board, alumni and partners. Curative then employed a level of co-design; working with a smaller group of staff and board representatives to guide design direction. This included presenting a round of designs that were never intended to ‘see the light of day’ to provoke strong reactions. Throughout the process, we identified that the new brand direction for Leadership NZ needed to: • Carry forward the legacy of Leadership New Zealand , and clearly connect to the current brand • Explore the concept of diversity, and multiculturalism; to feel inclusive and integrated • Feel trusted and respected; express the mana of the brand, and those who are part of it • Tell a story, and evoke a depth of meaning • Create a sense of energy, movement and forward thinking • Promote a sense of strength and direction • Be timeless; not too ‘on trend right now’, it needs to live on

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From top down: previous Leadership NZ logo, new primary logo

www.leadershipnz.co.nz

CREATIVE LEADERSHIP

LEADERSHIP

NEW ZEALAND

Leadership NZ greyscale versions

The new logo for Leadership NZ takes into account all of the points raised through the briefing and feedback stages.

The colours that we have introduced are complementary, yet challenging (and a bit disruptive), bringing a new energy.

The brand clearly connects with the original Leadership NZ mark both through colour, and the weave iconography.

Overall, the new visual language more accurately positions Leadership NZ as an agent for change; and reflects the organisation contributing to New Zealand’s success by growing, celebrating and weaving together our nations leaders through catalytic conversation.

RSHIP NEW ZEALAND |

BRAND DEVELOPMENT

The weave, which is reflective of Maori and Pacific culture, has been modernised to evoke a new sense of movement and direction. Furthermore, the geometric shapes represent the sum of all parts, creating a whole. The elements have been created as a complete device, but could also stand-alone as a bold word-mark, or independent motif. The font and motif can also be extended and applied to create a complete visual language, which can be easily adapted across various elements. While we’re retaining the core colours of red and black, we’ve explored modern palettes of each, and the mark itself is strong enough that new colours can be introduced to define sub-brands or events.

NEVILLE’S THOUGHTS ON THE PROCESS Evolving your brand is a challenging and important stage in any organisations lifetime. The 10 year history and significant growth Leadership NZ has achieved meant the brief was both multifaceted but also held very close to the hearts of the wider Leadership NZ whanau.

From this perspective the “co-design” process worked well as it gave the space and time to table and give consideration to all facets of the brief and captured a diverse range of views from across the Leadership NZ whanau. It also gave scope to both explore and discard a wide range of options from the conservative to the radical - all part of zeroing in a successful evolution for Leadership New Zealand. Curative’s challenge was of course moving forward to a conclusion. A process all of the various team seemed to both enjoy and trust in. Being able to take direct criticism but then process and filter feedback to keep driving forward was important to achieving such a great and considered outcome. The Leadership NZ team are looking forward to applying the fresh new look and exploring some of the options the versatility of the new brand design elements provide.

It’s often joked that everyone is a “marketing expert “– but by definition - as we live and breathe the brand from within Leadership NZ or seek to understand the brand as observers, we are!

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ALUMNI CONNECTIONS

by Rebecca Savory, Bay of Plenty Times photo: Justine Hall, Wellington City Council

Greg Orchard Leadership NZ Alumnus (2007) It’s been seven years since Greg Orchard went through the Leadership NZ programme and he still has no doubt what he learnt influences him every day. Entering the programme at the beginning of 2007, Greg was working for Housing New Zealand, feeling restless and ready for change. By the end of the year he had moved to a new role at the Wellington City Council to assist with a $400 million renewal of their social housing. ‘‘I had had my time and it was now time for others to move the organization forward,’’ he said. ‘‘I was somewhat restless and looking for a different challenge. In fact it was probably for similar reasons that I attended the Leadership NZ programme.” For Greg, the year-long leadership programme exposed him to a wide range of views from a broad cross-section of New Zealanders. “It is an environment where your opinions and thinking, and those of others are tested. The year builds to paint a rich inter-connected picture of New Zealand now, its potential futures and the role you can play,” he said. “Ultimately Leadership NZ has made me think more broadly about New Zealand and the issues we face. Hopefully this has shaped my influence of others by being more open to different approaches and perspectives, and providing opportunities to be heard while respectfully adding my knowledge to the pool.”

www.leadershipnz.co.nz

Greg said the year provided him with a broad understanding of the country, bringing together people from across New Zealand with their varying opinions, stories and experiences. This has directly assisted him with his work in social housing, helping to identify often complex local and national issues as well as opportunities the country may have. “It is often at a local level that these issues and opportunities play out whether they be youth employment, economic or climate change responses.” However the most important thing Greg learnt from the programme was the importance of diversity. “Not simply the tolerance of diversity but its celebration and encouragement. We were a diverse group of people with very different roles, backgrounds and world views. “We were also exposed to a diverse range of views and aspirations from the various speakers we engaged with. This diversity is one of the strengths on the programme. “Bringing this diversity to the table enriched the pool of knowledge and enhanced for each of us our understanding of the issues.”

The year builds to paint a rich inter-connected picture of New Zealand now, its potential futures and the role you can play.

Greg was already working to help communities with Housing New Zealand before the programme, however has thrown himself into an extensive amount of involvement beyond his day job since 2007 with housing councils and boards. He is on the NGO board of Accessible Properties, managing a portfolio of more than 1100 properties specialising in the disability sector; as well as the Australasian Housing Institute, supporting the housing profession across New Zealand and Australia. He is also chair of the University of Canterbury Quake Centre, training and teaching both professional and potential engineers, using Christchurch’s recent history to inform their research and recommendations for the future. Greg has worked with Government as part of a group looking at solutions for people with non-weather-tight homes and as part of group looking at improving the National Building Consent System. He had been in the executive leadership team at the Wellington City Council since the end of 2007 and was appointed to the role of Chief Operating Officer in August, 2013. Working in a number of leadership positions, Greg has a proactive leadership style which has only been encouraged by the programme. He leads people in a profession he is passionate about and from within organisations. “Lead now from where you stand. Don’t wait to be asked. Work out what you stand for, step up and lead,” he said.

by Kimberly Rees, Leadership NZ Alumnus

Lynette Adams Leadership NZ Alumnus (2009) Ten years ago, Lynette was hired to build up a flailing regional sports trust in West Auckland. It was a daunting task and what got her through the first steps was her innate belief in enabling the community (to do for themselves) and the power of ‘people connecting’ and building relationships.

I now know, and embrace the fact that I am a Servant Leader – putting the needs of others first. Now upon reflection, she realises that she attended the Leadership NZ Programme approximately half way through, what is her ten year journey to date, as CEO of Sport Waitakere. ‘It was a time where I had accomplished the task of securing the organisation, and the services we were providing to the community were flourishing, but I needed to be doing more.’ So in 2009 after scoping out numerous professional development / leadership courses, Lynette chose the Leadership NZ Programme because it had a future of New Zealand focus. She admits, the programme came at a perfect time in her professional career / development. ‘I thought; what a great place New Zealand is and how lucky we are to live here. What can we do to make it even better? How can I be a better global citizen and how can I contribute to making the world a better place?’ Lynette says that a pivotal time within

the programme for her was after the session titled Civil Society when her sense of purpose became clear. ‘I realised how important it is to build and develop communities to be strong and vibrant where people are healthy and connected. I was in my dream job and what better platform is there than to use sport and recreation as a vehicle to do this!’ Not considering herself ‘a leader’ before the programme, Lynette wears the mantle of leadership proudly and now acknowledges the breadth of leadership styles and the capacity for anyone to be a leader; ‘I now know, and embrace the fact that I am a Servant Leader – putting the needs of others first, sharing the lead and helping people develop and perform as highly as possible’. This approach has worked well for Lynette as she’s the first one to admit that communities are complex and the collaboration approach takes a lot of time, but the end result of empowering communities to do for themselves is well worth it. Lynette has built Sport Waitakere as a community development organisation and is clear about her role, as CEO, is to highlight the value that community sport and recreation provides in strengthening our society. ‘An example of this is a local football club with 125 volunteers who are positively affecting the lives of approximately 900 kids each week. And that’s just one club! What other medium could do that?’ Lynette points out. True to the character of the Servant Leader, the line between when the work finishes and her own personal contribution to the

community is not distinct for Lynette. Not only is she passionate about supporting her staff ’s professional development (so they are learning, coaching and passing on the knowledge to improve the local sport and recreation sector), but Lynette is an active volunteer on a number of not-for-profit boards, coaches a youth sport team and was instrumental in growing the regional provision of hockey for the Waitakere area, just to name a few things she is personally involved in. Being an active volunteer she says ‘keeps me in touch with the grassroots issues and the barriers to participating in sport and recreation which people experience and Sport Waitakere is helping to resolve’. This passion of Lynette’s is well recognised within the sector. Recently she was awarded a Winston Churchill Scholarship which enabled her to do some research in Australia on innovative community and recreation programmes. ‘I came back buzzing with ideas’ she says. Lynette clearly identifies with her organisation’s motto of Lead. Enable. Strengthen. When asked if she had one piece of advice for future leaders she says ‘Do the Leadership NZ Programme as every day I am using what I have learned from there’ and then pulls out a quote which she refers to often and that sums up a message she likes to pass on What you do for yourself dies with you. What you do for others and the world remains and is immortal. – Albert Pike

WINTER 2014

BOOK REVIEW

Lead with Wisdom: How Wisdom Transforms Good Leaders into Great Leaders “It takes mud to lead with wisdom”– Mark Strom If I see another reality TV show trailer where a contestant talks about their roller coaster journey from the warm comfort of a TV studio, I reserve the right to scream or throw something at the goggle box! People often talk about their leadership journey but reading Mark’s book, I realise that the word “odyssey” is a much better descriptor for leadership. Journeys are linear and a to b where an odyssey inevitably involves hardships, adventures, failings and learning. This book takes the reader on an odyssey around the role and the paramountcy of wisdom in leadership. “Leadership needs wisdom and wisdom enriches Leadership.” There is comfort and reassurance in the reminder of the benefits we gain from learning from our mistakes. The book is logically structured but works not only for the front to back readers, but also the back to front readers and the dip in and roam sort of reader. Every time I pick it up I find another section to challenge my thinking and to provide context around whatever leadership I am witnessing or doing. The first part looks at the “why” of leadership and wisdom. Having introduced the importance of seeing and reading life’s patterns, Part 2 is the “what”, looking at four every day life patterns, namely: Naming, Conversation, Influence and Character, to see how language shapes reality. Part 3 brings us to the “How” introducing four Arts we can practise but never master in our odyssey: Story, Brilliance, Promise and Grace. The final Part 4, is the “Where”. Mark shares deeply personal stories from his own and his family to explain how the book came together and returning us to

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the driving context that leadership always comes back to the person so that we lead not from principles or techniques but from who we are. Picking my favourite bits is really hard because the whole book is a delight but I do admire Mark’s courage in introducing concepts which were either traditionally reserved for our elders or terms not commonly used in the realm of organisational leadership, like: wisdom, grace, brilliance and character. The image below is a mind map based on one small part of the section on Arts. In these pages Mark reintroduces us to the skill of asking grounded or open questions. Grounded questions assist others in telling their stories which carry their sense of identity and meaning and which are more likely to help them see change that is needed and how to get there.

Mark opens the book talking about building walls and reminding us that the strength of a wall is in the mud/mortar not the bricks and closes with a reminder that it takes mud to lead with wisdom. I eagerly awaited the publishing of this book, based solely on hearing Mark speak at a Leadership New Zealand function in 2013. I was not disappointed and this book will remain at the top of my most recommended books list for many years to come. Rush out and buy it in hard copy or on Kindle and get dipping and enjoy dwelling on the mud.

Jennie Vickers Leadership NZ Alumnus

MIND MAP CREATED FROM: 'LEAD WITH WISDOM’ BY MARK STROM CHAPTER 4 - CONVERSATION PAGES 84-85

2013 GRADUATION 1. Dr Lance Oâ&#x20AC;&#x2122;Sullivan, guest speaker 2. George Riley, LNZ alumnus, delivers the mihi whakatau 3. Karlo Mila, 2013 graduand, speaks on behalf of the group 4. Sarb Johal, 2013 graduand, speaks on behalf of the group 11

5. James Wilson, 2013 graduand, replies to the mihi 6. Jo Brosnahan & Judy Whiteman 7. 2013 Leadership Programme graduands 8. Louise Marra, LNZ Programme Director 9. MC & LNZ Alumnus Angela Green 10. LNZ CEO Sina Moore with 2013 graduands Steve Ferguson & Adam Bennett 11. Scholarship gift to Jo Brosnahan from Class of 2013 12. Kiwibank (LNZ Support Partner) team. Ceri Rowlands, Catherine Taylor, Nick Astwick (LNZ alumnus and Deputy Chair), Hilary Palmer

13. LNZ CEO Sina Wendt-Moore with Liquorland (beverage sponsors for the event), Phil Guilford, Joanne Pilgrem-Cartmell

ACKNOWLEDGEMENTS

OUR SINCERE THANKS TO... Creative Partner

Supporting Partners

Event Partners

Scholarship Partners Special thanks to the following who assist to ensure that diversity continues to be achieved across the Programme through the generous funding of scholarships: • The Tindall Foundation & Inspiring Communities • 2013 Year Kia Manawanui Scholarship • Leadership NZ Alumni Event & Programme Hosts Special thanks to the following who have assisted us in providing event venues, donated goods/catering or valuable time: • Angela Green for being MC at our 2013 Leadership programme Graduation • George Riley for his Mihi Whakatau at our 2013 Leadership programme Graduation • Dr Lance O’Sullivan for his inspiring key note speech at our 2013 Leadership programme Graduation • KPMG and Ross Buckley for hosting our 2014 Leadership programme launch and cocktail party • Ben Smith for being MC at our 2014 Leadership programme launch • Jay Williams for his Mihi Whakatau at our 2014 Leadership programme launch • Peter Fenton for sharing his leadership journey and thoughts at our 2014 Leadership programme launch • AUT Business School, Dr Geoff Perry (Dean) and Sarah Trotman (Director of Business Relations) for hosting our Leadership Week event: Dinner with a Difference – Creative Leadership

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February (Auckland):

• Louise Marra from Spirited Leadership • Peter Garnett (LNZ Chair), Annette Bartlett and Melanie Swami (Alumnus), Angela Derecourt (Alumnus) and Sina Wendt-Moore (Alumnus, LNZ CEO) for formally welcoming our 2014 programme participants into the Leadership programme • Karlo Mila (Alumnus) for bringing creativity to leadership • Our fabulous speakers: Sir Bob Harvey, Jo Brosnahan and Naida Glavish • Alumni Georgie Witehira, James Wilson and Steve Ferguson for providing the participants with the useful insights about how to run syndicates March (Flat Bush):

• Our wonderful speakers: John Hinchcliff and Manying Ip • Our thought provoking Speaker panelists: Pat Snedden, Deidre Otene (Alumnus), Monique Faleafa and Agnes Granada • Downer and Travis McGrath (2014 participant) for generously sponsoring our venue costs • Pacific Business Trust and Repeka Lelaulu for hosting the group for dinner May (Northland):

• Chris Farrelly, Karen Giles (Alumnus) and Manaia Health PHO for hosting us during our programme visit to Whangarei • Irene Durham (Alumnus) for her time spent with the group in Whangarei • He Iwi Kotahi Tatou Trust, Olive Brown

(Alumnus) and Debbie & Nghau Davis for hosting us during our trip to Moerewa • Our amazing speakers: Chris Farrelly, Debbie & Ngahua Davis, Justice Joseph Williams and Dr Aroha Harris • George Riley (Alumnus) and Erena Kara (Alumnus) for their energy and time spent with the group at Kohewhata Marae and the Waitangi Treaty Grounds Special thanks to the following: • All invited authors, contributors and people who gave their time to be interviewed for this publication • The editorial team (listed on inside front cover) • The team at Curative – for editing, designing, publishing and printing this magazine • Bell Gully – for legal advice • Canon – for providing printing supplies • Kudosweb – for valued IT and website support • Leadership NZ Alumni who gave their time, talents and energy at various events, ARG activities and SkillsBank projects • Leadership NZ Trustees, Advisory Trustees and Funding Partners - for their ongoing support and invaluable advice • KPMG – for annual audit support • Mark Herring – for updating the website with newsletter content • John Moore – for IT support • Auckland Council – for a funding contribution towards our lease costs

A LIFE IN LEADERSHIP

2015 LEADERSHIP PROGRAMME CALL FOR APPLICATIONS

Do you hear the call to leadership? Leadership New Zealand’s founding Trustees were called by the opportunity to bring together leaders from every generation and every sector of New Zealand society; to connect them through conversation, dialogue and debate; to develop their ability and capacity to lead those around them; and to challenge them with making a leadership difference for the better in the communities within which they lived, worked and played. This is your opportunity Our Leadership Programme provides a uniquely respectful, open and honest arena for full debate, real challenge and deep learning. Each year we bring together 30-36 mid-career leaders from the government, commercial, social enterprise and not-for-profit sectors of New Zealand. We connect this emerging generation of leaders with leaders of the wisdom generation and enter into leadership dialogue, debate and learning.

We challenge our programme leaders to take themselves to their learning edge, to be honest with themselves, to develop their self-awareness, to develop their societal-awareness, and to step forward in their organisations and communities to lead change for the better. Diversity is a key enabler to achieving ever higher levels of societal engagement, creativity and innovation. We are proud of our legacy of excellence and innovation in educating on a basis of a diversity of thought and perspective. As a future graduand you will join your alumni peers as a New Zealand leader who makes a difference. You will hold knowledge that enables you to harness the diverse intellectual capital of your organisation and build this into a competitive edge. You will join the next generation of leaders creating richer solutions for the complex challenges New Zealand is facing in community, health, education, equality, economy and environment.

Applications for our 2015 Leadership Programme are invited from residents of New Zealand who: • Are talented leaders with at least 10-15 years’ experience in their sector • Care about New Zealand and its future • Have senior executive support from their organisation • Are able to commit (the programme spans 10 months across NZ and attendance is essential) • Are committed to continuing their leadership growth after the programme via community involvement and/or volunteering for Leadership New Zealand’s community projects

Applications for the 2015 Leadership Programme close on 29 August 2014 For further details go to www.leadershipnz.co.nz or contact us on 09 309 3749 or email info@leadershipnz.co.nz

Creative Partner

Curative www.curative.co.nz

Supporting Partners

Accident Compensation Corporation www.acc.co.nz

Altris Ltd www.altris.co.nz

AUT University www.aut.ac.nz

Bell Gully www.bellgully.com

Canon New Zealand www.canon.co.nz

Kiwibank Limited www.kiwibank.co.nz

KPMG www.kpmg.co.nz