Leadership New Zealand
celebrates its first 10 years
In this issue • Leadership’s cornerstone is conversation Jo Brosnahan reflects on her offspring’s first 10 years P2 • Building a leadership network Founding Trustees celebrate the past decade P5 • Think global, act local L eadership NZ: 10 years and 10 million connections P25
issue 9 WINTER 2013
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.
We thank the following people for their generous support of Leadership New Zealand. Leadership New Zealand Trustees • Jo Brosnahan – Chair, Leadership New Zealand; Company Director • Tony Nowell – Deputy Chair, Leadership New Zealand; Director, Valadenz • Nick Astwick – Chief Operating Officer, Kiwibank; Alumnus 2010
• Carol Bellette – Chief Financial Officer, Landcare Research; Alumnus 2012
Courageous Generous of spirit
• Sean Hughes – Chief Executive, Financial Markets Authority; Alumnus Leadership Victoria
• Toni Myers – Director, Mediaweb
Acting with integrity
• Tara Pradhan – International Relations Manager, Auckland Council; Alumnus 2007
Innovative Apolitical Celebrate diversity Leadership New Zealand TRUST PO Box 5061, Wellesley Street, Auckland 1141 T: +64 9 309 3749 E: email@example.com 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 © 2013: All material appearing in Leaders is copyright and cannot be reproduced without prior permission of Leadership New Zealand. Issue 9 WINTER 2013
• Samuelu Sefuiva – Principal Advisor, Race Relations, NZ Human Rights Commission • Hilary Sumpter – Communications, Strategy & Change Consultant; Alumnus 2010 • Teresa Tepania-Ashton – CEO, Maori Women’s Development Inc; Alumnus 2006 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 • 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 & Partners Ltd • Chris Laidlaw – National Radio Host; 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 • Fran O’Sullivan – Journalist • Beverley, Lady Reeves • Brian Roche – CEO, NZ Post • Suzanne Snively – Managing Director, More Media Enterprises; Chair AgriWomen Development Trust; Company Director • Dame Cheryll Sotheran – Director Creative & Tourism, New Zealand Trade and Enterprise • Dr Morgan Williams – Chair, WWF New Zealand Alumni Representative Committee Hilary Sumpter (2010), Neville Pulman (2006), Jennie Vickers (2007), Richard Llewellyn (2011), Julian Inch (2012), Bernie Grant (2012), Ewen Anderson (2012), Lisa Howard-Smith (2005), Mark Dunlop (2009) EDITORIAL TEAM Reg Birchfield, Jo Brosnahan, Sina Wendt-Moore, Verity Johnson, Judy Whiteman, Gill Prentice, Jan-Michael David, Hilary Sumpter, Ngaroimata Reid
issue 9 WINTER 2013 CEO’s Foreword
“Life can only be understood backwards, but must be lived forwards.” – Soren Kierkegaard Let’s go back to 2003… What were you doing? What was happening in your world? Your life? Your leadership? What were your hopes and dreams? Who were the significant people, relationships of influence in your life? When you look back 10 years did you imagine or plan the life you have today? What challenges have you overcome in the past 10 years? What opportunities came before you? What have you learnt about yourself, life, love, success and happiness, in this time? Reflection is a powerful thing and this special edition of Leaders reflects on a decade of Leadership NZ’s contribution to building a new leadership culture in Aotearoa New Zealand. Jo Brosnahan, our kuia, founder and Chair of Leadership NZ shares her perspectives of this important milestone; we get insights from senior leaders, founding trustees, who have been instrumental in building this network from its inception, and you will read Alumni stories about the impact the leadership programme had on their lives. Like them, Leadership NZ has played a significant role in my development and growth as a leader and we are all grateful for Jo’s forward thinking and vision as it has enabled us to build meaningful relationships of influence and friendships, to build leadership. Ten years on, Leadership NZ has built a connected community – a network of active leaders who have a broadened leadership mindset: they understand the critical issues facing New Zealand, they are open and inclusive, value and celebrate diversity, and are willing to engage in courageous conversations that lead to new thinking, ideas and a collective vision for our future. Futurist Richard David Hames believes “the power of networked intelligence has become the basis for collaborative decision making in an environment that is global, boundless, complex… a world of zero geography that requires leaders with agility, adaptiveness and distributed intelligence”. I would add to this courage, appreciative enquiry, curiosity, compassion and the ability to embrace paradox and ambiguity and to live at one’s learning edge. Alumnus Jennie Vickers highlights the literal power of this ecosystem of relationships by considering LinkedIn’s parallel growth and the 10 million or so connections across Leadership NZ’s network (see page 25). She imagines in another 10 years this growing to 100 million and posits “that is a lot of opportunity for ideas to change the world in just one connected network of first, second and third degree relationships”. As we look forward to the next decade, I am energised by the possibilities of this evolving transformative leadership movement.
Contents CEO’s foreword 1 A connected community Sina Wendt-Moore Leadership’s cornerstone is conversation 2 Jo Brosnahan reflects on her offspring’s first 10 years Reg Birchfield Building a leadership network 5 Founding Trustees celebrate the past decade 2013 Programme launch
A photo essay Having their say
Thoughts from the class of 2013 Alumni connections Leadership NZ’s sphere of influence Tim Hamilton
Penny Hulse 20 Craig Churchill 21 Peter Fenton
Hilary Sumpter 23 Ngaroimata Reid
Think global, act local
Leadership NZ: 10 years and 10 million connections
“To meet the challenge of our times, human beings will have to develop a greater sense of universal responsibility. We must all learn to work not just for our own self, family, or nation but for the benefit of all humankind. Universal responsibility is the key to human survival. It is the best foundation for world peace, the equitable use of natural resources, and through concern for future generations, the proper care of the environment.” – Tenzin Gyatso, 14th Dalai Lama
Jennie Vickers Roll call 26 Leadership NZ alumni 2005-2012 2012 Graduation 27
soifua ma ia manuia Sina Wendt-Moore Chief Executive
A time of celebration Acknowledgements 28
o Brosnahan, Chair of Leadership New Zealand, is easing back on her involvement at the organisation she shepherded into existence a decade ago. “I’ll never walk away, but it’s time for the next generation of leaders to step up,” she says with just a hint of emotion. So, after 10 years is she happy with her creation’s progress? “Yes and no,” she answers thoughtfully. She is, for example, happy with what she calls the “amazing” leadership programme the organisation delivers each year to around 30 carefully chosen participants. And she’s happy with how the programme evolved to take account of the dramatic local and global changes the past 10 years delivered. That ability to adapt and shadow change no matter how fast or dramatic, means Leadership NZ is still delivering a programme that is “absolutely right for the times”, she adds. Brosnahan is also happy with Leadership NZ’s peripheral activities, such as its annual Leadership Week dinner and the Sir Paul Reeves Leadership Lectures that it launched last year. Her equivocation about progress stems from a personal disappointment that the kind of “enlightened leadership conversations” she hoped would spread with Leadership NZ’s establishment hasn’t yet happened. “New Zealand has embraced the leadership concept without yet building a genuine understanding of what it takes to be a really good leader,” she says a shade dispiritedly. “We still take a managerial approach to leadership. The nation talks leadership but seldom reflects on what it really means,” says Brosnahan. In November 2002 she penned the paper that outlined her thinking on the state of leadership. “New Zealand’s lack of a leadership culture” and limited appreciation that leadership was “the essential ingredient in successful organisations and communities” was reason enough to kick start the organisation that turned out to be Leadership New Zealand. 2
Bright spots The bright spots that counter her disappointment at the limited progress in raising the level of leadership discussion come from the just under 250 members of the Leadership NZ alumni. She watches the individuals who enter the programme each year “change and grow”, she says. “And they are becoming increasingly influential out there in the community.” Brosnahan believes the Leadership NZ alumni are helping lift the level of understanding of what leadership is about and contributing to the quality of New Zealand’s leadership conversation. “They are increasingly involved in leadership activities and I’m sure they are having an impact. Maybe I’m just impatient and reacting to what sometimes seems to me like a drop-bydrop lake-filling exercise,” she adds. Generally happy with where Leadership NZ’s alumni end up, Brosnahan admits she’d like to see more of them involved in “public office”, making a commitment to the public good. America is her model. Corporate executives in the United States are, she enthuses, encouraged to be involved in community, notfor-profit organisations or the public sector. New Zealanders are not, to Brosnahan’s mind, comfortable with moving across sectors. “We don’t transfer well. We’re a judgemental nation and tend to make judgements about the sectors in which we are not individually involved,” she offers. “We struggle to get the public and private sectors together and interact well with academia and even the military. We seem to find it difficult to move in and out of the boxes in which we find ourselves.” Perhaps this explains why diversity, which Brosnahan admits is a cause she will determinedly champion, struggles for traction and acceptance by New Zealand leaders. “Look at the challenges we are having getting diversity on boards. The conversation [in boardrooms] is absurdly narrow,” she says. “There’s little real understanding of just how important diversity around a board table www.leadershipnz.co.nz
Leadership’s cornerstone is conversation Leadership New Zealand’s founding spirit Jo Brosnahan reflects on her offspring’s first 10 years. She talks to fellow founding trustee and leadership writer Reg Birchfield.
is. It introduces different ways of thinking and, as a consequence, enhances organisational performance. Diversity in this country is about having a lawyer and an accountant, a financier and maybe a woman at the table and perhaps one or two with experience in that particular sector. That’s not diversity.” Unique Leadership NZ’s entrenched commitment to accepting an annual intake of participants that are as diverse as possible, makes it unique. The approach has not changed in the 10 years the programme has been running. “Bringing people from all sorts of backgrounds and armed with different perspectives together for 21 days a year builds mutual respect and understanding. They begin to appreciate what each can bring to the table. By year’s end they build close and respectful relationships. Imagine if we could do that all over New Zealand,” says Brosnahan wistfully. Notwithstanding her reservations about the slow pace of change in leadership thinking and practice aside, Brosnahan is optimistic about the impact Leadership NZ’s alumni will have in the community over the next decade. “Most of our trustees are now alumni. So too are an increasing number of our advisory trustees. Their experience of the programme will shape the way it evolves. And more of them will, I’m sure, become involved in more influential roles in the wider New Zealand community.” Brosnahan is also confident that the Leadership NZ programme model, of engaging experienced and successful leaders in conversations rather than delivering lectures, remains pivotal to the programme’s relevance and success. The approach fully engages both speaker and participant and ensures content currency, she argues. “What participants experience one year may not be the same the following year. The flexibility and currency of the programme make it unique.” WINTER 2013
The calibre of the leaders mustered to address the Leadership NZ programmes also ensures its quality. Many of the speakers give up significant swathes of time to travel to sometimes surprisingly remote or unusual venues to subject themselves to often rigorous cross examination. “Despite all that, we never fail to attract outstanding speakers who freely give their time,” says Brosnahan. How come? “We have a good brand. But New Zealanders are also generous with their time, particularly if they think they can be helpful or assist in some way,” she adds. “Our speakers are hugely generous but they also enjoy the experience, so it is a two-way process. Some call it their annual self-assessment process. It’s a chance for them to reflect on their own leadership journeys and address the issues confronting them. The challenges the participants present aren’t those they normally encounter. They’re forced to think about the way they lead and the circumstances in which they’re leading.” Sustainability But, Brosnahan cautions, the programme and its content isn’t the issue Leadership NZ most needs to address to ensure its sustainability. The challenge for the next 10 years is to get a “better and wider community understanding” of what the organisation is all about. “More New Zealanders need to understand how important this type of programme is for the country,” she says. That better understanding will, Brosnahan believes, help attract additional financial support. Raising adequate long-term funding has always been a challenge. Leadership NZ struggles, in large part, because its committed to making the programme accessible to as many aspirants as possible. To do that, it needs sponsorship funding for anything up to 30 percent of the programme’s annual intake. Unlike its Australian equivalent, 3
Melbourne-based Leadership Victoria, Leadership NZ hasn’t so far attracted a major cornerstone funder. New Zealand is a notoriously tough market in which to fund not-for-profit enterprises. That’s in part due to the smallness of the economy and equally to our pragmatically pursed approach to philanthropy. New Zealanders generously support activities with which they easily make direct connections, says Brosnahan. “We are, for example, good at providing money for disaster victims, children’s health and famine causes, things people can see. Leadership NZ is one or two steps away from that more obvious need. Developing good leaders to run those not-for-profit and other local organisations is a bit removed from the cause. Our appeal is less tangible. You can’t really see it, smell it and feel it. New Zealanders aren’t quite so good at supporting our kind of cause.” Some philanthropic organisations are focusing on capacity building. But they still tend to support less obvious causes for a year or two and then withdraw. The assumption seems to be that the needy organisation will somehow find funding elsewhere. Failure to so far lock in Leadership NZ’s financial sustainability is Brosnahan’s most personal angst as she prepares to step back. She’s enthused with what’s been accomplished with the programme but adds “the job’s not done. The job will never be done. We must always work at developing good leaders. It’s a never-ending process really.” With 10 years’ operational experience and programme success behind it and the need to secure long-term sustainability ahead, now is the time to review the Leadership NZ leadership structure and financial model. The next generation of leaders will, Brosnahan believes, review the current structure and appropriateness to the internal and external needs of the future. “Leadership NZ needs to work out how to become the inclusive and collective organisation it wants to be. We’re on the verge of working out how to engage more people with the organisation and move on from the more traditional structures we’ve had in the past,” she says. Partnerships will, for example, feature more in Leadership NZ’s future. “We’re evolving and finding new ways to deliver our activities,” says Brosnahan. “We’re reflecting the new society and looking to do more things differently. More people are engaging with us through online options such as LinkedIn. The online space will be increasingly important to us. More people than just our alumni want to be involved in the leadership community through us.” Life online Does an online relationship fit with the personal, face-to-face encounters and conversations that Leadership NZ now uses to deliver its particular leadership learning experience? “Time will tell,” Brosnahan concedes. “I hope we can turn online relationships into more personal encounters. If we can con4
vey what the Leadership NZ experience is all about they might want to come on a programme too. We have to be open to all the possibilities that an online community offers.” But however Leadership NZ engages with its future audiences, nothing effectively diminishes the scale and scope of the challenges leaders and aspiring leaders will face in the next 10 years, says Brosnahan. “New Zealand leaders must realise that they are part of a nation and a world that is rapidly diversifying. Leaders will need to understand the implications to the dramatic changes taking place. They will have to connect with and embrace the diversity of those changes. Tomorrow will be a leadership and not a management world.” Brosnahan expects the speed of global change in all its manifestations to impact leadership conversations. Many of the life and environment experiences on which speakers have traditionally drawn may become irrelevant. “Understanding how to think about issues may be more helpful than recounting experience, no matter how interesting they seem,” she says thoughtfully. “Leadership conversations will change greatly in the next 10 years.” Whatever happens to the tone and tenor of the leadership conversation, Brosnahan is convinced the organisation and its approach will be as relevant to the next 10 years as it has been to the past decade. “It’s our flexibility and ability to change approach that makes us so potent,” she adds. “We’re not stuck in a time zone of past thought or practice. We can recast the programme and re-determine the speakers every year.” Brosnahan expects leadership learning to swing from discussing processes to learning about how to think and approach leadership issues. “And that’s a space we have always been in. The difference will be the environment in which we do it. It’s changing more quickly than when we started,” she offers. “It is not about what we teach. It’s how we encourage people to think and converse on whatever the topic. It’s about seeing things through other lenses and taking time to reflect. It’s not the what, it is the how that will be more important in the next decade.” As part of a wider conversational change, Brosnahan wants New Zealanders to drop their “talk back” approach. “Talk back is about expressing views without making the effort to understand the topic. We have a citizen’s responsibility to acquire an understandably of the issue. Having gained that understanding, we must learn to have more meaningful conversations that take on board different views, perspectives and information. Expressing a view without reflection and without information is dangerous,” she says passionately. Brosnahan thinks Leadership NZ is “family”. Given that perspective, her feelings about stepping back are understandably tinged with sadness. But equally, she’s proud that the organisation she’s nurtured safely through to adolescence is ready to fly. And of her many personal career accomplishments, nothing rates more highly on Jo Brosnahan’s scale of satisfactions than the decade she has dedicated to establishing Leadership NZ. “There is nothing, at least to my mind, more important than developing great leaders. And that’s what Leadership NZ does.” www.leadershipnz.co.nz
Building a leadership network Founding Trustees celebrate the past decade
decade ago, the signing of the Trust Deed for the Leadership NZ Trust saw Leadership NZ come into existence. A dinner conversation had evolved into an organisation with a clear mission, to grow, celebrate and weave together New Zealandâ€™s leaders through conversation. Of those Trustees who signed the deed, and those who were then on the Advisory Board, 12 are still today active and committed. The journey for the organisation has not always been an easy one, with a difficult financial environment for not-for-profits. And an organisation of leaders will always have its challenges. However, the common passion around the vision of Leadership NZ has kept its key leaders engaged. They support the programme in various ways; as speakers, as funders, and as champions. They are the kuia, the kaumatua and the teachers, and Leadership NZ would not exist without them. WINTER 2013
Some of those leaders reflect below: Sir Bob Harvey â€“ Chair, Advisory Trustees
Chair, Waterfront Auckland In a decade, we have given so many New Zealanders the chance to become real leaders. In doing so, we have given New Zealand a generation of leaders; those who will emerge and lead this country in endeavours and success stories. I am immensely proud of the success of Leadership NZ. It has fulfilled my wildest expectations on just how good leadership can be. Before we started, leadership was a hidden agenda and now it has taken centre stage in business, culture and the arts, and Leadership NZ has proudly been a leader in this. I would like to acknowledge the leadership of the staff together with Jo Brosnahan and my fellow board members, who have kept faith in the challenging times and kept the organisation on track. They have shown leadership with leadership. 5
John Hinchcliff – Advisory Trustee
Emeritus Vice Chancellor, AUT University Billions of words have been written and spoken about leadership. But the best way to learn about it is to practise the art and craft and learn from other people’s mistakes and successes. This, simply and profoundly, has been the process and success of Leadership NZ. May it continue to thrive.
New Zealand in various ways. The nearly 250 Alumni who have graduated from the programme are evidence of its success. It is important that Leadership NZ continues to grow and thrive; for it is the place the corporates can learn that leadership is not just about them: it has a much broader dimension, which they must understand to succeed themselves. Tony Carter – Advisory Trustee
Reg Birchfield – Advisory Trustee
Publisher, RJ Media Vision is vital to leadership. After more than 40 years working as a journalist, primarily in the business and political space, and looking without much success for visionary leaders, along came the chance to help set up Leadership NZ. It seemed like an opportunity to do something about the problem rather than continuing to stand passively by lamenting the sad sight of New Zealand’s landscape of vision-less people occupying leadership positions. Planting a few seeds seemed like a good idea. If Leadership NZ worked and its vision was realised, writers and publishers in the leadership space might, in future, have an individual or two worth writing about, the landscape might improve and New Zealand should reap some benefit. It turned out to be an exercise in fertility. Louise Marra – Programme Director and Advisory Trustee
Director, Ministry of Economic Development It is a privilege to be the current Programme Director for Leadership NZ, building on the great work of the previous directors. Leadership NZ to me is about a rich tapestry of learning and exploring both the self and the society in which we live, as we cannot separate the two. We are affected by the society we live in and we affect it, either by our being or our action (or inaction). It is about bringing all this to the table and working with it, with love and attention. These are all rare qualities in this frenetic and often fickle daily whirlwind we find ourselves in, allowing for deep and real conversation with others and ourselves. Our hope is that through reflection and creativity we can envision and contribute to a better world. Tim Miles – Advisory Trustee and Foundation Funder
CEO, Gen-i Australasia Jo talked about a place for a different kind of leadership, one that was more holistic and linked to the wider community. It focused on diversity, with every programme representing a cross section of New Zealand. The concept appealed, as businesses do not exist alone; they are an intrinsic part of the community, and must be connected to it. Leadership NZ also involved the concept of giving back; which was timely and appropriate to the society that we are. Over the years, my involvement as an Advisory Trustee, as a funder and as a speaker, has been a very positive experience. It has been rewarding to see the results in the people who have been on the programme, and to see them in turn want to give back to 6
Chair, Fisher and Paykel Health Care Co Chair, NZ Initiative Company Director The most appealing part about Leadership NZ to me is that it brings people from all sorts of backgrounds and roles together. There are plenty of programmes aimed at corporate success, but Leadership NZ takes a much more holistic view. Corporate people get a much better understanding of wider society, and those involved in other activities get to understand better how the commercial sector works. It is the diversity of the programme that makes it so successful David McGregor – Deputy Chair, Advisory Trustees
General Counsel, Envirocounsel Judge, Court Martial Appeal Court My reflections about the formative years are about the diversity of background of the initial board, and its role in conceiving the programme. Strong personalities working together as an establishment board meant sometimes little or no structure to the meetings as we succumbed to ‘creative free fall’. It was at this stage that unimpeded access to the Bell Gully wine cellar added fuel to the process, and humour. I always left meetings inspired and resolving to do better. Jennifer Gill – Advisory Trustee
Chief Executive, ASB Trust Community Trust When Leadership NZ was launched, I was aware of the Leadership Victoria programme and had thought that New Zealand needed a programme like this: it was the right programme at the right time. What has been achieved is a truly New Zealand programme. For most of my staff, it has been life changing. They have learned about themselves and also about other facets of New Zealand to which they would never have been exposed. Diversity extends beyond gender and race; for example, if you have not lived in Wellington, you do not know how policy is made. This is a programme that allows all sectors to be exposed to each other and for leadership to grow within a much broader context. Tony Nowell – Deputy Chair Leadership NZ,
Director, Valadenz When I returned to New Zealand in 2000, having been away from the country during the ‹Rogernomics› era and a period of significant change, I was struck by a lack of challenging but balanced conversation amongst political, business and community leaders www.leadershipnz.co.nz
as the country pursued its development needs. Leadership NZ has worked hard to build that conversation. We have introduced a cadre of mid-career leaders to challenging and unfamiliar issues, in a way that literally forces them to contemplate and debate a range of alternative responses to our development challenges. I am proud to have been part of their journey. Peter Kerridge – Advisory Trustee and Funder
Managing Partner, Kerridge and Partners Ten years on, Leadership NZ has made a difference to the landscape of our nation. It is unique in bringing together emerging leaders from all parts of society for what has proven to be a transformative experience for those lucky enough to have participated in the programme. The spirit of the programme is most powerfully felt at the graduation ceremony. Each year, a new cohort of leaders celebrates their year and is joined by supporters and alumni from past years for an inspirational evening. The ‘shift’ is very real for individuals clearly moved by the experience and changed forever; the diverse group has bonded (a wonderful proof of the value of true diversity) and the energy is extraordinary. Leadership NZ’s impact on our nation will continue to be felt for years to come. It is for this reason that we have been very proud to support its mission. Our country is all the better for it! Dr Morgan Williams – Advisory Trustee
Chair, World Wildlife Fund Leadership NZ was conceived at a local government conference dinner table and born through the passion and efforts of a small group of people committed to expanding leadership capabilities in innovative ways. Being a member of that group and contributing to the evolution of Leadership NZ has been
a very rewarding experience. Fast forward a decade and leadership needs are even more apparent in New Zealand as recognition grows of the enormity of economic, cultural, climatic, environmental and demographic challenges facing our tiny multicultural nation. In 10 years, Leadership NZ has forged a great leadership development model that expands understanding of the whys, whats and hows of being an effective leader – of self and of others. Its strengths lie in the rich diversity of New Zealanders who participate each year (the process is a part of the ‘product’), the breadth of ideas and leaders they are exposed to and the lasting friendships and networks that emerge from a year of sharing experiences as a group. The programme is truly transformative for many participants. Examples abound of major changes in world views, career or business directions, relationships with Tangata Whenua and the notion that ‘leaders are readers’. In the second decade of Leadership NZ, the challenge will be to continue to enhance our innovative approach, and hence value to participants, expand the contribution of a growing alumni into the leadership of Leadership NZ and thus forge more stable and cohesive leadership of the organisation itself. The need for many leaders is great, thus the effort must and will endure. Fran O’Sullivan, Journalist, was an initial Advisory Trustee and is still involved. Just as it takes a family to raise a child, so it takes a family at Leadership NZ to ensure that our emerging leaders continue to have a unique development programme which will open their eyes to the lenses of those around them. As Jennifer Gill states: “Leadership NZ will continue to change as New Zealand changes and will still be celebrating at 50 years.” We would all like to think that she is right.
Bishop Sir Paul Reeves
Memorial Lecture Speaker: Professor Richard Faull Date:
7.30pm, Thursday 12th September
Holy Trinity Cathedral, Parnell, Auckland
For more information email firstname.lastname@example.org
The legacy of New Zealand thought leadership continues WINTER 2013
Programme Launch 2013 1. Leadership Programme participants for 2013. 2. Programme Director Louise Marra welcomes participants. 3. Guests and 2013 participants enjoying the opening! 4. Leadership NZ Chair Jo Brosnahan. 5. Graham Cameron, 2012 Alumnus, with his welcoming mihi whakatau. 6. Leadership NZ Trustee & Alumnus Nick Astwick delivers the keynote speech. 7. Ben van Delden, KPMG; Ross Buckley, KPMG Chair; Tony Nowell, Leadership NZ Deputy Chair. 8. Alumni Jon Neal and Jennie Vickers. 9. Leadership NZ Chair Jo Brosnahan and Leadership NZ Advisory Trustee Sir Bob Harvey. 10. Programme participant Jay Williams speaks on behalf of 2013 participants. 11. Leadership NZ CEO Sina Wendt-Moore introduces 2013 participants. 12. Alumnus Lydia Sosene and Sir Bob Harvey. 13. Alumni Minnie Baragwanath and Nick Astwick. 14. MC & Alumnus Lydia Sosene. 15. Ross Buckley, Chair of KPMG, our generous hosts for the evening, welcomes all-comers. 16. Alumni welcome the 2013 programme participants. 17. Bailey, a hearing dog, a special 2013 participant! 18. Alumni Graham Cameron, Sarah Hipkiss and Robert Wikaira.
Having Their Say Thoughts from the class of 2013 ADAM BENNETT Customer Director New Zealand Trade and Enterprise I’m an Englishman, living in Auckland since 2006, thriving on New Zealand life. I have two young daughters, a partner of 17 years and a lifelong love of Norwich City FC. All of which have no doubt contributed to my receding hairline. I am a Customer Director at NZTE, the nation’s export and trade agency. I love the unifying purpose of my workplace, to make New Zealand a better place, something driving me as a leader. I worked in the UK in several sectors, my favourites being with Lotus Engineering and Bentley Racing. Work and pleasure perfectly balanced; my guiding light.
Having had some great training, and greater work experiences, I am ardently anti-MBA, seeking a more practical and intellectually challenging real world development experience. Leadership NZ hits the mark providing access to people, situations and experiences I never imagined. It also allowed me to ‘learn’ New Zealand and its issues, something I crave as a leader in my new home. I want us to address the incredible level of inequality in our nation and understand what I can do to help it. The primary benefit has been receiving the tools to accurately reflect on my impact as a leader, how my actions benefit others and whether I am truly making the most of my desire to be an effective coach and leader. This year has been about understanding what my next step will be in New Zealand and how I can best maximise my skills and minimise my development challenges!
BRENT CHALMERS Director KPMG I lead the IT Advisory practice in Wellington, which is part of KPMG’s management consulting group. In the role for just over a year, I have a goal of building it into a vibrant practice that makes a positive difference to New Zealand. ‘Making a diiference’ is one of my (latent!) drivers that emerged when I joined the public service in 2007, where I led a number of all-of-government IT initiatives that helped enable a more coordinated public sector, as well as saving the taxpayer money. A move to KPMG has enabled me to make a difference across a wide range of sectors.
Leadership NZ has given me a much deeper and richer understanding of New Zealand and New Zealanders across a wide range of dimensions – economy, history, community etc. In doing so my worldview has been challenged by both the programme content and the participants, who all bring unique perspectives that would otherwise be very difficult to access and appreciate if not for the Leadership NZ format. Finally, Leadership NZ provides for deeply personal – and often deeply challenging – insights into your own values and beliefs. As a result, I feel much more deeply connected to New Zealand. My worldview has changes and I have different perspectives on how I will manage my life, both personally and as a leader.
ANGELA DERECOURT Director No. 53 Olives; Blue Ocean Consulting Is the individual defined by the position and the corporate they represent? This was the challenge I confronted two years ago. I elected to exit corporate life and embrace a lifelong ambition in coaching. What drove me was the confidence and passion from two decades of developing high performing teams within organisations such as Telecom, AT&T, UnitedNetworks and NZ Post. My life and business coaching practice (Blue Ocean Coaching) provides an internationally recognised framework and platform for sharing my passion, designed to unlock the potential of others, and I am now privileged to engage at a more intimate level.
The Leadership NZ programme provides an outstanding opportunity to reflect, challenge habits and judgements, test knowledge and investigate your own leadership journey. The speakers have been sensational, diverse and bringing a wealth of knowledge. The interaction is designed to generate discussion and debate around topical issues facing New Zealand and importantly, galvanise our role in tackling those issues. The personal growth opportunity is immense. Leadership NZ has offered a wealth of readings and situations designed to provoke, to challenge and ultimately to turn into knowledge. Leadership NZ encourages us to take stock, reflect and digest those differing views, embrace options and collectively find new wisdom. I have loved learning about others and through this I have gained confidence in my own leadership style. The programme leaves you wanting to incorporate these learnings into daily practice and energises you to foster leadership in others.
GRANT EDWARDS Otago Regional Manager PGG Wrightson I have spent the best part of my career within the agricultural sector employed by PGG Wrightson (formerly Pyne Gould Guinness and Reid Farmers). I am currently employed as a Regional Manager with responsibility for the region’s delivery of services to farmers. Accountabilities include financial management, people performance, strategic development and managing client relationships. Prior to this appointment I spent 20 years in the wool industry attaining the role of Wool Manager for Pyne Gould Guinness and chairman of the Wool Brokers Association. Other professional experience includes a position of Rural Manager with ASB.
I am married to Lisa and have two children, Kate and William. Leadership NZ brings a very diverse and knowledgeable range of speakers who are at times blunt in their honesty whilst their achievements and messages are inspiring and humbling. The diverse participants on the programme bring a wide range of leadership skills and knowledge which provide for robust discussion around how we can make a positive difference to the way forward. Leadership NZ has broadened my horizons from a wider ethnic and cultural perspective. Whilst I have had significant exposure to the agricultural industry and South Island life, the programme has provided me with a greater understanding of issues faced in other parts of NZ. The greater understanding of current issues and those challenging society in the future will make us better leaders in our own right.
STEVE FERGUSON General Manager Strategy, Delivery & Transformation Kiwibank My professional passions centre around roles that provide great service to customers, driving change, and making a difference for New Zealanders. I was proud to be have been involved with Kiwibank in its formative years, and took the opportunity to return to the bank in 2011 to lead the change programme for the new branch network. Since that time my focus has evolved to leading Strategy and the Transformation programmes for the bank. The benefit of working for a New Zealand centric organisation is I work with people who are all passionate about making a
difference for Kiwis, and everything we do adds value to individuals, the community and the country. My experience has spanned a number of industries and included senior management and governance roles. With each new role or industry, I’ve found there are more similarities than differences between them, which reinforces that our skills are truly portable and that we can add value in many environments. The experiences I‘ve had with the Leadership NZ programme have inspired, challenged, motivated and moved me. The opportunity to get outside my comfort zone and experience other environments, business models and thinking has been hugely valuable. It is through the connection with my peers in Leadership NZ and these experiences that my understanding of the challenges and opportunities facing all us has developed. I have greater confidence in my abilities as a leader to face these challenges and make a difference.
ARTHUR GROOBY Director Ministry of Youth Development I have been fortunate in having a varied career path. I originally trained as a chef and worked in the hospitality industry for 13 years before going to university and gaining a couple of degrees. I now work for the Ministry of Youth Development which is part of the much larger Ministry of Social Development. At present I am currently helping out in a General Manager role in a part of the Ministry responsible for the delivery of services to older people. This involves administration of NZ Superannuation, Veterans Pension, international payments and the SuperGold Card. It’s great being exposed to a different part of the business in this new role and a good opportunity to put my Leadership NZ learning to the test.
The Leadership NZ programme is just what I have been looking for. It embodies a lot of the values I hold dear – its sense of community reciprocity, professionalism, learning and personal growth, generosity of spirit, amazing people and very importantly, it’s fun. Our sessions together have very quickly become a special oasis of challenge, cooperation and friendship that I look forward to. The guest speakers and spread of topics have been inspirational and I have enjoyed the chances to speak to them. For me, the programme has made me reflect and enquire more of myself and others and New Zealand. It has increased my own understanding and confidence as a leader with my own style and given me appreciation of the styles of others. I have met amazing, talented and committed people this year that otherwise I would not have had the chance to meet. I know I have grown as a person, as a leader, and we have also grown as a group, and these connections will continue once the programme ends. The Leadership NZ experience has given me a yearning for ‘more’.
MICHELLE HANCOCK Aeronautical Business Improvement Manager Auckland Airport After gaining my degree in economics and finance at the University of Waikato, I have had the opportunity to work in a number of sectors, including government, telecommunications, dairy and finance. During this time I have continued to indulge my passion for learning, earning the Chartered Financial Analyst designation and obtaining a Graduate Diploma in Psychology. For the last 18 months I have been working for Auckland International Airport. Auckland Airport is a fantastic place to work and I am lucky to have a great team around me who share the ambition to create a world-class gateway into New Zealand.
I am grateful to have the opportunity to participate in the Leadership NZ programme and join the wider Leadership NZ community. Connecting with other passionate New Zealanders who want to make a real difference has been a rewarding experience. I have found the programme to provide a safe and supportive environment in which to reflect on my own strengths and weaknesses. It is a rare privilege to listen to the leaders who have shared their thoughts and experiences with us. Some of these speakers have had a profound impact on me and I have great respect for their strength and wisdom. I have also gained a broader understanding of the major issues facing New Zealand. I feel challenged to reflect on the role I can play in ensuring that New Zealand is a place that I am proud to call home and that provides opportunities for our future generations.
ANGELA HASSAN-SHARP Programme Director Ministry of Foreign Affairs and Trade I came to New Zealand a dozen or so years ago for what was originally a short visit… and never left. Over the years I’ve become part of an amazing little nuclear family of five, fallen in love with Wellington, and become an unabashed patriot – I love my family, my city and this country, warts and all. I have worked for the Ministry of Foreign Affairs and Trade for over a decade in various roles associated with the management of New Zealand’s Official Development Assistance to developing countries to help end the scourge of poverty on this planet and foster economic growth.
The opportunity to be a part of the 2013 Leadership NZ programme came about at the perfect time. 2012 was a year of significant milestones for me – I celebrated turning 40, my 10-year anniversary working in the public sector, and my youngest child being pottytrained! For the first time in a long while I found myself standing at crossroads fairly unencumbered and seeking new adventures. The programme has provided me with the time, tools and relationships to pause for a moment, reflect on my leadership journey to date and figure out where I might want to go next. That’s a pretty amazing space to be able to inhabit. Most importantly, the programme has provided me with a new and diverse network of talented and visionary New Zealanders, all looking to make a positive difference in the lives of the communities that we belong to and serve.
MURRAY HICKMAN Artistic Director/General Manager Strike Percussion A founding member of Strike Percussion, I am currently the Artistic Director and General Manager of the group. As a fulltime percussion ensemble we perform throughout New Zealand and around the world in a range of settings with a diverse array of other artists. Our work straddles the creative arts, education and not-for-profit sectors, with our projects ranging from collaborating with some of the world’s leading performance artists, to our Batterie100 programme which sees us working with groups of 100 underprivileged youth in a longterm music mentoring and performance programme. I am fortunate that my work takes me into many environments – from the Rugby World Cup final to offshore arts festivals to decile one schools – and allows me to meet and gain insights and experience from people from all walks of life.
Leadership NZ has come along at the perfect time in my career. As a performing artist, my journey into leadership has been somewhat accidental – a by-product of my success as a musician rather than any conscious decision to lead. As such it has taken me time to fully realise the leadership role I can play in the development of our great country. Leadership NZ has taught that great leadership comes in many forms, across the entire spectrum of human endeavour, and can come from the most unlikely of places. While the skills and tools I have learnt are providing enormous practical assistance, it is the conversations, speakers and exchange of ideas with fellow participants that have really broadened my knowledge of my environment, my country and myself. The range of ideas and viewpoints, the information, and the problems and solutions presented and pondered have provided me with inspiration and impetus to seek out my sphere of influence, challenging me to create positive change in those areas where I can make the most difference. The true value of the programme is in the people, so I would like to express my eternal gratitude to Louise for her insightful guidance, the entire Leadership NZ organisation for the incredible opportunity, and my amazing 2013 Leadership NZ class for their inspiration, support and guidance.
CHRISTINA HOWARD Child and Family Advisor Todd Foundation Originally from the Bay of Plenty, I began my working life in Invercargill, supporting the elderly in long-term hospital care. I’ve always been interested in learning new things, which has led to a varied career working in the community, academic and government sectors. I draw on my experience in all of these areas in my current role at the Todd Foundation, a philanthropic trust focused on supporting children, young people, their families and communities. I am hugely privileged to work for an organisation whose vision and values are congruent with my own.
Leadership NZ has provided me with an amazing opportunity for reflection, engagement, thinking, discussion, laughter, growth and development with a diverse and supportive group. The combination of thought-provoking speakers, experiential learning and structured self-exploration has already inspired many ‘a-ha’ moments for me. No doubt there will be more as the year progresses! I have particularly enjoyed the opportunity to talk with and learn from people who come from worlds very different to my own. I’ve also appreciated the challenge of finding my ‘learning edge’ in areas where I already felt confident. Participating in the Leadership NZ programme has broadened my outlook and deepened my understanding of leadership. But most valuably, it has expanded my sense of possibility.
SARB JOHAL Associate Professor in Disaster Mental Health Massey University As a psychologist with over 20 years’ experience I have more recently found myself immersed in the world of emergency management and health. I try to use my broad experience and training in the clinical, research and policy development worlds to help to knit together the many strands of activity concerning health and wellbeing before, during, and after disaster events, including the Canterbury earthquakes recovery. But you’ll be just as likely to find me on a running trail or in a gym – following my quest to
become a personal trainer and to live the lessons I try to communicate in my work. When I think about what the Leadership NZ 2013 programme means to me, my shoulders relax, my heart opens and warmth spreads from the very centre of my being. This is not what I expected. Perhaps I expected some more technical insights. Maybe some killer hacks for my own leadership journey. The programme has delivered so much more: the space for me to explore the places within myself that modern life usually prevents me from examining, along with a strong-minded, big-hearted companionship of fellow travellers on this road to revealing the many layers of leadership present in every one of us. Whether we are stumbling along or soaring up high, I am confident that the Leadership NZ programme will only continue to bind us together, long after 2013 is gone.
‘ANAHILA KANONGATA’A-SUISUIKI Site Manager, Otahuhu Child, Youth and Family T na koutou katoa Ko Tonga mo’unga kihe loto toku maunga. Ko Pasifiki-Tonga toku moana Ko Vai-ko-Lomoloma, Vailahi toku awa Ko Hofoa, Vaipoa toku iwi. Ko Kanongata’a, Finau toku hapu Ko ‘Anahila Kanongata’a-Suisuiki toku ingoa. I’m passionate about making a positive contribution in Aotearoa New Zealand; I chose the social work profession because of its values of equality, social justice, human rights and respecting the worth and dignity of all people resonated with me. I enjoy leading Otahuhu Child Youth and Family as Site Manager and consider my roles of Vice-Chair Labour Women’s Council and Chair of the Manurewa Labour Electorate Committee as valuable community participation.
Thank you Leadership NZ. I’m honoured and privileged to be accepted into the programme. Thank you to the leaders who have continued to invest in Leadership NZ; it’s a tribute to their ‘life in leadership’ demonstrating their commitment in ‘caring about New Zealand’. I’m grateful that their commitment has enabled me this fantastic opportunity as a scholarship recipient. Midway through the programme, Leadership NZ has added to my basket of knowledge with inspirational leaders sharing their wisdom and tools; especially the value of being in the learner mode, assisting me navigate complexity and valuing diversity. I’ve begun to transfer the learning from Leadership NZ in my everydayness and am experiencing its benefits. Leadership NZ has enriched the way I see the world and enhanced my understanding of leadership through conversation. I thoroughly enjoy the programme and look forward to the journey of becoming an authentic Leadership NZ alumnus. Nga mihi nui.
ERENA KARA Ngapuhi Operations Manager Te Hau Ora O Kaikohe Being told I would be going to university when I was eight years old was very daunting; however, 10 years later that was where I was heading. Education has been key to my pathway. My passion and interest lie in community development and leadership, and a strong desire to work with and for Ngapuhi. In 2010, my whanau and I returned home to Ngapuhi to contribute positively to our ‘home’ community. I am currently employed as the Operations Manager for Te Hau Ora O Kaikohe, and hold board roles within the health, economic, education and research sectors.
The journey with Leadership NZ has been inspiring, thought-provoking, mindset moving, energising and genuine. The feeling that something has moved internally is hard to describe, yet it is happening. The challenge I had set myself during the year was to reframe my view of New Zealand, and this journey is supporting that to happen. Each session invokes more thought and internal dialogue about who I am as a person and a leader, and my contribution to the wider New Zealand society. I have appreciated being supported to open myself to possibilities and opportunities, and examining what happens when I allow this to occur. The inspiration comes from the speakers at each session, but also from our facilitator, the Leadership NZ team, and especially each and every participant of Leadership NZ 2013. I am privileged to be part of such an inspiring group of people.
JEAN KIBBLEWHITE Co-Director of Splashzone Trustee of C B McLean Farm Financial Adviser Opiango Hills Over the past 25 years my husband and I have built up our own business in fishing from the New Zealand coastline. We are proud to say that we are part of an industry that has had environmental, economic and sustainable policies in place since the mid-80s, by way of our Quota Management system. We are now looking at succession planning which we hope will take our business on through to being generational. “Plant a tree so your grandchildren can enjoy its shade.” I also have been a Trustee of my grandfather’s farm for the past 13 years. I have steered it through the last generation passing on and now into this current one, being my own siblings’ time. It is now our challenge to be the
guardians of the land. Also I watch out for a budding new enterprise, Opiango Hills, a polo training farm. We have had the Mongolian polo team out for coaching over the summer, and hope this will become a long-term plan for the Mongol’s polo team to come every year to Opiango Hills. Richard, my husband, completed the Leadership NZ programme last year. He and another from last year encouraged me to apply for the 2013 programme. I could see my husband changing after every weekend away and knew we needed to stay on the same page for our relationship and building our business into the future. I am part way through the year now and am really pleased I took up the challenge. I too look forward to our monthly gatherings, having the conversations, listening to the speakers, looking to where I can grow as a leader, and because of that, where our business can grow more, and where we may fit in a bigger picture as related to New Zealand and the global market. I hope the growth in me is as obvious as it is in Richard. Thanks to the Leadership NZ team.
ANDREW LAWSON Senior Solicitor Mangere Community Law Centre I have been involved as both a solicitor and trustee of the not-for-profit Mangere Community Law Centre almost continuously since 1989 and am currently the senior solicitor there, with responsibility for the legal outputs of the Law Centre. We have since 1986 been the only legal provider in Mangere, with a population of 50,000 or so, and aim to meet otherwise unmet legal needs and improve access to justice for that community and elsewhere in Auckland. I also have my own sideline legal practice and am currently on the Steering Committee of Auckland Disability Law (addressing the legal needs of the disabled community), having previously served on the governance boards of various local NGOs.
The 2013 Leadership NZ programme has been revelatory for me in terms of examining my own personal and professional motivations, values and leadership style. The various speakers have inspired me with their strong visions for a better New Zealand. There has been great personal challenge for me in the context of a supportive and emotionally connected environment. Conversations with the speakers and amongst the very diverse programme participants enable us to deeply search key New Zealand issues and leadership and behavioural drivers. As a group we have learned together as like spirits and made meaningful friendships. The enthusiasm and ideas engendered have strengthened me personally and given me greater perspective on effective leadership. The opportunity to reflect, creatively expand and grow has been special. Leadership NZ’s kaupapa provides an innovative framework for all this to occur.
HELEN LOMAX Principal Advisor Maori Tertiary Education Commission Ko Maungahaumi te maunga, ko Waipoua te awa, ko Te Aitanga-a-Mahaki te iwi. My TEC role focuses on better outcomes for Maori in tertiary education. Previously I was an independent consultant on Maori initiatives, including strategy and communications for Poutama Trust. Through my three children I was President of a Montessori preschool. Earlier on I worked for my Iwi trust as executive officer and Iwi runanga on media and marketing. For Huia Publishers I helped produce books on Te Ao Maori. I’ve held policy roles in health, corrections and Treaty negotiations.
My career portfolio has consistent threads that unconventionally span public, private, iwi and NGO sectors. Through Leadership NZ’s programme I’ve gained confidence and reassurance about the bicultural, multi-sector lens I can contribute through leadership. I’ve deepened my appreciation of the value of collaboration and conversation across sectors to respond well and with intent and integrity to present and future challenges for Aotearoa New Zealand. Sina, Louise and team, together with Leadership NZ’s board and expert advisors, create the perfect storm of organisation, creativity, intelligence, tools and truly incredible leadership networks. The speakers have been fascinating, open and challenging. The programme direction has inspired me and provided tools and techniques I put straight to use. Lastly and with gratitude, I’ve loved the journey with Leadership NZ 2013 programme participants; all amazing people who have shared their insights and experiences so generously to help us grow our leadership practice. Tihei Mauri Ora!
QUENTIN McCARTHY General Manager – Lower North Downer NZ I am General Manager for Downer Transport and have worked within the Civil Contracting business for over 40 years and as a Senior Manager for the past 20 years. As a GM I am responsible for all company commercial and business activities, human resource and leadership development and business growth across the lower North Island – Taupo to Wellington, which includes approximately 650 people of various cultures and work experiences. I live in Palmerston North with my wife; have two children currently living in Canada and one still in Palmerston North. I also have two grandchildren living in Palmy. Having been brought up in the deep South Island, I am a supporter of the Highlanders rugby team, which can be not only character-building but also soul-destroying at times.
As a participant of the Leadership NZ programme I feel very privileged and have been exposed to aspects of New Zealand society that otherwise I would not have seen. This experience has surprised me on occasions and shocked me on other occasions. I thoroughly enjoy hearing first hand from industry, business and community leaders and their insights and experiences have proven very interesting as well as thought-provoking. The 2013 team of leaders are a fantastic mix of leaders across business activities and I have thoroughly enjoyed mixing with the leaders and hearing their views and experiences. I have no doubt the experiences I gain will significantly enhance my personal development, confidence and skills to make a difference to those who are less fortunate.
KARLO MILA Post-Doctoral Fellow University of Auckland I am a poet, writer, mother, researcher and academic. Of Tongan and Pakeha descent, I grew up in New Zealand but have also worked and attended school in Tonga. My PhD explored culture, identity and wellbeing for Pacific peoples born in New Zealand. I have two books of poetry published – Dream Fish Floating and A Well Written Body. I am currently completing a Postdoctoral Fellowship at the University of Auckland developing a mental health intervention targeted at Pacific young people. This seeks to vitalise and integrate indigenous Pacific healing understandings into contemporary therapeutic practice.
The programme has exposed me to others’ worlds that I rarely have contact with. Moving beyond my comfortable networks and into zones where different perspectives, drivers and considerations are operating has been really good for me, as well as challenging. I have valued the opportunity to reflect seriously on the key issues facing New Zealand and listen to national leaders speak candidly about the ways they have identified levers for change and made a difference. The programme broadens your horizons and stretches you, but there is also a dedicated effort to ‘feed you’ and to nourish you. I’ve been impressed with the self-development tools on offer and the energy and insightful leadership of the Leadership NZ crew. There is a concerted effort to make you more effective where you are right now, but also to open yourself up to greater possibilities, guided by a strong vision of service to New Zealand.
CHRIS MORGAN Head of Strategic Sourcing and Procurement Accident Compensation Corporation In my role at ACC I have functional leadership for procurement, and also sit on two of five boards which provide governance for the various improvement initiatives within the organisation. ACC plays a significant role in our country; it is part of our rich fabric and in working here there is a sense of responsibility to ensure that it continues to contribute to a better New Zealand. I am also NZ Committee Chair for the Chartered Institute of Purchasing and Supply where I am involved in promoting the profession and helping the Institute’s membership to improve their knowledge and practice.
The 2013 Leadership NZ programme was one of three development opportunities that I contemplated. After researching each of them I chose the programme because it seemed to offer the broadest perspective on leadership, but more importantly it appeared to be way outside my comfort zone! I wasn’t wrong. The programme has challenged me on most levels – my personal leadership proposition, my knowledge and understanding of issues and opportunities that face our country, and my leadership skills. I have found that the inspirational speakers and diverse programme participants, together with the structure of the programme have provided the opportunity to engage in rich discussion. As a consequence the programme has broadened my thinking and forced me to positively re-evaluate my contribution outside work and profession.
KIMBERLY REES Grants Advisor ASB Community Trust I grew up in Boston, US and arrived in New Zealand 18 years ago after a sailing odyssey across the Pacific with my husband on our 41 foot classic yacht. With a degree in sociology and work experience in environmental law, the trip opened my eyes to the precious value of small community groups and an appreciation for the environment. When we got to New Zealand, I knew this was the place to stay. Over the years I’ve worked at the University of Auckland, Ministry of Health, Immigration Service, Waitakere City Council and now the ASB Community Trust, all with the common thread of empowering communities.
Attending the Leadership NZ programme has been a goal for me since I first heard Bob Harvey speak of it many years ago when working under his leadership at council. The values, purpose and goals of the programme resonated with me at my core. So I’ve had high expectations of what this programme could bestow for me, and I must say, I have not been disappointed, in fact, far from it – what a great experience it has been. I’ve always been open to learning and tackling complex issues, but now getting the tools and concentrating on leadership processes, I am so much more equipped. I’m really enjoying the space and time to focus on New Zealand’s future with people from such diverse professional backgrounds and experience – in such an open and generous context that the programme provides, it has enriched me immensely and inspires me to contribute towards building this country’s future.
JAMIE ROBINSON Performance Manager Accident Compensation Corporation I have a responsibility to ensure that ACC’s services achieve its rehabilitation and financial objectives. I’m part of a strong team dedicated to improving customer service and achieving the best possible rehabilitation outcomes for our clients.
Currently, I am leading an exciting project to get our clients closer to the help they need more quickly. Leadership NZ is expertly facilitated and is a programme that will have you expanding your learning edge. We have enjoyed intimate conversations with some of New Zealand’s top leaders. This has given me a greater appreciation of the challenges that New Zealand faces but it has also been inspirational. It has been a privilege to share this experience with such a diverse group of successful leaders.
CARL ROGERS Former MD Asplundh Born in Cheshire in the North West of England, I trained and worked as an arborist in the UK, Germany and Bermuda before moving to New Zealand in 1992. For the next 20 years I was the Managing Director of Asplundh NZ, ten of those years based in Melbourne while also the Managing Director for Asplundh Australia. Contracting to councils and power companies, Asplundh grew from having six employees to over 600. A desire for new challenges led me to resign from the company in early 2013, at the same time that I commenced my Leadership NZ journey.
Funding myself through the programme, I had a clear idea of what I wanted to gain from it. I wanted to be a better leader, to be more involved and connected with New Zealand, and to see where I might be able to give something back. I have discovered issues that I wasn’t aware of, and have been given clarity on issues that I thought I knew but didn’t fully understand. I have learned tools and gained insights into what great leadership is and isn’t. I have enjoyed reflecting on my career, looking at what worked in the past and what didn’t, assessing my motivators, understanding my values and beliefs, learning and challenging myself to become a better leader. The speakers have been informative and their honesty and openness has been inspirational and humbling. While the issues are serious, the journey has been great fun, full of laughter, support and friendship. The 2013 group is as diverse as the issues we have discussed and shared and I feel honoured to be part of it.
CAROLYN SANTIAGO Manager/Senior Consultant CommunityWorks I am the founder of CommunityWorks and we provide fundraising, governance support and management services for the community sector. Prior to this I was a public servant, mostly with the Foreign Service, travelling the world and enjoying amazing experiences. After losing my hearing in my 30s, I was forced to retire on medical grounds and have subsequently redesigned and rebuilt my life. I now work alongside some of New Zealand’s most visionary, innovative and inspiring community sector workers. Having experienced extreme depths of despair and extreme heights of privilege, I love tackling “wicked problems” – what would perfect look like? How can we make that happen?
Leadership NZ has given me lots of fresh perspectives on leadership in general. The opportunity to get up close and personal with guest speakers and peers has given me a greater awareness and appreciation of the diversity of thought, approach and talents each of us has. This programme provides not just tools and opportunities to explore the topic of leadership but a framework that facilitates the sharing of sincere encouragement and practical support. I am feeling better equipped to work at the edge of my own comfort zone, better equipped to accept risks and face challenges on issues that matter, and I feel I’ve become more aware of my own leadership style, my strengths and weaknesses. I am also discovering what my true values are, feeling more authentic and self-aware and thus I believe more effective as a leader. This programme has given me some new lenses with which to view the world and more particularly my own individual place in the world.
BEN SMITH Procurement & Technical Glasshouse Manager Turners and Growers I started working for Status Produce and its parent company before I left school. Over the past 14 years I have worked there (and for its parent company, Turners and Growers) in some capacity, apart from a three-year stint in other horticultural businesses. My current role is very varied and is all about ensuring the operational and technical success of our 20 hectares of glasshouse tomato production. To keep things simple, when I am asked what I do, I say I’m a tomato grower. I am also a member of several industry and community organisations including TomatoesNZ, Pukekohe Vegetable Growers Association, and am
part of a working group addressing issues facing minor crops in New Zealand. My wife and I are looking forward to our first child being born any time soon. Leadership NZ has attracted such a brilliant bunch of people in 2013. I struggle to imagine any time in life that such a diverse group of people get together with open minds to work through issues as meaty as we have been covering, skilfully facilitated by Louise, Sina and the Leadership NZ team. This is made much easier by the fact they are all genuinely nice people. Furthermore, the speakers we have heard so far have all been thought-provoking and courageous people making a difference in New Zealand. You can’t help but notice your thinking slowly changing on the topics we cover. Ideas and ideals you may have held for your whole lifetime are challenged, and every now and then I find that some of those long-held views don’t sit so comfortably anymore. I can’t wait to find out what the next six months hold.
MELANIE SWAMI President Auckland Area Group National Programme Convenor Pan Pacific and South East Asia Women’s Association Inc (PPSEAWA) I was born in Rarotonga but settled in Aotearoa New Zealand over 30 years ago. Passion for my cultural heritage and love for people inspired me to join PPSEAWA Auckland Area Group six years ago. The diversity of membership within this NGO extended my worldview of culture and behaviour. The Cook Islands Group at the Pacific Islands Presbyterian Church, Newton Auckland is another important part of my life where I am a dedicated Elder, Treasurer and member of the Combined Group finance team. A much needed life-style change, strongly supported by my husband Devindran, saw me diverting my energy to community activities.
My Leadership NZ journey has provided me with an extra navigation tool to enhance my continued involvement within the wider community and the people I associate with. I have been nourished by, and connected to, a diverse group of speakers who shared their knowledge and expertise in the different sectors of life and business, especially in relation to the welfare of my adopted home country. The teaching/learning strategies met in this programme – reflection, use of gateways, journaling, conversation, heart, mind and world maps – are valuable tools for understanding and coping with this changing and complicated world we live in. It is an honour and privilege to have been selected for Leadership NZ 2013. It has proven to be an exciting and most challenging chapter in my life of which I am proud to have been among a group of talented people. My favourite quote is from Michael King: “E kore au e ngaro, te kakano I ruia mai I Rangiatea” – I shall not perish, but as a seed sent forth from Rangiatea I shall flourish. I am a seed sent forth, I shall flourish.
JAY WILLIAMS Creative Director/ Youth Manager Phoenix Performing Arts I am the Creative Director for Phoenix Performing Arts NZ. I started this amazing journey five years ago with an idea and a very small group of talented young people. I know that performing arts is a powerful mechanism for selfdiscovery and personal growth. For me the performing arts allow individuals to instantly experience aspects of humanity through the creative process and ultimately they make positive lifestyle changes. The performing arts is a lifestyle, a way of being.
Leadership NZ has provided me with a broader scope of the precipitating factors impacting on New Zealand and how this affects my community. Leadership NZ has equipped me with some amazing and innovative ways to translate critical thought and social decisions into a context that young people understand. Leadership NZ is about diverse and extraordinary people coming together to share, to reflect and ultimately help build our amazing nation. Leadership NZ is a legacy and an investment in the future. I am eternally grateful for this opportunity.
JAMES WILSON Chief Executive Q Theatre I’m very lucky to work in an industry that thrives on collaboration, which is a value that drives my working ethos. I’ve worked in the performing arts sector for 11 years, having trained as a Theatre Director, graduating from Rose Bruford College in London with a BA (Hons) in Directing. I joined Q Theatre in 2011 and was part of the team that opened this new purpose-built flexible venue for the arts in the heart of Auckland’s CBD. Q Theatre is home to a broad range of performances, across theatre, dance, comedy and music, all programmed in a social space that grows the connection between artists and audiences. As Chief Executive I have the privilege of leading our staff team, engaging with a fantastic range of artists, practitioners, stakeholders and audiences.
The Leadership NZ programme has connected me with a wealth of conversations, stories and viewpoints from across a variety of sectors of New Zealand society, giving me an insight that is rich, diverse and valuable. I have found the peer-learning framework of Leadership NZ hugely supportive, with the programme bringing together an inspirational group of individuals who together form a powerful force for good in New Zealand. The speakers we have had access to have painted a broad canvas of insight and experience, encouraging and sparking debate that has enabled me to shape, stretch and test my world view. I am excited by the opportunity to respond to the challenges that we have explored through the programme, playing an active role in the community I live and work in. This journey has given me space to reflect on the contribution I am able to make, raised my self-awareness and provided nourishment that I know I will draw on for a long time to come.
GEORGIE WITEHIRA Group Manager Manukau Leisure Services I whakapapa to Ngati Kuri/Waikato and was born and raised in South Auckland. I have worked in Local Body Recreation & Sports for the past 26 years and oversee leisure facilities in Mangere, Manurewa and Papatoetoe. I value being in a position delivering services that support strong, vibrant communities and positive health and wellbeing outcomes for the people of Auckland. I am a basketball volunteer in Counties Manukau and am inspired by the young people I have had the privilege of coaching for 30+ years. My governance role on local and regional boards is focused towards ensuring that our current and future players and families also get to enjoy the world’s greatest game.
The Leadership NZ programme has challenged me to think more broadly about how I might impact positive change here and globally, and where my efforts might best be served. I have been inspired by some exceptional speakers across many sectors who are contributing significant value to New Zealand in often much understated ways and all with a strong commitment to purpose and the willingness to push the boundaries and their leading edges. The self-reflection tools are teaching me much about myself and I particularly value the triad work for the practice and positive feedback that is helping me to improve my leadership abilities. The programme has enabled me to be a positive contributor to the significant changes happening at work just now. The programme participants in 2013 and the Leadership NZ staff are fantastic people and I am always energised and confident after a retreat with them. He aha te mea nui o te Ao? Maku e ki atu, He tangata, He tangata, He tangata. Tehei mauri ora!
sphere of influence… The success stories of Leadership NZ alumni are an enduring testament to the value of the programme. On the following pages several alumni reflect on the ways their lives have been influenced by their connection with Leadership NZ. Tim Hamilton and Penny Hulse talk to journalist Verity Johnson; Craig Churchill and Peter Fenton are interviewed by SkillsBank director Judy Whiteman; and Hilary Sumpter and Ngaroimata Reid offer personal reflections.
CEO Netball Waikato-Bay of Plenty zone Kingdom: Hamilton/Tauranga Couldn’t live without: All my family Inspiration as a kid: Countless sports stars and of course my family Written by: Verity Johnson
ince graduating from Leadership NZ’s class of 2008 Tim Hamilton has been busy. Fresh out of the Leadership NZ programme, in 2009 he achieved his goal of becoming CEO of a national sporting organisation, taking the helm of Basketball NZ. After two and half years with Basketball NZ, he set up his own business, worked as a consultant and then in December became CEO of the new Netball Waikato-Bay of Plenty Zone. It’s the sort of energy you expect from a sports enthusiast. For Tim there’s no two ways about it; the Leadership NZ experience was the most significant learning period to date for him. The experience didn’t just offer the usual gems of improved listening, reflection and team work skills. It also helped break that comfort zone conundrum. “I was comfortable in my bubble; I was confident in what I was doing and how I worked in my space. The programme took me to the edge of that comfort. I thought ‘far out, wow, this is challenging!’ In a good way of course! I think people can get a bit too comfortable.” Throughout the programme, Tim found that his perspective on the world broadened. He became more interested in the problems faced both in New Zealand and on a global level. Most importantly, it showed how he could step up in his leadership role. After all each leader performing to their best is how the world is changed.
Not only that, but the personal insights Leadership NZ prompted also confirmed to him that he was doing the right thing. It cemented his personal values and helped him become more forthright in standing up for his beliefs. All these traits have come in useful for Tim in helping to build strong business relationships, and in a space such as his, these are the heart of the company. Furthermore, “unknowingly I’d formed my own values but learning to express them was something that Leadership NZ developed. Now in my discussions and interactions, I know my values are there. So now I’m conscious of how I can contribute to good decisions in my business setting.” Tim is also living out Leadership NZ’s emphasis on community involvement through his determination to foster the volunteering spirit in young people. “I really worry about communities in the future as I think volunteers are aging and that the younger generation is not fronting up to the challenges that will be even more demanding in the years to come. We have to think broadly about the future of sport and how both current and future volunteers relate to that.” Luckily, the most important thing Leadership NZ has provided Tim is strength in his vision and values. So he’s well equipped for the fight for sport, and leadership’s, future. 19
Deputy Mayor of Auckland Stomping ground: Auckland (obviously!) Poster on your wall when young: Lots and lots of horses Written by: Verity Johnson
ince 2008 a lot has changed for Penny Hulse. When she graduated from the Leadership NZ programme she was Deputy Mayor of Waitakere City Council. Then the Auckland crew (Rodney, the Shore, Papakura, Franklin, Waitakere, Manukau, Auckland City and the Auckland Regional Council) all united into team super city and Penny found herself the Deputy Mayor of Auckland Council. And as if uniting the eight siblings under the one council wasn’t enough to deal with, she also became a grandmother. Even though it’s been a few years since graduating from the Leadership NZ programme, the experience was invaluable for Penny. The programme had a long lasting influence. Even the greatest of leaders need encouragement and one of the experience’s most rewarding gifts was the confidence boost. “I gained confidence in my role as a leader even though I’ve had no formal training for this role!” Another one of Leadership NZ’s unique features is that it brings such a diverse range of leaders together. “I found the interaction with the other leaders from so many walks of life invaluable.” Among this talent pool Penny found she began to see just how many forms leadership can take. Regrettably we can’t all be Batman but Leadership NZ makes a point to celebrate all leadership. “Leadership NZ allowed us all to explore the value for leadership at all levels.” And not even just the formal sense, but the informal leadership which is just as integral to success. And the benefits aren’t just personal for Penny. The Leadership 20
NZ experience has helped the council as well. “Leadership NZ helped me understand the importance of leadership through partnership” she says, which is useful for working with her fellow elected members. What’s more the Leadership NZ experience helped shift the focus of Penny’s meetings to emphasise the Council’s founding principles. “It gave me the opportunity to focus on leadership rather than just ‘chairing’ or ‘running’ my committees.” Naturally the demands of being a Deputy Mayor require more than the mandatory morning cuppa and occasional boysenberry Tip Top. One of Penny’s biggest challenges since Leadership NZ has been grasping the new situation of working with so many politicians from the full political spectrum. To help her manage this Penny calls on some Leadership NZ teachings: “Concentrate on the issue you are dealing with, use everyone’s skills to work together for a solution and don’t get side tracked by personal agendas!” This, and of course the most important teaching from Leadership NZ “listen to your inner voice and trust your instincts!” And this trust is so important. If Penny could meet herself from ten years ago she’d say trust that inner voice and trust that the community usually has the right answer. That and “relax a bit more!” Even after she completed the programme Penny still stays in touch, going to as many functions as she can. She also makes a point of carrying the Leadership NZ spirit of community involvement with her as a trustee of several community organisations, helping to run a monthly community market and of course all her community work for the council. If she had some advice for future leaders: “trust yourself, spend time with leaders you admire, and listen more than you speak.” Wise words. www.leadershipnz.co.nz
South Island Regional Manager, Express Couriers Limited / CourierPost Based in: Christchurch Couldn’t live without: My road bike (and my partner of course!). Poster on your wall when young: Farah Fawcett – what can I say (the least said the better!!) Interviewed by: Judy Whiteman
hen Craig Churchill started the Leadership NZ programme in 2010 he went in thinking it would be more about sharpening and adding to his existing leadership toolkit and that it would in some way make him better. Well he was in for a shake-up and a journey of learning that continues today! He realised the programme “was not about developing my corporate skill base. It challenged and stripped away my views on traditional leadership that I had until then thought to be okay.” The leaders who spoke on the programme who inspired him were not “the traditional corporate” ones he expected on his radar. As a result he got a better understanding about New Zealand, its place in the world and what’s needed to make it better. This has stood Craig in good stead as little did he know back then one of the greatest leadership challenges he would face would be the Canterbury earthquakes and the impact they would have on his team and business. “This had huge impact on our team and without a doubt some of the Leadership NZ experiences gained really added value … things like bringing together cross functional groups to provide the best support to help our team and community, right down to intangible things like simply just being present, sitting down with people and listening.” Craig believes he listens more, and is more empathetic and engaging as a leader. Those around him have noticed changes. Craig’s glass-half-full mindset is evident as he explains that the earthquakes provided a great opportunity to think outside the square and reset the business model more to the needs of
a changing environment. “It’s not often you get a chance to sit down with a clean sheet of paper and do the things you have always talked about doing to your business.” Whilst it’s been a tough two years he is pleased to see the benefits coming through. “Our people and business are much stronger as a result.” Perhaps one of the biggest impacts of Leadership NZ on Craig has been his “broadening” both inside and outside of his day job. The Leadership NZ programme influenced him to think outside of his traditional corporate sphere and what it takes to be a leader in NZ, to open himself up to leadership styles and situations that are outside his comfort zone. “To think about what I give back as a leader and not just what I take.” Craig is now more connected to leaders outside of his industry which obviously benefits his organisation. Working with community and iwi leaders really challenged some of Craig’s traditional business leadership assumptions. Things like having long-term plans and goals beyond traditional business cycles, the value of delivering more for less, having passion about your cause and having success measured in the actual difference you make, not what you earn. “The funny thing is you don’t actually realise this until you experience it.” Community involvement is central to Leadership NZ’s ethos and Craig has enjoyed working with a number of not-for-profit groups. Currently he is the joint Chair of DARE Foundation, a Canterbury youth life skills programme. When asked what advice he has for future leaders, it’s no surprise when Craig says... “easy, spend some time supporting a community group/NFP, your skills are more valued and appreciated than you think. The rewards will exceed your expectations and will outshine what you think now were your greatest leadership achievements. The more diverse the organisation you support, the greater the learning and satisfaction.” 21
General Manager Customers, New Zealand Trade and Enterprise Based in: Wellington (but travelling frequently within New Zealand and internationally) Couldn’t live without: My iPhone Poster on your wall when young: All Black Bryan Williams Interviewed by Judy Whiteman
ack in 2006 as Peter Fenton completed the Leadership NZ programme, travelling around the world for work was probably not on his radar to the extent that it is today. He had just been appointed as Chief Executive of Postal Services at New Zealand Post and ahead of him were a few challenges. The Leadership NZ programme came at a very important time for him in his own leadership development. “The broadening of perspectives, the growing needs and issues of the different sectors and communities was of real value to me personally.” Peter led a very large postal modernisation at New Zealand Post – new mail processing automation, marketing, new post codes, site closures and significant employee redundancies. “Leadership NZ had taught me that through the huge change process our employees needed confidence not on the ‘what’, ‘when’ or even the ‘how’, but rather the ‘why’ and the destination. The response of the New Zealand Post people was fantastic. By 2010 in terms of productivity, customer service, employee engagement and improving safety, New Zealand Post was a world-leading postal business.” The story behind the ‘why’ is essential. Today Peter works at New Zealand Trade & Enterprise (NZTE), having joined at the start of 2011. He leads a New Zealand based customer team supporting New Zealand businesses to grow internationally with market development and capability building services. International travel is no stranger to Peter with this interview being conducted remotely as he travelled through South America.
“Leadership NZ reinforced for me the importance of relationships – people do business with people and this is a vital element in our work at NZTE.” Peter continues to a great advocate for Leadership NZ, continually promoting the programme to leaders in his teams. One of his leadership team at NZTE is on this year’s leadership programme and two of his New Zealand Post team have completed the programme in prior years. When asked what is the single most important thing he learnt from Leadership NZ, Peter believes it is “the importance of storytelling by leaders. Listening to the great range of terrific programme presenters – it wasn’t what they had achieved but rather their personal challenges, insights and reflections and their sharing of those personal stories that was most powerful.” Peter has his own stories to tell from his leadership journey so far. The programme continually reinforced to him that readers are leaders and his advice to future leaders is to keep reading, keep listening, keep open, keep learning and keep growing. When asked to reflect on 10 years ago, Peter jokingly says he should have bought shares in Apple! His serious response, however, harks back to one of the themes running through his career: “To work harder at building, investing and maintaining personal and business networks.” People, their stories and relationships are what make the world go round. www.leadershipnz.co.nz
Photos by Outward Bound New Zealand Trust
eadership has so many guises and being involved in governance of not-for-profit (NFP) boards is just one of these. For me this is a valuable contribution where people can have positive influence in areas that may directly affect your local community at a grass roots level, or on a broader and even international scale. After participating in the Leadership NZ programme in 2010 I was reminded of the importance of contributing to NFP boards and supporting those who are addressing issues or striving to strengthen their communities. The programme reinforced the leadership skills I have which could be valuable to other organisations, bringing objectivity to the private and public sector and extensive knowledge for other not for profits. When I left my senior executive role late last year I had consciously created the space to take on more board appointments. I was introduced to Springboard through Leadership NZ in 2010 and then joined Appoint (Better Boards) to prospect for board appointments. Subsequently over the past year I have been appointed to three different NFP boards, all of which were listed on the Appoint website. Appoint was really useful in terms of being able to do due diligence on the organisations I was interested in. I’ve had considerable previous governance experience and I’ve learnt the key aspect to understand is the potential time involved, outside of attending meetings. There is no doubting the commitment required for NFP boards; it’s as important as any paid directorship and by making the commitment you are accountable to others – fellow board members, staff and volunteers, stakeholders and supporters. It’s not something to take on lightly and there can be a fair bit of work involved, WINTER 2013
but it’s also extremely rewarding. For me I have to know I can add value and manage all I have taken on so no one is compromised. I’ve aligned my board appointments with my interests so I bring passion as well as skills. This for me has meant I am now on the board of Outward Bound New Zealand Trust, Akarana Rugby League Zone and the Leadership NZ board as the Alumni Representative. The network of Leadership NZ brought Springboard and Appoint to my attention and I have developed greater networks through these organisations, all of which add further value to any governance roles I am involved in, both in terms of networks, but also support. It’s helpful to be able to benchmark yourself in terms of ongoing professional development, but also to have others to go to in terms of queries and concerns. It’s great to see Leadership NZ reaching its 10th year with the corresponding nearly 250 alumni. The organisation is reaching new levels of maturity, which is seeing it collaborate effectively in areas where there is mutual value, such as with Appoint. This is a positive alignment that sits well with both organisations’ values and is one which complements and builds on the work the alumni have taken part in during the programme. It’s also a positive long-term influence of Leadership NZ, which is the true value of the organisation, enabling sustained positive impact through its reach. It’s important to me to be able to contribute to community in the broadest sense of the word and for me this means being involved at governance level. This was a key message for me after participating in the programme in 2010 and it’s an ongoing long-term stance. 23
y congratulations to Leadership NZ for 10 years of leadership building and development and the positive impact this has had on individuals, whanau, hapu, iwi, businesses, organisations and communities. I was really thrilled to be invited to participate in the 2007 programme. I was a very different person back then, but I clearly remember the moment that I acknowledged that I was a leader when I listened to Sir Bob Harvey tell his story. Although our journeys have been very different there were common threads. I remember thinking that I was just as good as Bob was. From that moment I think leadership took on a whole new meaning for me and I continued to develop my own leadership style throughout my Leadership NZ year. I became aware of the influence that I had and how I could use that influence within my whanau and community. I learnt new leadership skills – reflection being one, something which I routinely practise. The past six years have been filled with some great lows and even greater highs. Taking care of my health and wellbeing was one of the first things I tackled as a new leader. I wrote about my efforts in a monthly column in a city wide health newsletter and through this I was able to influence others to engage in fitness. This went on to me developing a partnership with the Unitec School of Sport, which supported my training to run in the 2012 New York marathon. During this time I spoke at public events, sharing the stage with one of New Zealand’s top endurance runners. She spoke about her journey and 24
Ka tangi te Tukaiaia kei te moana, ko Ngatiwai kei te moana e haere ana Ka tangi te Tukaiaia kei te tuawhenua, ko Ngatiwai kei te tuawhenua e haere ana Ko Te Whanau a Rangiwhakaahu te hapu, Ko Te Whanau a Rangiwhakaahu te marae I spoke about mine. Many people have told me how I have inspired them to reach their fitness goals. I have received great satisfaction out of supporting friends, whanau, colleagues and organisations to develop and grow through my consultancy business. In 2011 my business success was acknowledged when I received the Dame Mira Szaszy Alumni Maori Leadership Award for Excellence in Maori Business from the University of Auckland – a great moment;my parents would have been proud. This year has been no different, and I have been given another leadership opportunity and have become a member of the Australia New Zealand Academy of Management and the International Indigenous Women’s Forum (Foro Internacional de Mujeres Indignas). In May I went to New York and participated in the United Nations Permanent Forum on Indigenous Issues, the UN Indigenous Global Women’s Caucus, led a delegation from the International Indigenous Global Leadership School in talks with the UN Special Rapporteur and chaired a panel on education. In 2007 I said I would start my PhD studies which I have commenced this year focused on Indigenous Women’s Leadership. I can see my international profile growing and work increasing but having said that I remain committed to my whanau, marae, my voluntary work with the Maori Women’s Welfare League, work with Maori Radio and marathon running. Leadership NZ has been a game changer for me, it has absolutely led me to a life in leadership – and that’s okay with me. www.leadershipnz.co.nz
Think global, Act local
Alumnus Jenni Vickers reflects on Leadership NZ’s first 10 years and the potential of LinkedIn connections.
o-founder of LinkedIn and internet entrepreneur Reid Hoffman has a simple summary of the complexities involved in starting your own business: “You jump off a cliff and you assemble an aeroplane on the way down.” This sounds like many people’s experience in leadership but like entrepreneurship, the rewards for getting the plane to fly are immeasurable. Both Leadership NZ and LinkedIn are celebrating 10 years in existence in 2013. LinkedIn hit the 200 million-member milestone earlier this year and Leadership NZ hit its own slightly more modest goal! The “Think Global Act Local” catch cry is attributed to Patrick Geddes a Scottish environmentalist, writing in 1915 about town planning. His major focus was on building the right infrastructure that would support the growth of connected prosperous communities. Danielle Allen is President Obama’s former campaign organiser. She learned politics at the knee of her father who was the political philosopher William Allen, a prominent African American opponent of affirmative action. Interviewed recently for the UK’s Guardian newspaper about the unusual evolution of her political views, the journalist summed up her philosophy saying: “Allen’s argument is that in a democracy, the more people from different backgrounds trust each other, the better off their society. So, for nations to flourish, people need to learn how to get along with strangers.” Reflecting on the ideas of Reid Hoffman, Patrick Geddes and Danielle Allen, it would seem no coincidence that LinkedIn and Leadership NZ started in the same year to meet related needs and that both have a relevant future. The digital age has presented many opportunities and many threats. At a local level, societies around the world, including New Zealand, have many problems and many people yearning WINTER 2013
for real connections and trusting relationships with others. At a global level there are many smart people with ideas to change the world and willing to share. LinkedIn presents an easy and effective way for people to connect across the globe, in an environment where trust can be created, with the solutions to their problems. Leadership NZ with its mission of “Active Leadership in a Connected Community” presents the mechanism for leaders in New Zealand to connect those solutions in real time and in real life to their communities. We have Robin Dunbar, anthropologist, to thank for “Dunbar’s number” which is generally accepted to be around 150. This magic number is suggested to be the cognitive limit to the number of people with whom one can maintain stable and trusting social relationships. In a 2012 study, 70% of LinkedIn users had more than 100 connections. The Leadership NZ participants, alumni, trustees, sponsors and active supporters number over 500 strong (there are also more than 1900 in the LinkedIn Leadership NZ group). If each of those 500 has 150 connections who each have 150 connections, we quickly exceed 10 million connections in easy reach of an introduction, just within the Leadership NZ sphere. That is a lot of opportunity for ideas to change the world in just one connected network of first, second and third degree relationships. I am therefore looking forward to another 10 years of Leadership NZ, to the potential of 100 million connections, and then to making the most of “Listening Global and Connecting Local”. The graphic shows Jennie Vickers’ LinkedIn map, which demonstrates the potential of global connections and opportunities to listen and share. The process is simple and free and anyone can have a go, see http://inmaps.linkedinlabs.com. 25
Leadership NZ 2005-2012
@ Toi Whakaari NZ Drama School, Wellington
Join fellow Alumni & Supporters 3-4 August
Connect 2013 CATALYSTS
SATURDAY – Welcome, Speakers, Workshops, Dinner 7pm SUNDAY – Speakers, Workshops, Close 2pm
Email us to book your place email@example.com
Graduation ceremony for the class of 2012 1. 2012 Leadership programme graduands. 2. Taonga carved by Alumnus Karam Meuli and presented to graduands. 3. MC & Alumnus Josephine Bartley. 4. Justice Joseph Williams, guest speaker. 5. Leadership NZ CEO Sina Wendt-Moore. 6. Programme Director Louise Marra congratulates graduands. 7. Wane Wharerau, Alumnus, delivers the mihi whakatau. 8. 2012 graduands Murray Wu and Angela Green speak on behalf of the group. 9. Leadership NZ Chair Jo Brosnahan thanks all supporters.
Our sincere thanks to… Key Partners
The Bishop Sir Paul Reeves Memorial Lecture Event Partner
Scholarship Partners Special thanks to the following who assist to ensure that diversity continues to be achieved across the Leadership NZ programme through the generous funding of scholarships: • ASB Community Trust • The Tindall Foundation & Inspiring Communities • Leadership NZ Alumni • The Sir Paul and Lady Reeves Scholarship Fund Event & Programme Hosts Special thanks to the following who have assisted us in providing event venues, donated goods/catering or valuable time: • Josephine Bartley for being MC at our 2012 Leadership programme graduation • Wane Wharerau for his Mihi Whakatau at our 2012 Leadership programme graduation • Justice Joseph Williams for his inspiring keynote speech at our 2012 Leadership programme graduation • KPMG and Ross Buckley for hosting our 2013 Leadership programme launch and cocktail party • Lydia Sosene for being MC at our 2013 Leadership programme launch • Graham Cameron for his Mihi Whakatau at our 2013 Leadership programme launch • Nick Astwick for sharing his leadership journey and thoughts at our 2013 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 – A Disruptive Leadership Experience February (Auckland): • Louise Marra from Spirited Leadership • Jo Brosnahan (Leadership NZ Chair), Judy Whiteman (SkillsBank Director), Wane Wharerau (Alumnus), Ngariomata Reid (Alumnus) and Sina WendtMoore (Alumnus, Leadership NZ CEO) for formally welcoming our 2013 programme participants into the Leadership programme • Dr Selina Marsh (Alumnus) for bringing creativity to leadership • Our fabulous speakers: Sir Bob Harvey, Craig McIvor and Dame Anne Salmond • Alumni Jon Neal, Angela Green and Ewen Anderson for providing the participants with the useful insights about how to run syndicates
March (Glen Innes): • Our wonderful speakers: John Hinchcliff and Manying Ip • Our thought-provoking speaker panelists: Josephine Bartley (Alumnus), John Kotoisuva (Alumnus), Dr Tess Liew, Jenny Oxley and Venasio Leilua • Dr Selina Marsh (Alumnus) for continuing the creativity and leadership focus • Grace International Community Centre for providing a subsidised venue April (Northland): • Chris Farrelly, Karen Giles (Alumnus) and Manaia Health PHO for hosting us during our programme visit to Whangarei • Pou Herenga Tangata, He Iwi Kotahi Tatou Trust, Olive Brown (Alumnus) and Debbie & Ngahau Davis for hosting us during our trip to Moerewa • Our amazing speakers: Chris Farrelly, Debbie & Ngahau Davis, Professor Paul Moon, Pat Snedden and George Riley (Alumnus) • Alumnus Robert Wikaira for his energy and time spent with the group at Te Tii Marae May (Palmerston North): • Downer and Quentin McCarthy (2013 participant) for generously hosting us during our Leadership programme visit • Our wonderful programme speakers: Sam Robinson, Nicola Shadbolt, Mavis Mullins and Tony Nowell (Leadership NZ Trustee) • Janine Sudbury and Talking Horses for a new leadership experience 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) • Toni Myers and the team at NZ Management magazine and Mediaweb – for editing, publishing, printing and distribution of this magazine • The Tindall Foundation for their generous support of SkillsBank • Bell Gully – for legal advice • Canon – for providing printing supplies • Kudosweb – for valued IT and website support • Leadership NZ Alumni who have given their time, talents and energy at various events, ARG activities and SkillsBank projects so far this year • Leadership NZ Trustees, Advisory Trustees and Funding Partners – for their ongoing support and invaluable advice • Mark Herring – for updating the website with newsletter content • Johnny Moore – for IT support • PwC – for annual audit support
A Life in Leadership 2014 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 to 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 the 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 2014 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 2014 Leadership Programme close on 27 September 2013 For further details go to www.leadershipnz.co.nz or contact us on 09 309 3749 or firstname.lastname@example.org
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