2 0 1 0 Y e a r b o o k
Leadership New Zealand Trustees Jo Brosnahan – Chair, Leadership New Zealand and Corporate Director Tony Nowell – Deputy Chair, Leadership New Zealand and Founder, ValadeNZ Mark Otten – Financial Trustee, Leadership New Zealand and Finance Director, The Warehouse
Reg Birchfield – Publisher, RJMedia
Enriching New Zealand through active leadership in a connected community.
Dr Morgan Williams – Principal, FutureSteps Maureen Crombie – Chair ECPAT (Alumnus 2006), Alumni representative Frank Olsson – Corporate Director and Regional Manager NZ, FINSIA
MISSION Growing, celebrating and weaving together New Zealand’s leaders through conversation.
VALUES Courageous Generous of spirit Inclusive Acting with Integrity Innovative Apolitical Celebrating Diversity
LEADERSHIP NEW ZEALAND TRUST PO Box 5061, Wellesley Street, Auckland 1141 T: +64 9 309 3749 E: firstname.lastname@example.org W: www.leadershipnz.co.nz
Teresa Tepania-Ashton – Chief Executive, Te Runanga A Iwi O Ngapuhi (Alumnus 2006) Grant Bunting – General Manager Sales, PGG Wrightson (Alumnus 2009)
Leadership New Zealand Advisory Trustees Tony Carter – Managing Director, Foodstuffs (Auckland) Ltd Rob Fenwick – Managing Director, Living Earth Jennifer Gill – Chief Executive, The ASB Community Trust Bob Harvey – Former Mayor, Waitakere City Council, Advisory Board Chair Dr John Hinchcliff – Advisory Trustee, Leadership New Zealand Peter Kerridge – Director, Kerridge & Partners Ltd David McGregor – Senior Partner, Bell Gully Ian MacRae – Managing Director, Hay Group Louise Marra – Director (Auckland), Ministry of Economic Development Bennett Medary – Chief Executive, Simpl Tim Miles – Former Managing Director, PGG Wrightson Graeme Nahkies – Director, BoardWorks International Fran O’Sullivan – Journalist Sir Paul Reeves – Chancellor, AUT University; Former Governor General
LEADERSHIP NEW ZEALAND STAFF
Dr Jan White – Chief Executive, Accident Compensation Corporation
Megan Barclay – Executive Director (Alumnus 2006) Jo Brosnahan – Programme Director Dr. Morgan Williams – Programme Director Vicky Pond Dunlop – Support Services Manager Vijaya Nory – Administrator Michelle Jurgens – Project Support Shawna Murray – Marketing Consultant Judy Whiteman – SkillsBank Director
Brian Roche – CEO, NZ Post
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.
Editorial Team Reg Birchfield, Jo Brosnahan, Megan Barclay, Michelle Jurgens, Vicky Pond Dunlop, Shawna Murray, Gill Prentice, Viyaya Nory, Fran Marshall
Alumni Committee Rewi Spraggon (2005), Mike Davies (2005), Adrian Sole (2006), Cheryl Holloway (2006), Maureen Crombie (2006), Minnie Baragawanath (2007), Jodi Mitchell (2007), Sina Moore (2008), Manu Keung (2008), Moi Becroft (2008), Karam Meuli (2009) and Adrian Wimmers (2009)
SkillsBank Advisory Board Irene Durham (2005), Neville Pulman (2006), Megan Barclay (2006) (Executive Director), Minnie Baragwanath (2007), Karyn McLeod (2007), Irene Feldges (2008), Tim Hamilton (2008), Judy Whiteman (SkillsBank Director)
raduation is a time to celebrate. With it, another 30 talented leaders have joined Leadership New Zealand’s growing group of Alumni. These leaders have, over the year, been exposed to the challenges and opportunities confronting our nation. They have learned to have in-depth conversations with some of New Zealand’s most significant leaders in every sphere. They have come to understand the importance of our unique history, symbolised by Te Tiriti, and they have experienced the diversity that is New Zealand with the countless opportunities that come from this. They have come to celebrate who we are as a nation and to look forward to stepping up to be a part of its future. The theme for the year has been “New Zealand the Lucky Country”, a focus developed throughout the year and highlighted at our Leadership Week dinner in July with its speakers Sir Stephen Tindall and Jan Dawson. Poet Selina Tusitala Marsh, one of our participants this year, has captured the spirit of our nation with her outstanding poem, “New Zealand the Lucky Country”. She reminds us that we can focus on gross domestic product, wealth indices and other economic measures, but ultimately it is our artists who create the opportunity for us to truly explore who we are and not simply what we do. The year has not always felt lucky. It brought some real challenges too. The Canterbury earthquake for example was a disaster of frightening proportions. It did, however, bring out the best in us by showing the resilience of those affected, the ability of that community to rally and look after their own, the robustness of the systems and processes that ensured most buildings were well engineered, with the consequence that nobody died. It was an impressive recovery action. It also showed the generosity of a nation of people who immediately responded by helping in whatever way they could. The leadership of all of those involved in dealing with the crisis was obvious. It is in such times that leadership is needed most and most needs to be seen. And as the region moves from crisis to recovery, there is a need to move to collaboration and conversation – to ensure that post-earthquake Christchurch is an even better city than it was before. At the other end of New Zealand, another city now needs new forms of conversation. The new Auckland City has the challenge of combining all of Auckland’s eight local authorities into one, while simultaneously changing its political and executive leadership. This presents an enormous challenge. The combination of multiple communities and their different values across New Zealand’s largest city and involving a third of New Zealand’s population is mind boggling. It will require enormous amounts of goodwill by all parties to accomplish. It will test Auckland’s ability to converse, have deep conversations and to have its citizens truly listen to each other. It will take great leadership to achieve the outcomes that all those who promoted the supercity envisaged: leadership, not just from the Mayor and his team, but also from the thousands of leaders involved in any way with the city and its future. Leadership New Zealand is proud of the fact that, Penny Hulse, the new city’s Deputy Mayor, is one of our Alumni. Sadly, this year also showed that New Zealanders are still too often inclined to develop a position and retreat to a corner to lob viewpoints. Head-banging over filming the “Hobbit” movies in New Zealand was a sad reflection of a nation that has not yet learned to have hard conversations. Nobody should receive death threats simply because they hold a contrasting viewpoint. In reality everyone wanted the Hobbit to stay in New Zealand. We seem to have some distance to go before we can resolve difficult problems in innovative ways and by building trust and mutual respect, by creating safe spaces and playing the issue, not the individual. That is our challenge for the future. Our 2010 graduates and our Alumni are our hope for finding a different way. New Zealand needs them – their diversity, their talents, their new ideas and their ability to engage across the community. They have learned how to have the conversations that we need to have. They are our future.
Yearbook 2010 Jo Brosnahan Chair’s Foreword
Megan Barclay Executive Director’s Overview
Sir Paul Reeves Leadership Endures
Hilary Sumpter Talk About Luck...
The Year in Pictures
Programme Overview 2010 10-11
Graduands Biographies The class of 2010
The Year in Pictures
Jan Dawson Our Lucky Country
Wendy McGuinness On Being an Indigenous New Zealander
Selina Tusitala Marsh New Zealand the Lucky Country
Puamiria Maaka A Time for Maui?
Leadership New Zealand Events 44
Kia kaha, kia maia, kia manawanui Jo Brosnahan Chair, Leadership New Zealand 1
Executive Director’s Overview A
s 2010 ends, 30 more graduands join the growing group of fantastic New Zealand leaders who have experienced the Leadership New Zealand journey. The year has also ended with 170 Alumni and more applicants for next year’s Programme than we can accommodate. One of those applicants will become our 200th participant. We have spent the year focusing on how to take the learnings from the programme’s first six years and use them to create and test new approaches to ensure that we deliver even more effective and unique programmes in the future. With the contribution and support of many of our Alumni and partners, we delivered eight Cafe style conversation events, including one in collaboration with the Auckland Museum and another that brought a diverse group together to explore intergenerational issues. We launched a new Leadership New Zealand website and started to provide monthly newsletters showcasing up-and-coming events, to reflect on programme modules and to profile our Alumni and their successes. Many of our Alumni are now moving into senior and influential leadership roles and delivering their own visions for change in New Zealand. From November, the website offered electronic back issues of our Leaders magazines and yearbooks and papers on leadership topics from our partner and global research company, Hay Group. We have received more requests from not-for-profit groups to access the governance and board membership experience of our SkillsBank Programme. This reflects a coming of age and greater understanding by this sector that the environment in which organisations and communities operate is changing economically, structurally and culturally and that they require different leadership qualities in order to approach rapidly changing issues differently. I recently attended a workshop on not-for-profit governance which highlighted, among many key differences in characteristics of for-profits and not-for-profits, “a focus on financial performance supplemented by business excellence, a balanced scorecard, benchmarking and other dashboards exist for for-profits” versus “balanced measures with financial performance one of several measures existing for notfor-profit entities”. An opportunity exists to change this traditional way of thinking about the two sectors; an approach that has greater value to New Zealand, its people and its productivity, not to mention creating greater capacity for our more socially focused organisations. Over the year, some great think tank sessions have taken place amongst community sector groups on the varied opportunities to create greater capacity and results, particularly in the area of social entrepreneurism, a network of shared services and better economies of scale for resource scarce community groups. A collaborative approach, strong leadership that embraces diversity of thinking, reciprocity of expertise and experience and the creation of space to think more strategically and creatively about how to work together 2
and intensify outcomes, could deliver better results for both sectors. Leadership alumni members like Vicky Taylor, Minnie Baragwanath and Jennie Vickers are examples of our growing number of colleagues who have recognised the need to think differently about leadership and governance in New Zealand. They are creating networks such as Springboard, an organisation for young directors, and a ”soon to be revealed” leadership programme delivering to the disability sector, as well as taking a new approach to corporate governance to address gaps and to incorporate diversity. Others have been working on SkillsBank projects that address the areas of strategic thinking and governance within not-for-profit groups. Our Programme encourages people to think differently about leadership issues, to find better ways to tackle and drive change and to weave their way respectfully through matters of extreme importance to their sector and this country. To further develop our organic network of up-and-coming leaders, Leadership New Zealand is now looking to bring our Alumni, Partners, friends and family together to shape the nature of our organisation and the community we are building. We will focus on the principles by which we live and connect, understanding how we fit together and how we can emerge as an even more courageous and innovative network that reflects the leadership attributes we believe New Zealand should aspire to. There is no question that 2011 is looking promising and very exciting, bringing new opportunities for Leadership New Zealand. I am looking forward to spending more time with you all next year and to having the conversations we really must have. Megan Barclay, Executive Director
«««« ADVISORY TRUSTEE’S MESSAGE
Sir Paul Reeves:
he Land Wars in Taranaki lasted for five years but when the fighting stopped the conflict did not. Maori may not have been defeated on the battlefield but they were certainly the losers in the Parliament and in the courts. The shameful confiscation legislation effectively separated Maori from their land. Parihaka on the slopes of Mount Taranaki was one of the last places of resistance. But instead of fighting they adopted non violent methods such as removing the surveyors’ pegs and ploughing the land to assert their ownership. But to no avail. The Armed Constabulary entered the village on 5 November 1881 and eventually a sizeable number of men were taken prisoner and transported to Dunedin after having spent time in Hokitika, Lyttelton and Christchurch on their journey south. These were prisoners who never came to trial. John Kenneth Galbraith says that all great leaders have one characteristic in common. They are willing to confront unequivocally the major anxiety of their people in their time. This and not much else claims Galbraith is the essence of leadership. These Taranaki men were prisoners of conscience who went into exile to assert their ownership of land wrongfully confiscated. They were young, handpicked for the hazardous journey and they believed they were morally right. In fact they stated that they had not been taken prisoners but had surrendered as instructed. Their leader was Te Whiti o Rongomai whose sayings and prophecies are still treasured in Taranaki today. He inspired confidence as these young men set off into the unknown, leaving families behind and not knowing if they would ever return. Te Whiti shared their fears but was able to strengthen their resolve because they trusted him. Hone Awhi put it this way: Te Whiti said we should be put in gaol but that he would be in gaol with us. We are in gaol through him and we are not sorry for it. We are not fighting, we gave ourselves away. Nobody took us. I believe what Te Whiti said. I believe he is with us now but cannot explain it. Fear and anxiety are never far from those who lead and those who are led. They are a good antidote to complacency and certainly keep you on your toes. A leader stays steady and holds the line when things are in a state of flux. The time spent by the prisoners in Dunedin is well documented. A hulk called The Success transported them between work sites and the jail. It ended its life as the Queens Drive boating shed and now lies under Portobello Road. The men returned to Taranaki in batches. Some died in exile and at least three are buried in paupers’ graves in Dunedin’s Northern cemetery. Their names are Watene Tupuhi, Piriranga and Parirau Pitiroi. Te Whiti greeted the last of those who returned with these words: You were not imprisoned for heinous crime or theft but for upholding the words of Te Whiti. In such a case prison houses lose their disgrace and become houses of joy. We were imprisoned for
the land, for chieftainship and for godliness. A sea fish lying dead on the sand taints the atmosphere for miles around but the fact of your unjust imprisonment is now known far and near throughout the world. Maori in Taranaki went into survival mode in the first half of the 20th century and Parihaka as a settlement struggled. But the sayings and the example of Te Whiti remained strong. There were annual commemorations, Te Whiti’s drum was brought out to accompany waiata and poi that told of the invasion of the pa and the women wore in their hair the raukura, the three white feathers. The point is that leaders continue to lead even after they have died. In some ways their influence becomes more pervasive and their sayings more influential. When people are struggling to maintain a toe hold in a society, the leader, though a figure of the past, is a force in the present. And now Parihaka is part of a negotiation with the Crown to settle outstanding claims for wrongs done in the past. There must be a resolution to the deep feelings of grievance. My experience is that negotiations with the Crown can be fraught with difficulty and frustration. You take your life and your history in your hands. But once again the sayings and presence of Te Whiti come to the fore. They are repeated and the effect is to move people out of anxiety and towards a confidence that they are doing the right thing. Leadership endures even beyond the grave. Sir Paul Reeves, former Governor General, is an Advisory Trustee of Leadership NZ and Graduation Speaker. 3
«««« GRADUATION SPEECH
Hilary Sumpter’s graduation speech reflects on just how lucky she feels about undertaking Leadership New Zealand’s 2010 programme journey.
aking on the Leadership New Zealand programme is a big commitment. It impacts not only participants, but also on our employers, work colleagues and our families. For me, however, being offered a place on the programme was too much of a ‘lucky’ opportunity to pass up. Fortunately, my board, staff and family supported my participation and, for whatever the programme might or might not deliver, I committed to making the most of the experience. I work in the social profit sector, strengthening our communities through women’s leadership development at the YWCA. I valued the chance to take on this leadership development programme for myself and for the benefits it would bring our organisation through my learnings. I am personally committed to knowledge gathering. I realised, however, that I wasn’t operating outside of my comfort zone and so I was hugely encouraged by the breadth of topics the programme offered. It provided an opportunity for some stretch, to grow myself in terms of my leadership and the chance to discuss the really big issues – social, economic, and cultural – as they affect New Zealand and as New Zealand fits on the global stage, now and in the long term. On day one, I wondered what I had let myself in for. Half way through the day, I felt unchanged. By the end of the day I was engaged. By the end of the first retreat, I was hooked, inspired, empowered and fully in awe of the luck that allowed me to be a part of this group. As the year draws to a close, I am asking what next? How can I continue to build on what this year has given? I will exit this year having learned so much; lessons which I know will take time to settle and consolidate before the gains from this year of intensity manifest themselves. What we talked about in this programme was vision, courage, focus, leadership, dialogue, debate, strong decision making and life-long learning. We talked of having defined values and integrity, identifying our imperatives – moral or commercial – and of having the integrity and the vision to see how we might have both imperatives as drivers. I have appreciated the intersector debate, the way we as a group have learned to work with each other, to support and understand each other and all be the stronger for it. Our speakers throughout the year consistently told us of their growth through failures and as leaders, of allowing people around 4
them to learn through trial and error. Leadership is often about winning and losing, and making those losses a win through learning from our failures, which make us stronger and more experienced. We have, I think, become too risk averse as a nation and stopped having the tough conversations, any real debate. We don’t articulate vision and we are afraid of making decisions through our unwillingness to confront real issues. We have become moderate and we are not making decisions for the best long-term reasons. We do not have the dialogue to make the best, long-term and sometimes hard decisions, those which truly show vision and strategy. The programme seeks to redress this balance and our speakers have provoked dialogue around very real and important issues. We’ve been asked to debate the challenges of such things as population policy – will we be part of the playing god generation? Will we set up the next generations to be required to play god? Can we manage our own nationhood which will see New Zealand thrive long term and sustain itself for many generations? This year has been about the place we take in our families and whanau, our workplaces, our communities, our regions, our nation and our world. Our increasing self-awareness grows our ability to be a part of our communities at every level. We’ve been reminded we don’t need to lead from the front, we need to keep our eyes on the horizon and not on the shore, and to lead from our hearts, from our vision, from the bigger picture. Let’s not think about ‘us’, let’s think about the intergenerational big picture.
I have, thanks to the programme, set my own paths for the future by defining the ways in which I will contribute to our nation, the times I am at my best, the things I don’t do. I have my dreams. I now know what my next steps are, what I can do to contribute, what I can do to grow our communities, where I am at my best. This has been my transformation, my clarification and my affirmation. We’ve all had some challenges. For me it has been keeping an open mind and reflecting, so I can make the most of what has been presented to us. It’s been tiring, but that is part of the growth. I have been challenged, stretched, and committed to get all I can out of the experience. I have relished the reading; having my eyes opened to many different perspectives I may not have found my own way to. Through the year we experienced social engineering and experienced natural social justice. We’ve seen cows with human genomes, ceilings of roses, the halls of power, the plains of Canterbury when they were still flat, a suburban transformation driven from some brave hearts, the king of the north, the birthplace of the nation. We’ve seen some stuff. We shot, we sang, we danced, we ate! We’ve shared with each other and we’ve had the most astounding gifts of people’s time, of themselves and of their total honesty.
We’ve examined Aotearoa from every aspect – from under the ground to what we’re sitting on, to what we carry in our hearts and minds, to what makes us ‘us’. Water, sustainability, innovation, niche asset development, economic development, genomes, voting, meritocracy, our assets, our weaknesses, our nation, our inter-generational futures, our place on the global stage, being true Treaty partners – we’ve talked it all. We’ve had some of our nation’s greatest thought leaders bare their souls with us, sharing things I never thought I would be so privileged to hear. I’ve been moved, enraged, humbled and made to not just listen but also to hear and see. I’ve also had to think damn hard. To think about myself in relation to where I fit and the way I think about things. We’ve been motivated to think with humility, scepticism, awareness and perspective. We’ve been asked to look at and learn from our history which ‘warns us of the dangers of assuming there’s only one way to look at things’. We are lucky in this little country with its many assets. We need to practise being lucky. We need to realise how lucky we are and how much luckier we need to be to sustain ourselves long term through vision and leadership. And then there’s the luck of being ourselves and appreciating the fantastic heritage we inherited from tangata whenua, the adaptability, the strength and the tolerance of a people who are the intrinsic part of our unique identity. There are now 30 more people in New Zealand who will debate issues, who will confront and discuss, who will test concepts. This is ideas generation, this is thoroughly testing theory and finding solutions, and not being mediocre through compromise. In this column last year George Riley talked about continuing conversations around long-term, inter-generational strategic planning for our country. With the class of 2010, we add our conversations to the group of 2009 and those years before us. We too are ready for our next adventures and addressing the issues. To the team at Leadership New Zealand – Jo, Morgan, Megan, Michelle, Vicky, Vijaya and Shawna, Trustees and Advisors – thank you from all of us. To those employers who themselves are ready to see and champion the developing of our people long term – thank you for your investment. To our whanau and families, thank you for giving the space and the support for us to participate – it will be worthwhile. To the class of 2010, thank you and congratulations to you all. I look forward to seeing you again as we take our places in our world. Remember we are accountable; to each other, to Leadership New Zealand, and to our communities – local, national and global. Keep your eyes not on the shore, but on the horizon. Kia kaha, kia toa, kia manawanui. 5
Welcome to the class of 2010
“Leadership New Zealand has completely redefined how I see and would now implement my own leadership journey.” DEVIN BROWN
“I have learned that the core of leadership is largely based around having a ‘holistic’ viewpoint born out of a rich understanding of the past and an eye to the future, the presence of well formed and tested beliefs, the degree and breadth of personal experience, clear and concise communication, to think big not small and most importantly, to have the faith and conviction to do what is right and follow your vision.” NICK ASTWICK
“Like standing on a mountain top and looking into the heart of the country and its peoples.” “The year I have seen triumphs, tragedies, challenges and beliefs from a range of perspectives and this has been a unique experience in itself.“ GORDON BROWN “Leadership is being able to connect with the past, present and future – it will nurture and nourish those moving forward.” OLIVE BROWN
Welcome to the class of 2010
“The programme redefined leadership for me, as a personal journey, an enquiry into who I am, what I stand for and what I will personally commit to create value for society.” DEB GODINET “It falls on us all to listen, research topics of importance, discuss and get involved in our communities to make a difference.” STEPHEN GUERIN “By holding the space and using a process of intentional, focussed, deep and spirited conversations I now know that we can find shared understanding and in spite of our differences, can work together on issues of common interest for the benefit of all. “ PUAMIRIA MAAKA
“My Leadership New Zealand year has been a great exposure to the significant tapestry of New Zealand society. The structure of the programme allows in-depth review of key issues and opportunities facing all New Zealanders and as such, has made me think more widely when considering my own personal and business challenges. Above all, Leadership New Zealand creates a conversation that targets positive outcomes for the future of New Zealand and does so across a fantastic diverse group of people.” BERNIE CHOTE
Class of 2010
“I have learned so much from some of New Zealand’s most innovative, courageous, ingenious and stalwart leaders. I have also learned much from my gifted, humble, funny, talented, committed, brave and adventurous fellow participants – some of whom I know I will know for life. For this year, I am humbly thankful.” SELINA TUSITALA MARSH “The metaphor, picturing a far distant horizon versus the movement of the tides at our feet, will stick with me. It challenges our ability to see further, to foresee more as we approach the horizon and it moves away, to persuade others to follow us while all the time, avoiding the draw of simply the inevitable flowing tides.” DAVE McATEER
Class of 2010
“My Māori mentors have taught me that a task of the leader is to create Te Ao Marama, a world of learning and enlightenment, through transforming the potential of Te Kore into reality. The leaders I met this year have demonstrated a stunning range of ways to release the potential in people, opportunities, and challenges. Their personal stories about what makes them get up in the morning, what keeps them awake at night, their vision, hopes and aspirations have inspired my research, writing, and speaking.” CHELLIE SPILLER “This has been a year to raise my eyes to the horizon, and it has been transformational. Through conceptual in-depth dialogue, we’ve been given the gift of vision from some of our country’s leading minds.” HILARY SUMPTER
The 2010 Programme Overview February – Exploring Leadership – Parnell Rose Gardens, Auckland Team building day, leadership and reflection, exploration of leadership. Louise Marra & Anouk Graav Directors, Spirited Leadership Tim Miles
Managing Director, PGG Wrightson
Publisher, Chair, Adviser, Treaty Negotiator
Mayor, Waitakere City
Managing Director, Hay Group
March – A Civil Society – Tamaki Transformation Offices of Housing NZ
Elements of a civil society, ethics, values, communities, community engagement, social entrepreneurism, deprivation, human rights, diversity, housing, education, migration, refugee resettlement, youth. Alfred Ngaro
Founding Member of The Inspiring Communities Exchange, Tamaki Community Development Trust
Dr Lesley McTurk
Chief Executive Officer, Housing New Zealand
Manager, Kau Mau Te Whero Trust
Rt Hon Sir Douglas Graham Company Director, Former Minister of Treaty of Waitangi Negotiations and Attorney General Soana Pamaka Mike Ikilei
Dr Edwina Pio Jill Conway
Principal, Tamaki College
Team Leader, Community Action on Youth and Drugs Project (CAYAD) Director, Forbes Civil Engineers
Associate Professor, Faculty Business & Law, AUT University
Manager Northern Regional and National Resettlement, Refugee Services, Aotearoa New Zealand Carol White Early Education Centre Manager
Director, Refugee Education Adults and Family Centre, Selwyn College
Dr John Hinchcliff
Former Vice Chancellor, AUT University
Professor Manying Ip
Professor, School of Asian Studies, University of Auckland
April – Our People – Matakana, Whangarei, Moerewa and Te Tii Marae, Waitangi
Maori perspectives, the Treaty, human rights, race relations, diversity, creating community and community leadership. Richard Didsbury
Property Developer & Community Maker, Matakana
Debbie and Ngahau Davis
Joint General Managers, He Iwi Kotahi tatou Trust, Moerewa
Sir John Goulter Lorraine Hill
George Riley Liz Marsden
Robert Willoughby Sir Paul Reeves Wayne Brown
CEO, Manaia Health PHO, Whangarei
Company Chair, Chair of Ngapuhi Asset Holding Co Limited Northland Regional Councillor and community leader
Iwi Development Coordinator, Te Runanga a Iwi o Ngapuhi and Leadership NZ Alumnus 2009 Interim Manager, Te Runanga a Iwi Hapu Development, Ngati Kuta
Chancellor, AUT; former Governor General Mayor, Far North District Council
MAY – 21st Century Governance – NZ Post House, Parliament, Olympic Museum
NZ governance in a global context (central, local, corporate, SOE), the changing role of the state and societal expectations, participation in decision making, the citizen’s role in democracy, personal development and leadership in sport. Colin James
Political Journalist & Commentator
Community Developer, former Mayor of Christchurch
Hon Dr Lockwood Smith Barry Maister Charles Callis Chris Ineson Mai Chen
Prof Jonathon Boston Dr Therese Arseneau Dr Fiona Barker Dr Alan Bollard
Speaker of the House of Representatives, NZ Parliament Secretary General of NZ Olympic Committee
Director of the Olympic Museum, Wellington Owner and Director, Driving Forces, Otaki
Founding Partner of Chen Palmer, Barristers & Solicitors Director, Institute of Policy Studies, Victoria University
Political Commentator; Senior Fellow, University of Canterbury
Lecturer, School of History, Philosophy, Political Science and International Relations, Victoria University Governor of the New Zealand Reserve Bank of NZ
JUNE – The New Zealand Economy – Copthorne Hotel Commodore and Chateau on the Park, Christchurch
Economic and business challenges, entrepreneurship, Maori economic development, natural resources and energy, the interconnection with the environment and communities and the learnings from the special place that is Antarctica. Dr Don Elder
CEO, Solid Energy
Dr Lou Sanson
CEO, Antarctica New Zealand
Sir Tipene O’Regan Peter Townsend
Dr Warren Parker John Penno
Sacha McMeeking Bob Frame
CEO, Untouched World
Asst Vice Chancellor (Maori) University of Canterbury CEO, Canterbury Employer’s Chamber of Commerce CEO, Landcare Research CEO, Synlait
General Manager Strategy and Influence, Te Runanga o Ngai Tahu Principal Scientist, Sustainability and Society, Landcare Research
AUGUST – Rural New Zealand – Dairy NZ and AgResearch, Hamilton
NZ, a biotic economy, Global food demands and trends, the opportunities and challenges NZ faces in global food markets of great complexity, Food futures – showing the way, a NZ journey along the global food trails, NZ leaders looking for leads. Prof. Jacqueline Rowarth
Professor of Pastoral Agriculture, Massey University
Greg and Gerry Glover
Directors/Dairy Farmers, Drumlea Farm, Waikato
Director, Greenfield Group, Marlborough
Associate Prof Hugh Campbell Director of the Centre for the Study of Agriculture, Food and the Environment, University of Otago John Van Vliet & Jaimee Burns Sam Robinson
Dr Stewart Ledgard
Dr K ‘Vish’ Viswanath
Dr Stephen (Steve) Goldson Dr Tim Mackle
Nicola Shadbolt Grant Howie
Managing Directors, JR Orchards, Wairarapa Chair, AgResearch
Principal Scientist, Climate, Land and the Environment, AgResearch Section Manager, Applied Biotechnologies, AgResearch
Executive Director AgResearch & Strategy Advisor, The Office of the Prime Minister’s Science Advisory Committee CEO, Dairy NZ
Associate Professor, Farm and Agribusiness Management, Massey University Integrated Category Manager, Silver Ferns Farms, Otago Marketing Manager, PGG Wrightson Ltd, Canterbury
SEPTEMBER – Media Session – Bell gully, Vero Centre, Auckland & KPMG, Viaduct Harbour Avenue, Auckland Aspects of media, film, television, radio, social documentary, new media, how media contributes to the way we think. Dr Wayne Hope
Associate Professor, School of Communication Studies, AUT University
CEO, South Pacific Pictures
Dr Martin Hirst
Associate Professor, School of Communication Studies, AUT University
Writer and Editor
Owner, BORDERLESS Productions
Journalist and Commentator
Carol Hirschfeld John Campbell Oscar Kightley Louise Marra
Acting CEO, Maori Television Managing Director, SHIFT and Alumnus 2005 Head of Programming, Maori Television
Journalist and Presenter, ‘Campbell Live’ Comedian, Writer, Firehorse Films Director, Spirited Leadership
OCTOBER – Leadership and Innovation – Kiwibank at NZ Post House & Toi Whakaari: NZ Drama School,Wellington Creative systems thinking for society’s needs. John Allen
CEO and Secretary, Ministry of Foreign Affairs and Trade
Former CEO Kiwibank Ltd
Dr Helen Anderson
Independent Director, former CEO MoRST
Dr Ocean Mercier
Lecturer, Maori Studies, Victoria University, Member of MoRST Oxygen Group
Dr Richard Shaw
Lecturer, Massey University, Member of MoRST Te Waka Tangata Group
Writer, Director, Performer and Entrepreneur
Investment Manager, Clean Technology, Investment New Zealand
Company Director, Chair, New Zealand Institute
NOVEMBER – New Zealand on the Global Stage – Browns Bay Boating Club & Northridge Country Lodge Tony Nowell
Director Valadenz Ltd and Deputy Chair Leadership NZ
Professor Richard Faull
Director, Centre for Brain Research, Neuroscientist
Andrew Ferrier Jonathan Ling Louise Marra
Former Diplomat, Company Director
Deputy Mayor Auckland City, Alumnus 2008 CEO, Fonterra
CEO, Fletcher Building Ltd
Director, Spirited Leadership
Tui Ah L00
With a background in retail and investment banking in New Zealand and abroad, I returned home from London in early 2003 looking for a wonderful opportunity to build a leadership career back here in Godzone. This wonderful opportunity presented itself with Kiwibank, shortly after its launch, to be part of a great team with the goal of building a great business that all New Zealanders are proud of. Eight frantic years later, I am very proud of what we have achieved but mindful of my ongoing responsibility to ensure we continue the progress from successful start-up to a great company. My current role at the bank is a member of the executive leadership team with functional responsibility for the consumer finance business.
Except for a two-year stint in the television industry, the rest of my adult life has been spent serving in the community and youth sectors; first in Wellington and now for the past 10 years in New Plymouth. I’ve worked for The Salvation Army, Presbyterian Services and Youth for Christ. Now with Incedo, a Christian mission order, I offer an open home of hospitality and long-term accommodation for teenage boys. I also offer community support and run projects around community engagement and participation in Marfell, a lower socioeconomic suburb of New Plymouth.
Director, Te Whare Wānanga o Awanuiārangi Tāmaki
I have been raised in a Whānau steeped in tikanga Māori influenced strongly by my Ngāti Porou and Tuhoe parents which has informed and underpinned my leadership and the roles I have been employed in. I have worked in a variety of roles, mainly within the public sector, ranging from providing advice, information and support to the Māori community to providing Māori responsiveness and effectiveness advice to senior management in the departments I have worked for. For the past 10 years, I have been in leadership roles in the tertiary sector, leading to the provision of a “one stop shop” for Māori students on campus as well as leading the development of the operational management of Unitec’s Te Noho Kotahitanga marae. More recently I was appointed as the Director of Te Whare Wānanga o Awanuiārangi Tāmaki campus, responsible for leading the development and operational management of the Auckland campus at Unitec in Mt Albert, Auckland.
Reflection My time spent on Leadership New Zealand has provided me with a deep and meaningful insight into the engine room of leadership in Aotearoa – New Zealand. I have been exposed to leaders that I would never have had the opportunity to meet. The programme has provided me with an opportunity to broaden my learning and experiences and strengthen my ability to dialogue across a wider sector of the community.
Skills offered Providing Māori responsiveness and effectiveness advice to senior management to enable them to actively engage with the Māori community with confidence.
Current community involvement
General Manager, Consumer Finance, Kiwibank
Reflection My biggest take out from my participation in the Leadership New Zealand programme is that to be a great leader in New Zealand is so much more than being functionally excellent in your job. Great leadership is about presence and that presence is hard earned, not bestowed. In my opinion, I have learnt that the core of leadership is largely based around having a ‘holistic’ viewpoint born out of a rich understanding of the past and an eye to the future, the presence of well formed and tested beliefs, the degree and breadth of personal experience, clear and concise communication, to think big not small and most importantly, to have the faith and conviction to do what is right and follow your vision.
Skills offered Leadership; governance; financial services experience; strategy & organisational development; marketing; risk management.
Inaugural member of Porou Ariki kapa haka group; member of the Auckland District Police Māori Advisory board; member of Unitec’s Runanga.
Current community involvement
Local School, Community Micro Lending Initiatives.
Local Coordinator, Incedo New Zealand
Reflection Understanding myself better, building my confidence, recognising my talents and skills, seeing that leaders come in very different shapes and sizes has all been part of my learning throughout the Leadership New Zealand programme this year. I have often seen leadership as something reserved for the articulate, educated and powerful, but now see that leadership is something I have and something that I must embrace with a humble reverence. Through the programme, I have grown hugely and feel challenged to step up and build into the future of New Zealand where I am.
Skills offered Participatory action research work; community issues facilitation; community events coordination; group facilitation.
Current community involvement Chairperson of Marfell Combined Culture Trust, Marfell Community School Board of Trustees member.
My current role is the Regional Contracts Manager for Downer New Zealand, covering the Auckland and Northland regions and I am responsible for all contracts that we either tender, operate or wish to secure. I have been in the civil engineering industry for some 30 years and have worked across construction, consultant and client organisations. I have lived and worked in South Africa, England, USA, New Zealand and Australia. I am also an International qualified football (soccer to the philistines) coach. I left the UK for the last time in 1999 and landed in New Zealand, where I embarked upon an array of interesting jobs before signing a contract with Opus Consultants in Whangarei. I spent two years there before moving to Tauranga and then onto Napier and Wellington. I now live in Auckland and have a home in Tairua.
My current position is the Project Manager of HIKTT Retrofit and the Administration Manager for Healthy Homes Tai Tokerau. He Iwi Kotahi Tatou Trust (HIKTT) is a not-for-profit community organisation established in the early 1980s, focusing on Community Development – developing programmes that meet the needs of the community and growing initiatives from the ground up. Healthy Homes Tai Tokerau is a joint venture partnership that was established in early 2008 between two long established Northland charitable community enterprises – He Iwi Kotahi Tatou Trust (HIKTT) and the Community Business & Environment Centre (CBEC) from Kaitaia. Retrofitting involves installing ceiling and underfloor insulation, underfloor polythene, hot water cylinder wrap and draught stopping around doors.
Reflection “Like standing on a mountain top and looking into the heart of the country and its peoples.” The year has provided me with unprecedented access to the people and industries that I believe make New Zealand tick. I have seen triumphs, tragedies, challenges and beliefs from a range of perspectives and this has been a unique experience in itself. Some people have left me charged and uplifted, others have shown me that there is still a long way to go to forge the direction in which we should all go to develop and shape this country and ensure that it is an enduring success for its future generations.
I have been challenged in many areas – my thinking, my values, my beliefs, even when I truly believed I knew an issue like the back of my hand; I was pushed to question all that I know and all that I thought I knew. I have been challenged to listen – really listen, dump all my prejudices at the door and go into a conversation with a truly open mind, to actively listen to an idea, concept etc. In my opinion leadership is not just hierarchy, structure, process and skepticism, but it is also self-awareness, vision, compassion, and humility. Leadership is being able to connect with the past, present and future. It will nurture and nourish those moving forward.
People mentoring; planning and programming skills; relationship development; negotiating skills; I am an internationally qualified soccer coach.
Implementation of systems and processes, payroll, PAYE, GST, MYOB; board experience, mentoring.
Current community involvement
Current community involvement
Nil – although I have worked in youth development through development of sporting academies and school tuition through physical education programmes.
HIKTT Board of Trustees staff representative; coffee Korero – Moerewa School Staff / parent focus group discussion. Women’s self esteem and assertion mentor.
Auckland (Coromandel at weekends)
Sales Manager, Asia Pacific, Northpower Ltd
Born and raised in Canterbury, I have lived in Auckland for the past 12 years. I hold degrees from Lincoln University, in BCom Valuation and Property Management and BCom Marketing. Most of my career has been involved around sales, marketing and project management. The main sectors I have worked in are electricity distribution, commercial property development and telecommunications.
Reflection Leadership appeared simple on the outside. Consensus, buy in, win-win outcomes; all phases associated with leadership? However true leadership is the most complex and diverse subject I have ever experienced. To date, Leadership New Zealand has completely redefined how I see and would now implement my own leadership journey. Given its complexity, my challenge is to take the inspirations and guidelines provided by the diverse range of leaders we have interacted with to change my own leadership style. As I am fast becoming aware, one’s own style of leadership will continue to evolve to meet the variety of change you are required to implement. Prior to Leadership New Zealand, I defined people into leaders and non-leaders, however I now believe that everyone has the potential to become a leader to a certain level. It is my hope to develop my leadership style so that I can learn to foster that potential or spark. I think now a true leader is one that can create, recognise and implement change across all forms of diversity.
Skills offered Financial, commercial and project management; development and implementation of strategies to grow organisations. These skills have been refined in the sectors of commercial property development, electricity distribution, manufacturing and more lately telecommunications.
Regional Contracts Manager, Downer New Zealand
Project Manager HIKTT Retrofit, He Iwi Kotahi Tatou Trust, Moerewa
General Manager Property Development, Foodstuffs (Auckland) Limited
Background I am a born and bred Aucklander, and a lawyer by training. I practised in environmental and planning law for 10 years prior to joining Foodstuffs in 2006. My current role involves leading a team who identify and secure sites suitable for supermarkets and the design and development of those supermarkets, ready for opening. It is an exciting and challenging role working with people who are very passionate about grocery shopping! I am also a passionate (very amateur) netballer, now retired and more of a passionate fan!
Leadership is such a personal and dynamic journey. This year has offered a unique opportunity to hear the personal and professional journey of a diverse range of New Zealand leaders, and it has been a privilege to participate in such an inclusive and challenging environment. From those discussions I have become aware of my personal leadership values, accepted that I have and will continue to make mistakes, and that the learnings from those mistakes make you a better leader. The friendships formed this year will be so valuable in the years to come – from a bunch of strangers at the start of the year we have quickly become friends in a trusting and supportive environment.
Property; environmental law; governance.
Current community involvement
Dress for Success Auckland board member.
I am a Mining Engineer managing a fantastic iconic New Zealand firm that has a very proud and substantial history. I come from a very traditional pakeha background but one which allowed me to explore new ideas and concepts. I love a challenge and in the field I am in, there are plenty to deal with! I am a long-term thinker and player which suits my current role and allows me to deliver a brighter future for New Zealand and more importantly, my young boys Josh and Sam.
After almost 30 years in the competitive transport and logistics industry and having held a number of senior sales and management positions, I currently look after Express Couriers Limited CourierPost operations in the Southern Region (a joint venture business between New Zealand Post and DHL) where I am responsible for a large network and team of staff and contractors spread over a number of sites throughout the lower half of New Zealand. I am a Chartered Member of the Institute of Logistics and Transport in New Zealand.
General Manager, Winstone Aggregates
Reflection My Leadership New Zealand year has been a great exposure to the significant tapestry of New Zealand society. The structure of the programme allows indepth review of key issues and opportunities facing all New Zealanders and as such, has made me think more widely when considering my own personal and business challenges. Above all, Leadership New Zealand creates a conversation that targets positive outcomes for the future of New Zealand and does so across a fantastic diverse group of people.
South Island Regional Manager, Courier Post/Express Couriers Ltd
Project management and delivery associated with resource projects; broad strategic planning and implementation, including converting strategy to action.
I have been really engaged by the Leadership New Zealand programme, having attended a number of leadership development programmes over my career that have been more about adding to my existing base of competencies and skills. The programme has challenged that very base, stripping away some of my previous views about leadership and what it took to be a leader within a true New Zealand context. As leaders, we often become ‘siloed’ within our respective industries/fields, whereas the programme has broadened my understanding of the issues facing leaders within a diverse New Zealand context and made me think about what I actually give as a leader as opposed to what I take.
Current community involvement
Coaching of junior soccer at Three Kings United Football Club; significant community liaison on the associated activities of Winstone Aggregates.
Leadership: Strategic planning; business development; supply chain and operational management; change management and organisation structure optimisation.
The first part of my adult working life was spent in the travel industry. I went to university as a mature student and spent five years doing a BA/ LLB. I have been practising as a lawyer for the past five and a half years. During this period, I have also been a board member for a variety of not-for-profit organisations. I am currently a board member for Netball North.
Reflection The Leadership New Zealand programme brings with it a high level of interaction with a wide variety of New Zealand leaders. Having this interaction has meant that the notion I had of leadership has both changed and been challenged. I have learnt that leadership comes in a wide variety of forms and does not necessarily mean that it is someone who is at the top of their industry or organisation. Leadership is also about being individual and creating a new environment so that other people may be able to lead a more fulfilling life. From my perspective at this point in time, leadership is not a journey that is a straight line; it is generous, recognises talent and allows individuals to change and grow, it respects difference and honours values within a commercially bound world. Leadership is also an ever-changing state of mind for the person who has the leadership role and truly becomes moments of not what the challenges are that you face as an individual, but how you face those challenges and resolve them in a way that makes the difference.
Director, Corporate Finance, KPMG
I am a Director in KPMG’s Financial Advisory Services team, specialising in the provision of valuation, acquisition and divestment and financing advice. I have over 17 years of professional experience in New Zealand and London. Whilst training as a chartered accountant in the early stage of my career, I also trained as a town planner, before rejoining KPMG to focus on corporate finance.
Reflection My journey in leadership in 2010 has been a thoroughly enjoyable experience, and has provided a great opportunity to hear the stories of New Zealand leaders and to start the process of having a conversation about the issues and opportunities for New Zealand that need to be addressed. “Dogs don’t bark at parked cars.”
Skills offered Governance.
Archdeacon for Ministry Development, Anglican Church, Diocese of Wellington Beginning my career as a chemistry, physics and maths teacher at Feilding High School, I have been a parish priest in three churches in the North Island, served as chaplain of Wanganui Collegiate School, Principal of St Andrew’s High School in Tonga and for three years as Archdeacon for Mission. I am now Ministry Educator for the Diocese of Wellington; essentially covering the bottom half of the North Island. Married to Jillian, we have four children and two grandchildren. Golf, gardening, reading and watching good movies fill my leisure time.
Reflection Leadership New Zealand has broadened and given clearer definition to my understanding of what leadership is. I now see three important qualities in leaders: high emotional intelligence, strong relational ability and a preparedness to be vulnerable. I have valued being with a group of such diverse people as we have explored all the varied facets of what makes New Zealand the stunning place it is. I have learnt that water is the new gold, that while we may think we are ‘clean and green’ that quality may be up for debate and that our isolation means we need to think smarter about our economic and social future.
Skills offered Facilitating reviews of organisations, primarily using the Appreciative Inquiry model. Assisting with conflict resolution.
Current community involvement
Governance; legal counsel.
Primarily through church and para-church organisations.
Manager Property, Auckland Transport
I am a lawyer and planner by professional training. I have worked as a lawyer in both the private and public sectors. For the past seven years, I have worked at Auckland City Council as the manager of property development and more recently as manager of CBD projects. In November I was appointed to the role of Manager Property for the new Auckland Transport organisation.
Reflection The programme redefined leadership for me, as a personal journey, an enquiry into who I am, what I stand for and what I will personally commit to create value for society. A unique opportunity and privilege to deepen my understanding of the critical issues constraining our collective ability to improve and sustain the quality of life for all New Zealanders. We have met a lot of inspirational, intelligent, humorous and generous people who are creating the space for people to deliver positive outcomes. I believe the experience will enable me to make a more effective contribution within my sphere of influence to a sustainable future for our children and grandchildren.
General Manager Fruitfed Supplies, PGG Wrightson Ltd
I am responsible for the strategic and operational direction as well as the development of our people for the Fruitfed Supplies business unit in the New Zealand horticultural market. The business operates from the Far North to Central Otago, with a highly dedicated and motivated team of up to 200 staff – in the peak of the season – delivering solutions to our horticultural clients focused on food safety, market access and quality produce for the New Zealand domestic and international wine and food markets. A desire to complete my professional qualifications saw me join my current employer about 22 years ago. The reason I have stayed with my employer is because of the people I work with, the values of our organisation, the role we play in the New Zealand economy and the challenge of the various roles I have had.
I am a lawyer and planner by professional training and was recently awarded the Auckland City Council’s Chief Executive Urban Design Excellence Award.
This year has been one I will always remember. Why? The people on the course, the speakers we interacted with and the topics we covered. The key takeouts for me have been – there is no grand plan for New Zealand that we are working to. There is however a collection of people in communities with plans, ideas who are committed to making a difference. It falls on us all to listen, research topics of importance, discuss and get involved in our communities to make a difference. The leadership journey for me has only just started.
Current community involvement
I contribute to the community through my role as Group Manager of CBD Projects Auckland City Council, a strategic implementation unit with responsibility to deliver a 10 year strategy to transform Auckland’s CBD into a premier business location, civic and cultural centre, centre of excellence for education, research and development, and a high quality urban environment. Outside of my job I have no formal community commitment.
Governance; finance; strategic planning; people management and development.
Current community involvement Board member Netball North; Young Horticulturalist of the Year.
Manukura (General Manager), Te Waipuna Puawai Mercy Oasis Limited I am from Ngati Paruaharanui, Ngati Hinerangi hapu and Ngati Pikiao iwi and am a mother to three teens. I have spent over 20 years in management and leadership roles in local government and community development and have an avid interest in social justice. My previous roles have included Roading Services Manager, Bicultural Relationships Manager with Auckland City, Accountant with Onehunga Borough and establishment Project Manager of Ka Mau Te Wero.
Reflection I expected to be exposed to diverse leaders, people, perspectives, knowledges, values, and was. I looked forward to expanding my understanding of issues of significance to all New Zealanders, and I did. I hoped to become a member of a network that I would not otherwise have had access to, and I have. By holding the space and using a process of intentional, focussed, deep and spirited conversations I now know that we can find shared understanding and in spite of our differences, can work together on issues of common interest for the benefit of all. I didn’t expect to have hope restored for our collective future, but it has been. We each recognise that everyone has a contribution to make and collectively can encourage and support each other.
Skills offered Community development; organisational management; relationship building with diverse communities; strategic thinking; project management.
Current community involvement Member of Tāmaki Inclusive Engagement Strategy (TIES) team; member of Hunga Tiaki Rāpā and their elected observer at the Tāmaki Transformation Programme Board. Secretary for Paruaharanui Marae. Trustee on various Māori land trusts. Te Kura Māori O Nga Tapuwae parent and supporter.
Location Tamaki Makaurau (Auckland)
Selina Tusitala Marsh Scott McAlister Tenured Lecturer, Poet, English Department, University of Auckland
General Manager, Cleeve Transport
I am of Samoan, Tuvalu, English and French descent. My mother’s maiden name, also my grandfather’s name ‘Tusitala’, means ‘storywriter’. It is a legacy I have grown into. In 2005 I was the first person of Pacific Island descent to gain a PhD in English at the University of Auckland under the supervision of Albert Wendt and Terry Sturm. I currently teach Maori and Pacific Literature and Creative Writing at the University of Auckland while researching Pacific poetry, women’s writing and global literature. I am also a poet and published my first collection, ‘Fast Talking PI’ (Auckland: AUP) in 2009. In 2010 it won the coveted New Zealand Post Jessie Mackay Best First Book of Poetry Award. I continue to write and perform my poetry throughout New Zealand while living on Waiheke Island with my husband David (fellow Avondale College prefect and sweetheart) and our three delicious boys: Javan (Hebrew for effervescent, full of life), Micah (Prophet of Justness and Mercy), and Davey (Beloved).
Educated at Canterbury University, I graduated with a Bachelor of Commerce in Business Administration. After 18 months as a rep I moved into the management of the family transport business. The role has now evolved into the management of three separate transport companies based in Auckland and Christchurch.
Leadership New Zealand has enabled me to experience different people, different paradigms, and different passions beyond my immediate environs. My experience this year has allowed me to be more comfortable and confident in standing firmly in my own unique leadership style which passionately embraces creativity in poetry and a compassion for marginalised communities. I have learnt so much from some of New Zealand’s most innovative, courageous, ingenious and stalwart leaders. I have also learnt much from my gifted, humble, funny, talented, committed, brave and adventurous fellow participants – some of whom I know I will know for life. For this year, I am humbly thankful.
Running creative writing workshops; editing selfpublished creative writing (poetry/short story).
Current community involvement
I am a regular speaker (as a Pasifika role model and poet) and performer at both primary and secondary schools and other communities (Refugee Background Youth). I regularly edit unsolicited scripts from the Pacific community both within and beyond New Zealand.
Reflection Leadership New Zealand has allowed me time to develop my style of leadership. You learn to question your approach and constantly evolve your style during the year. The broad range of speakers and participants give you insights into areas you have never experienced, leaving you very well equipped for the future.
Skills offered Operations management; general management and strategic planning.
Current community involvement Surf lifesaving; kayaking.
General Manager, Foodstuffs Own Brands Ltd Background I joined the Foodstuffs Group early in 2006, and recently was appointed to my current role leading a team of people who provide a national overlay for specific activities across three regional trading co-operatives. This mainly focuses around the development and marketing of products where Foodstuffs has ownership of the brand identities. Prior to this position I enjoyed most of my working career within the grocery industry, predominantly in sales, marketing and general management roles within various food manufacturing businesses in New Zealand.
Reflection I think this programme has truly been a privilege to participate in and provided a unique perspective on leadership across many dimensions. I have been personally challenged, as the programme has developed and have a positive sense of discomfort in reflecting on wider challenges for our nation. During the year, we often discussed the absence of appropriate debate and lack of longterm thinking or a defined vision. I think the metaphor, picturing a far distant horizon versus the movement of the tides at our feet, will stick with me. It challenges our ability to see further, to foresee more as we approach the horizon and it moves away, to persuade others to follow us while all the time, avoiding the draw of simply the inevitable flowing tides.
Skills offered I have a broad commercial experience, anchored in the grocery sector covering both sides of the industry. This includes exposure to customers through the Foodstuffs Group and also broadly across a number of supplier businesses in various management roles. I have experience in negotiation, sales, marketing, merger & acquisition projects, together with experience in leading teams. I enjoy providing mentor and leadership support on both an individual and group basis.
I have diverse experience in both public and private sectors and have been at ACC for the past eight years. Originally working in the Relationship Management area, I am now leading a team of dedicated people who manage ACC’s levy payer information and invoicing systems.
I am the Manager Call Centres for the new Auckland Council and lead a team of talented people to deliver a high quality customer service to the people of Auckland. My previous roles in local government, banking and telecommunications have been primarily operational and I am very excited about the opportunity I have to work at a more strategic level and help shape the future of Auckland Council service delivery. On the home front, I am married, have three boys and live in West Auckland, a far cry from the city of London where I was born.
Head of Insurance Systems and Information, ACC
Reflection Leadership New Zealand has been a journey of discovery. Each month has provided stimulating and provocative ideas, conversation and debate that have challenged my world view, my understanding of leadership and my thinking for the future. I have been inspired by the environment and challenged to continue my journey.
Skills offered Mentoring; management; leadership development.
Locations Christchurch, Wellington
Manager, Call Centres, Auckland Council
Reflection The year with Leadership New Zealand has provided me with the opportunity to meet a fantastic group of leaders from diverse backgrounds and consistent exposure to speakers of amazingly high quality. To say that this year has challenged my thinking would be an understatement and it has seen me lift my vision from what is just in front of me to what feels like brand new horizons. I feel I have a greater sense of what it means to be a servant leader, what contributing to the community really looks like and just how much potential we have as a nation. I also feel a greater sense of responsibility for developing the next generation of leaders and taking a step up to help make New Zealand an even greater place to live.
Skills offered Coaching and mentoring.
General Manager, Human Resources, Auckland International Airport Ltd
I have worked for Auckland Airport since early 2006, providing strategic HR leadership through several years of changes and challenges. Prior to the airport, I worked in a diverse range of industries, sectors and companies.
Reflection The Leadership New Zealand programme created a space to think deeply and critically on leadership. An inspiring space that working life rarely permits. The type of thinking is like a circle of ‘ripples’ – interesting and inspiring at the core and at the time, but each re-visit of the concepts is deeper, more linked and encompasses more – work, home, life, NZ.... an immersion in perspectives that I have grown from. Thank you.
Skills offered Strategy; human resource leadership; conflict resolution.
I was born in Southland, raised in North Otago and established in the Wairarapa 23 years ago (as part of a 12 month visit on the way back south). I have a 30-year background in the New Zealand forest industry with management involvement in training, all facets of forest operations, processing and marketing, culminating in full value chain consulting over the past 10 years as a private consultant. Interests include a love and commitment to family, the outdoors and land-based industry as part of New Zealand’s history and future.
I am an Indian-Pakeha woman, a committed mother and partner, family member and friend. I am non-judgmental, socially inclusive and respectful. I am a professional who strives for diverse learning and challenges. Being a young leader in my field, I value working collaboratively and sharing knowledge and resources. I have demonstrated my leadership skills and capacity through a range of diverse work, voluntary and networking roles. I am passionate about contributing my new skills back into my organisation, networks and community.
When considering applying for the Leadership New Zealand programme, a former chairman, mentor and friend advised it would do me good “to get out of the ‘valley’ and gain a wider perspective” – how true those words were. It has been a privilege to spend time with such a diverse range of views, ideas, perspectives, support and honest discussion, encapsulated in the attendees and presenters to this year’s 2010 Leadership New Zealand programme. It is a rare thing to have/make the time to reflect meaningfully on so much quality interaction. I have been challenged to reconsider my positions on many things, some have been reinforced, others have taken a qualified paradigm shift – all have added positively. I will always be grateful that the selection panel made this opportunity available to me and look forward to a continuing involvement with Leadership New Zealand in the years ahead.
A dynamic, challenging and stimulating experience. The Leadership New Zealand experience provides diverse opportunities for personal and professional development. I have grown intellectually and emotionally and have learnt more effectively how to stretch myself beyond my usual comfort zone. I’ve met an amazing group of people and engaged on new topics and learning.
Registered Forest Consultant (and aspiring wilderness/fishing guide)
Skills offered Governance experience both on start-up and established boards; land-based perspective to New Zealand opportunities and challenges (strategy, planning, implementation…mentoring); ‘camp fire’ relaxation to Leadership New Zealand alumni.
National Training Manager, Foundation for Youth Development
Vicar, All Saints Ponsonby, Anglican Church – Diocese of Auckland With degrees in Psychology and Theology much of my work has been centred around community building and working alongside people of all ages. I have a passion for working with young people and those on the fringes of society. I make a serious effort to cycle as my main form of transport as well as for recreation.
Reflection This year has been a fantastic opportunity to interact with a cross-section of New Zealand leaders as well as to learn from and be challenged by them. I have been on an amazing journey and the opportunity to reflect on leadership has increased my desire to make a difference for good in my work role, community and country. It was great to experience and learn from sectors of business and industry with which I had no previous contact.
Skills offered Community project management; chaplaincy; celebrant; pastoral care; group facilitation; mentoring.
Youth development; youth participation; training and facilitation; youth sector collaboration; project management; mentoring.
Current community involvement
Current community involvement
Committee member and representative on several national youth sector networks and organisations, Community Plunket and whanau playgroups; involvement in projects in local community.
Church ministry and leadership; Police Chaplain; New Zealand Police Nga Pirihimana O Aotearoa.
Current community involvement Board member of Tourism Wairarapa; chair of the New Zealand Farm Forest Association - Wairarapa Branch; trustee on the ‘Reach House Trust’.
Location Masterton – Wairarapa 19
Head of Business Management, Insurance and Prevention Services, ACC
Post-Doctoral Fellow, Te Ara Poutama, AUT University
Investment Administrator, ASB Community Trust
My working career has consisted of roles in both the private and public sectors. In the private sector, I worked in brand development and marketing manager positions, and in the public sector, customer relationships and business management. I graduated from Victoria University with a Bachelor of Science. I enjoy questioning the status quo and I value relationships, honesty, and free spirited independent thinkers who aren’t afraid of taking risks and standing up for what they believe in. I have a seven-year-old son who is absolutely wonderful and who keeps me on my toes!
I am tangata whenua (Ngati Kahungunu) and tangata Tiriti (Pakeha). I have a Masters in International Relations (Victoria University) and a doctorate in Māori business (University of Auckland). My research shows why and how all businesses can create relational wellbeing and wealth in terms of Five Wellbeings – economic, social, environmental, cultural and spiritual. I teach Māori economic development and management, and am undertaking Fulbright research on indigenous modes of business. My previous roles include 15 years abroad developing tours into countries as diverse as Bhutan and North Korea. I have also worked in personal investment advice, training, and sustainability with my husband Rodger.
I have worked in the investment arena for the past 25 years. I have been at the ASB Community Trust since 2001 supporting the wonderful work of not for profit groups in the Auckland and Northland regions. Prior to that, I spent five years at Sovereign Funds Management as an Investment Analyst. I have also worked in the industry in Sydney and London. A born and bred Aucklander, I live in Ponsonby with Rebecca and our two children.
Reflection The Leadership New Zealand experience has been a fantastic journey. The quality of speakers has been second to none and the experience of being in an environment once a month with diverse, smart, interesting colleagues has been invaluable. My thinking and skills around leadership has strengthened and my knowledge of the issues facing New Zealand has broadened significantly. Overall it has been a thoroughly rewarding experience and I’m extremely grateful to ACC for giving me the opportunity to participate.
Skills offered Business planning; business writing; strategy development.
Reflection My Māori mentors have taught me that a task of the leader is to create Te Ao Marama, a world of learning and enlightenment, through transforming the potential of Te Kore into reality. The leaders I met this year have demonstrated a stunning range of ways to release the potential in people, opportunities, and challenges. Their personal stories about what makes them get up in the morning, what keeps them awake at night, their vision, hopes and aspirations have inspired my research, writing, and speaking. I have been inspired by my Leadership New Zealand colleagues, a diverse group united in a desire to contribute to helping New Zealand fulfil its potential.
Coach; mentor; keynote speaker; training on Māori business approaches.
Current community involvement Speaking to diverse groups on relational wealth and wellbeing; involvement in the Virtues Group and NVC (Compassionate Communication); member of international organisations dedicated to creating equality; member of Academy of Management.
Reflection The insights and experiences shared by the diverse mix of outstanding New Zealanders and the opportunity to question and challenge them among our fine group of participants has been inspirational. The programme has provided me with much thought around the many real issues that face Aotearoa and the world going forward. One key takeaway for the year would be a quote from Dr Morgan Williams, that while personal leadership is important, support and team thinking are the ultimate determinants of success.
Skills offered Operations & process management; investment strategy & planning.
CEO, YWCA Auckland
After some years working overseas, I returned to New Zealand working in the corporate world, then went to the creative sector and am now in the social profit arena, working with women’s leadership development, gender equity and community strengthening. My experiences have given me broad-ranging skills and have required me to have knowledge of all sectors, to stay aware of trends, patterns and market forces. I’ve had to learn to work at all levels and to communicate effectively within all spheres. I’m passionate about sports, the arts and our great wee nation – and everything that affects it. My greatest achievement without doubt has been parenthood – the next generation of amazing New Zealanders.
Reflection This has been a year to raise my eyes to the horizon, and it has been transformational. Through conceptual in-depth dialogue, we’ve been given the gift of vision from some of our country’s leading minds. It’s been affirming of who I am and what I am doing, and totally clarified where I am going. We have been challenged to address the issues, to not shy away, to take our places as leaders in New Zealand, to take responsibility for our inter-generational futures. I have relished the experiences and am committed to the challenge of being a contributor to Aotearoa’s long-term future.
Skills offered Governance; communications; planning; innovation; problem solving; negotiation; partnership development & collaboration.
Current community involvement National Council – NZAAHD; National Council of Women – Auckland Executive; eNACT – Charitable Events Company.
Locations Auckland and Northland
Viticulturist, Mission Estate Winery. Director, Spatial Solutions
I am the Viticulturist for Mission Estate based in Hawkes Bay. I am responsible for strategic and tactical management for company fruit supply, including company owned vineyards and liaison with contract growers. I am also Director of Spatial Solutions precision viticultural agriculture company, offering NDV1, EM38 and GPS mapping of vineyards, orchards and farms in New Zealand. Technical advisor, Gimblett Gravels, Assistant Project Manager of VEP, Massey University training – BapplSc and PGDiploma in Plant Science. Born and raised in Tauranga, aged 28. 2009 Young Horticulturist of the Year.
Reflection We have met some of New Zealand’s great leaders who have shaped themselves, companies, people, society and communities over a wide range of sectors, business and organisation which has been amazing to be part of. The diversity of the people, their experiences and the leadership style each person and speaker has is all available to learn from. It has been a privilege to listen and learn. Leadership New Zealand and the people we have met through this programme highlighted the necessity and importance of a vision and passion to achieve.
Skills offered Budgeting; development/tracking – horticultural/viticultural advice; business management; logistics management.
Location Hawkes Bay
Head of Sales and Service, ANZ Bank
I am a 37-year-old professional woman juggling a career I love with motherhood. It isn’t easy. I grew up in a military family of mixed religion and mixed ethnicity. I have lived in five different countries so am used to adapting. I call myself ‘other European’. I studied Education Welfare at university but discovered I was sorely lacking at teaching practice. As a result, I stumbled into banking and the rest is history as they say... I found that I had two key skills that made me attractive to this industry – I could sell and I could lead. Fifteen years later I am at the top of my profession. I am also the mother of a 2-year-old which is a far more rewarding job. Belonging to a generation that was told ‘you can have it all’ has been interesting. My greatest challenge has been to continue to redefine what ‘success’ means. And, in turn, what failure means. My personal challenge is to master my own drivers.
Leadership New Zealand challenged me. I initially felt marginalised as an Anglo Saxon employee of a ‘for profit’ organisation. The greatest benefit of this programme to me has been the opportunity to build a network from passionate New Zealanders from different industries. I have been challenged intellectually and culturally. Through this, I have found a peace around what it means to be Te Tiriti.
Aligning strategy to action; aligning fundraising to PR.
Current community involvement
None currently. Previously, a mentor for Future Leaders within YWCA.
Leadership Week Dinner
“I have been inspired by the environment and challenged to continue my journey.” ClairE McQuilken “I have grown intellectually and emotionally and have learnt more effectively how to stretch myself beyond my usual comfort zone.” Kirsty Pillay-Hansen “I also feel a greater sense of responsibility for developing the next generation of leaders and taking a step up to help make New Zealand an even greater place to live.” Steve Merchant
“The programme has provided me with a deep and meaningful insight into the engine room of leadership in Aotearoa, New Zealand.” Tui Ah loo “The Leadership New Zealand programme created a space to think deeply and critically on leadership. An inspiring space that working life rarely permits.” Judy NicholL “I have been challenged intellectually and culturally. Through this, I have found a peace around what it means to be Te Tiriti.” Melanie Woodford
“I have been challenged to reconsider my positions on many things, some have been reinforced, others have taken a qualified paradigm shift – all have added positively.” Stuart Orme
“I have become aware of my personal leadership values, accepted that I have and will continue to make mistakes and that learnings from these mistakes make you a better leader.” ANGELA BULL
“I have been on an amazing journey and the opportunity to reflect on leadership has increased my desire to make a difference for good in my work role, community and country.” Diana Rattray
“Leadership is also about being individual and creating a new environment so other people may be able to lead a more fulfilling life.” BARBARA DELANY
«««« leadership week SPEAKER
our lucky country
uck, according to the Macquarie Dictionary is “good fortune, Is it lucky that this beautiful and productive land also makes us advantage or success considered as a result of chance”. The dependent on two particular industries? Oxford Dictionary calls it “chance thought of as a force that What are the alternatives? Various other opportunities have been brings either good or bad fortune”. presented – financial services hubs, new-age IT developments, more It seems a little ironic to be focussed on luck during a leadership mining of our resources – onshore and offshore. week, as leadership is generally regarded as either an innate skill or None of these ideas has been really transformational and perhaps a disciplined approach. I think of golfer Arnold Palmer’s often used we are blinkered by our history and the environment we think we quote that “the more I practise the luckier I get”. are lucky to have. When we analyse the opportunities that other But here I think we are using luck as a proxy for a leading environcountries, which we would regard as much less “lucky”, have created ment – a country that strives to be world class by using its resources for themselves we often excuse our lack of recent performance on to the best advantage and is constantly looking for the next way to the remoteness of New Zealand. It is just as well that our agricultural make it better still. We’ve all heard the saying “you make your own forefathers didn’t use this distance as a reason why they could not luck”. Luck is not, however, all it takes to be successful. For a leader sell lamb to the United Kingdom, but instead, got on and developed or a country there needs to be an environment and a mindset to the shipping of frozen meat. allow luck to flourish. It could be argued that we have the advanPerhaps we should be thinking in much bigger terms – to have a tage of low barriers to luck as New Zealand remains one of the most strategy that will propel New Zealand back to the top of the OECD deregulated countries in the world. like it was before – not near the bottom like now. To start a company you only need a dollar or two, one director and To create this strategy we should look and learn from other coun15 minutes to register the company via the internet. Compare this tries’ experiences. We talk about the “luck of the Irish” – but Ireland with many other countries, particularly in Europe. New Zealand has made its own luck becoming one of the most successful countries in a higher proportion of small businesses than many, but not all, OECD the world. It is a pity that the model did not prove to be sustainable. countries – but perhaps this is beWe should learn from and avoid the cause we don’t grow large companies. “It’s not enough to rely on the luck of same mistakes. What does New Zealand have that More recently, Finland’s Nokia has being a beautiful country... or rest on been could create the view of it being on the wrong side of the speed our laurels based on our history.” “lucky”? of change in technology. Nokia is People or, more correctly, demogFinland’s biggest company – and a driver for raphy. We have a demographic that reflects global markets and that that economy. However, analyst group IDC is now forecasting that is willing to try new products and technologies. For example, New Apple will overtake Nokia as the number one smartphone provider in Zealand had one of the first eftpos systems in the world. a number of countries by the end of the year. We could have four million “testers” who trial new products and Then there is Singapore – an island of 710 square miles, although initiatives. This characteristic presents New Zealand with the posthat is constantly increasing through reclamation. The growth sibility of access to fresh thinking and ways of doing things ahead of and development in Singapore is staggering. Billion-dollar annual the pack. surpluses and a vibrant economy are fuelled by infrastructure, open We obviously have the advantage of a great natural environment, immigration policies, targeted education and a government-led stratuncrowded and clean. It is hardly surprising that two of our big egy and, most importantly, a passion to be world class. earners of GDP are agriculture and tourism. Are they lucky or have they accepted what they have and given As was highlighted in the KPMG Agribusiness Agenda, and subsethemselves every opportunity to succeed? quently echoed by Fonterra chairman Sir Henry van der Heyden, New If we are to make our luck and move towards that balanced SinZealand’s current strength is in low-cost pastoral farming. gapore basket rather than a Celtic boom-and-bust creation, we will There is, however, increasing pressure on ownership of land, control need vision, planning and action. of water and pace of scientific development as the world’s population We are fortunate to have a values-based culture, creating a positive demands security of food supply. We know that we should reduce environment for making our own luck. Integrity and honesty makes our dependency on agriculture (at least in commodity form), even us one of the least corrupt countries in the world. though it has been our historical lifeblood. An egalitarian mind-set means while we are not exactly a classless And what about our other big earner – tourism? society we are probably the closest thing to it. It can be such a fickle thing, liable to slumps from disease, GFCs, Our Number 8 fencing wire “can do” attitude shows we have great currency changes, carbon miles, natural events, crime, violence, and inventiveness and DIY skill. How else would Weta Workshop and anything else that stops people from travelling. TradeMe soar? 24
«««« LEADERSHIP WEEK SPEAKER
We punch above our weight in some areas, notably sports – New Zealand has won the most Olympic Gold medals, per capita, of all participating countries. We can be fearless in believing in ourselves – how great was the confidence shown by the All Whites in taking on the top football teams in the world? We’re nimble but conservative when needs be. Four million people with these values should set up New Zealand for the future, but as a comparatively small population we believe we have to look beyond our boundaries for opportunities and solutions. This view has led to the current situation with the Kiwi diaspora containing some of our most talented people – as evidenced in the KEA list of World Class New Zealanders. Importantly, we need to provide the incentive for our KEAs to return – preferably before retirement years so that they can help build our economy during their most productive years. The US and European stars are waning and will be in darkness for the next 5-10 years with their debt/GDP issues, structural unemployment and a focus on their domestic recovery. Asia, in particular China and India, is in the ascendancy with the middle class growing both in earnings and consumption. And as luck would have it, they happen to be relatively close to our doorstep. A little further away, but not out of reach, is the emerging economy of Brazil. New Zealand should be providing services, technology and knowhow from food, energy, water, education and health. Our tourism offering to the middle-class Chinese and Indians should have the same appeal as it did for the Japanese traveller in the 1980s and ’90s. At a higher value/luxury level than the backpacker. Do we open our borders? Should we sell New Zealand’s lifestyle services – a safe haven in a troubled world? Or capitalise on our four million testers, with global companies, to test innovation in technology? I am not necessarily advocating any of these options, but it is important to look outside the historical square. The question is – what
do we want to put in our balanced basket? What impact will it have on our existing society and will we accept the potential impact? These are important questions, because if we don’t know where we want to be, then how can we possibly get there? So given our history of luck – whether it is by chance or one we have made ourselves, what are the drivers for New Zealand going forward? It’s not enough to rely on the luck of being a beautiful country, the luck that we have had to date, or rest on our laurels based on our history. We should learn from other countries’ mistakes, challenges and successes and apply those lessons for New Zealand. We should capitalise on our uniqueness but be open to debate on a range of topics from the size of our population to lateral opportunities to sell our lifestyle, knowledge and demography. Our leaders need to enunciate a clear vision for New Zealand and work on bi-partisan political agendas such as savings and investment. They need to support our financial health with well considered policies. We must provide the opportunity to keep or retrieve our skills and capabilities for New Zealand. Where we have world-class New Zealanders overseas, we need to access their desire and passion to benefit New Zealand internationally. It will be a balanced scorecard that makes us lucky going forward, and we need to make our own luck in this respect. It will take leaders – like you – driving the financial and social health of this country so it supports a society that offers opportunity for all New Zealanders and a vision to be world-class. Taking a completely different view – are we really lucky? In Australia, winning Lotto is a 1 in 8 million chance. In the UK it is a 1 in 14 million chance. And in Texas, USA it is a 1 in 26 million chance. In New Zealand we have a one in 3.8 million chance of winning Lotto. Perhaps we are the lucky country after all. This speech, edited to fit, was delivered by KPMG chief executive Jan Dawson to the Leadership New Zealand Leadership Dinner in July. 25
«««« ALUMNI MESSAGE
On being an indigenous New Zealander
y personal relationship with New Zealand begins in 1853. My first ancestor to place his feet on New Zealand soil was James McKenzie in 1853 at the age of 26. He was a tailor by profession and was joined a few years later by his 20-year-old wife and daughter. His wife went on to have 12 children and died of influenza at 43 years of age. Today, one of my children carries the McKenzie name. In fact all my ancestors came to New Zealand between 1852 and 1866. Today, I am an indigenous New Zealander – I am not a Pākehā. The Māori Dictionary Online defines ‘Pākehā’ as ‘a New Zealander of European descent’, and is derived from the Māori word pākepakeha, meaning fair-skinned folk. However, there is more to the term than what this definition implies. The term ‘Pākehā’ was used in the Māori version of te Tiriti to describe representatives ‘of the citizens of the United Kingdom of Great Britain and Ireland’. So while my ancestors may have left the United Kingdom over 150 years ago, I feel I belong here. I have no other country, I belong to this country and this country belongs to me. So positioning myself as a non-Māori, or a Pākehā does not empower me. I have found I cannot define myself by what I am not; only by what I am. As an indigenous New Zealander, I feel a responsibility to work hard on behalf of those who have gone before me, those who are living now and those who will live beyond me. I was told by my father, a King Country sheep and cattle farmer, that we do not own the land, but the land owns us; in other words we must look after the land for its own future, not for ours – we are but temporary guardians. He told me this while sitting on a steep hill behind our house as the sun went down, he was trying to put into words his feelings for the land that lay below us. That evening those ethics seeped into my unconscious, and drive my actions today. My ‘indigenousness’ led to the establishment of a New Zealand think-tank that not only explores long-term scenarios but takes into consideration the wider New Zealand context. Central to this is the recognition of the diversity of New Zealanders, the diversity of issues we face and the unique challenges this diversity can present. It is with this in mind that we undertake research and policy analysis, exploring the complexity of our local context with the aim of contributing to the wider, ongoing debate on our future, both in terms of our people and our land. Our research to date has helped me appreciate the exceptional leaders we have had in the past. I would like to see the contributions of New Zealand’s past leaders more widely recognised, quoted and honoured. I want to see a sculpture of King Tāwhiao (18221895) outside Te Papa. He became the second Māori king in 1860 (150 years ago this year) and reigned for 34 years during one of the most difficult and discouraging periods of Māori history. King Tāwhiao left a legacy of principles and a vision for Tainui; the rebirth of a self-sufficient economic base, supported by the strength and stability of the people. 26
Alongside King Tāwhiao, I would like to see Julius Vogel (18351899). As the 1860s drew to a close, New Zealand faced a depression – gold production fell and wool prices slipped. In response, Julius Vogel, the then Colonial Treasurer, believed that New Zealand could only grow if it was able to attract people and capital. In 1870, he obtained massive loans from the UK to embark on an ambitious public works programme, which invested heavily in railways and roads. He was in effect solving many problems with one bold plan – arguably the first blueprint for New Zealand. Vogel did not stop there. In 1889, while in retirement, he published a futuristic novel Anno domini 2000. This was four years before New Zealand women won the right to vote. Here he predicted that by the end of the millennium women would hold the highest posts in the New Zealand government and that poverty would have vanished. Here are some of his other predictions: • Air travel is universal, in lightweight aluminium ‘air-cruisers’ powered by ‘quickly revolving fans’. (This was 16 years before the Wright Brothers’ flight.) • Hydroelectricity is a major power source and large dams are constructed on the outflow from Lake Wakatipu. • Tourism, fishing and horticulture are important sources of foreign exchange for New Zealand and we become a world-class wine producer.
• By changing soil chemistry, central North Island land is brought into productive use. • New Zealand is a leader in Antarctic research. More recently we have had people like James Duncan (1921-2001), the Chair of the Commission for the Future. The Commission’s work is fascinating and remains relevant today, so in honour of its significant work we named our reference library – the James Duncan Reference Library. Last year, at the launch, we published a think piece, claiming ‘New Zealand is No Longer New’ and as such, while we need to celebrate our past, we also need to have clarity about our future. While looking for a theme for our upcoming workshop on this very topic, I picked up a reprint of a 1977 book, titled The Luck Factor. The American author, Max Gunthner, put forward five traits that can make people luckier, and it got me thinking about whether they could also be used to help make a country lucky. So here they are, re-interpreted by me, on how to make a country lucky: 1. The spiderweb structure: The government focuses on developing great networks both nationally and internationally, the wider and broader the better. 2. The hunching skill: The government supports culture that allows, accepts and supports people and companies acting on hunches. Importantly a hunch is not based on a hope or wish; rather it is based on a process where final decisions are made by weighing up both hard and soft data, in other words, a ‘gut-feel’ is both allowed and nurtured. 3. Fortune favours the bold: The government adopts a considered, flexible, responsive and bold approach as the way forward. Public servants continuously monitor the landscape, test assumptions, look for lucky opportunities and when appropriate act boldly. Gunthner cautions that there is a distinction between being bold and being rash. 4. The ratchet effect: The government is inquiring, observant and responsive to positive and negative impacts of policies. In particular, rather than getting into a rut, managers are quick to acknowledge mistakes, cut losses and move on. 5. The pessimism paradox: The government adopts a precautionary approach. Government policy needs to take into account the worst case scenario, as no country is immune from plain bad luck. Taking a precautionary approach is necessary in order to protect a country; and as such, helps make a country lucky. Interestingly, the phrase ‘a lucky country’ has history. Australian author Donald Horne, branded Australia ‘The Lucky Country’ in 1964. The label was applied ironically as he considered Australia to be lucky rather than clever. Forty years later, Horne noted that ‘the lucky country’ provides a descriptive phrase, condemning Australia for what it was, whereas the clever country is a prescriptive phrase, suggesting what Australia might become. I believe that New Zealand needs to be both clever and lucky. New Zealand needs to be clever at creating a ‘lucky culture’ along the
Hierarchy of Necessary Conversation ion
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lines of the five traits described above, and lucky enough to have leaders able to build a ‘solid constitutional foundation for the 21st century’. The Institute believes this could be delivered through a new treaty – a written constitution. Importantly, underlying this discussion is recognition of three types of conversation. The relationship between these types of discussions can be conceived as three linked layers of dialogue, that together comprise a conversation about the future of New Zealand. A national conversation is clearly the most important; as the author of Global Citizens wrote, “remember that ‘one’ comes before two”; a reminder that all individuals have rights and responsibilities as New Zealand citizens. A Treaty conversation is next in importance because of our history and commitment to living and working together as ‘two peoples’. Thirdly, the multicultural conversation needs also to be addressed, particularly in view of the increasing numbers of migrants coming to New Zealand from the Pacific and Asia, and our responsibilities to all other ethnic minorities who have committed to this country. In order to develop consensus about New Zealand’s long-term future, it is critical that a range of initiatives are put in place to build dialogue between the layers, so as to create a cohesive and robust foundation upon which to discuss and resolve current and emerging complex issues. One such initiative came out of the Māori Party/National Party Confidence and Supply agreement in November 2008, which was a commitment to get together a group to consider constitutional issues. Another is the Institute’s initiative. Late in March the Institute is running a workshop. We believe New Zealand needs thinkers that can communicate and doers that can listen, so that New Zealand is both lucky and clever in the years to come. If this sounds like you, please join us – see www.strategynz.info. Wendy McGuinness is the Chief Executive of the Sustainable Future Institute, an independent think tank specialising in research and policy analysis. She completed the Leadership New Zealand Programme in 2007. 27
New Zealand, By Selina Tusitala Marsh
New Zealand, the lucky country Aotearoa, land of divine memory where Papatuanuku and Rangi lovers of land, sky and sea progenitors of Maori. Yes – NZ’s a lucky country Lucky, the brothers were restless sons Lucky, they warred even when dark had won Lucky, they longed for the light of the sun and the warmth of the open air. Lucky, Tane was the heart-led son fighting for bloodless resolution Lucky, he had the strength to stand and pry his parents apart. E iki, e iki e! Te turou o Whiti! Hiki nuku e! Hiki rangi e! Hiki nuku e! Hiki rangi e! Ha-ha! Ka hikitia tona uril Ka hapainga tona uri! I-a-ia! I-aia! Lucky the lovers loved so much Missing the caress of each other’s touch for Rangi cries tears from the sky so freely and Papa’s fecund soil’s so healing giving us Tane-Mahuta’s forests of jade green rivers, lakes, underground springs a green belt round the nation’s hips kissed all over by Moana’s blue lips from Te Wai Pounamu to Te Ika o Maui; Greenstone to fishtail – lucky, lucky country See the Pohutakawa blush deeply along cliff edges rising steeply where the dead depart for Hawaiki from Cape Reinga to Rakiura’s sea
Yes, NZ’s a lucky country If you’re not Tangata Whenua Your Tangata Tiriti Whether British, South African or Somali Chinese, Indian, or Israeli We’ve got the diversity no ethnic cleansing policy – Well, except for around 1833 that ‘infected blanket’ strategy Britain’s ‘Manifest Destiny’ Taking land by any means necessary the historical platform for Maori fighting land wars, foreshores, Bastion Pointing the way to O, blessed Tiriti o Waitangi setting a fire in your belly against paternalistic tyranny Just do it said Sir Tipene Way before Nike Yes – NZ’s a lucky country This land, home to tauiwi From 1858 Wellington Guajarati to Al Wendt’s flying fox in a freedom tree Pule’s tapatalk canvassed ten metres by three where 250 thousand at Western Springs drink deep from the well: hear them sing Samoans, Tongans and Kiribati Fijians, Rotumans, those from Tahiti and the fusion from Niue to Scottish Highlanders makes Fij-ongans, Raro-moans, and Pakeha- islanders We had our Muldoon but he was no Mugabe we’re fourth in the world with the least political conspiracy we wear our sloganed t-shirts freely In Queen street I see: Politicians are the same all over They promise a bridge where there is no river
the lucky country Dedicated to the inaugural Alumni Scholarship Supporters and the Leadership New Zealand class of 2010.
And this one, from Taupo, down by the lake: In NZ anyone can be Prime Minister – it’s a risk you take NZ’s a lucky country Where our birth-right civic duty Lets you vote, or not – it’s free There’s no one purple finger vote No machete held at your family’s throat No AK47 to persuade you at the polls No standing in the dust, waving the same flag as the presidential Rolls NZ’s a lucky country We’re inconvenient geography No land-locked topography We’re far but close enough to see That our dairy economy Makes the milk, in this land of honey Kiwi-Shakespeare shearing in farming families Gumboot brigading, black singlet parading No. 8 wire mentality In Enterprise and Industry Fred Dagg haggling in the city And we’ve got water like no other Wind turbines and solar polar – And Antarctica: Terra Incognito Our polar explorers – our global heroes It’s a land of opportunity Hard work meeting synchronicity Where we can still think differently ‘Cos we’re Te Moana Nui a Kiwa’s Kiwis Totara waka parked next to chromed humvee Next to Vespa next to Cooper’s mini where beaching beauty’s for free: Reservations of canvas teepees Jandals flip-flopping Rachel Hunter tip-topping Bare feet lapping the sea Stamping our Holy ozone CV Bro’town cartooning our TVs Eagle vs. shark mentality Jim Baxter’s Jersalumming it in Ponsonby Sam Hunt’s DB Bitter poetry Mansfield’s Devonshire scones over a cuppa tea Corduroy jacket dignitaries
Swarming hive blue-suited bees Yep, NZ’s a lucky country It’s a plucky country Cuba street busking, husking money Where you can buy McDs and KFC next to pork bones, puha, and palusami taro, kumara and chopsuey swirling Indian curries Korean woking – no msg in this free market of inclusivity and we do so good globally Didn’t the All Whites do all right in the World Cup 20-10? Winston Reid did the deed, and we all remember when NZ’s a lucky country when Our nation’s greatest anomaly Is the freedom ‘to be’ or ‘not to be’ To be nouveau culture or customary To walk with burqa or face and hair free Low cost education high school to kindy Hospitals, recycling, and libraries NZ’s a lucky country, But like Sir Tipene and Sir Paul Reeves We’ve got to horizon-seek Otherwise it’s ‘Goodnight Kiwi’ And everything we think is free Lies hostage to a world economy We need inter-generationality Eco-sustainability For our fossil fuels and energy In this land of space, water, and sea We need a bit of Hillary Who, like everyone else, had a fear of heights and knocked the bastard off’ anyway ’Cos When we grow up We will learn to do the same Yes we will.
Alumni Snapshots Lynette Adams
Chief Executive, Sports Waitakere (Auckland) Skills offered: Sport and recreation; not-for-profit knowledge; governance; community development and leadership; strategy and collaboration. Current community involvement: Bowls New Zealand Board; Waitakere Hockey Turf Trust Board; collaboration of community initiatives; sports administration. Location: Auckland
Director, MG Consultants Skills offered: Strategy; leadership development; organisational learning; change management; facilitation; project execution. Current community involvement: Trustee – Huntington’s Disease Association; NZ Institute of Directors. Location: Auckland
General Manager Sales – Agriservices, PGG Wrightson Skills offered: Sales management; strategy; market development. Current community involvement: Trustee, Jumpstart Charitable Trust; trustee, Leadership New Zealand. Location: Christchurch
National Manager, Operational Capability Development, Accident Compensation Corporation Skills offered: Rehabilitation and case management expertise; leadership development; mentoring and project management. Location: Wellington
Group Manager, Capability New Zealand Post Skills offered: Strategy; human resource management; organisational development; leadership development; coaching. Current community involvement: Manager (and supporter) for sons’ sports teams. Location: Wellington
Business Services Manager, Manaia Health Primary Health Organisation (PHO) Skills offered: Accounting support and systems advice; small business management support (including HR); project management. Current community involvement: Voluntary accounting and fundraising support for several local not-for-profits and clubs. Location: Whangarei
Edward Cook Youth Development Consultant Skills offered: Facilitation; training; public speaking; change management; advocacy; left arm medium pace bowling. Current community involvement: Director of Scouts New Zealand and a not-for-profit house. Location: Wellington
Bruce Cullen Executive General Manager, Downer New Zealand Skills offered: Project management; general management; professional civil engineering experience. Current community involvement: Fellow, IPENZ. Location: Auckland
Juanita de Senna Community Transport Planner, Auckland Transport Skills offered: Inter-agency collaboration; Maori development; bi-cultural framework and lateral violence. Current community involvement: Chair of Injury Prevention Network of Aotearoa New Zealand (IPNANZ); board member of Nga Mahi Kia Tupato o Tamakimakaurau; co-chair of the Maori Steering Group for Community Wellbeing and the Trip to Work in the Counties Manukau Region. Location: Auckland
Jason Greene Assistant Grower – Status Produce, Turners & Growers Skills offered: Marketing; leadership; a youth’s perspective. Current community involvement: Encouraging the younger generation into our primary horticultural business, with a focus on the nursery and garden industry sector. Location: Auckland
Simon Hepburn Director, Mackley Carriers Skills offered: Budgeting; financial reporting; operations management and general management. Location: Christchurch
Stephen Hollands Development Manager, Operations, Accident Compensation Corporation Skills offered: Leadership; operational management; individual mentoring programmes; injury claims management. Current community involvement: Volunteer with Refugee Services NZ; member of New Zealand Forest & Bird Society; business advisor to Refugee Women’s Sewing Group. Location: Wellington
Group Manager Commercial Development, Wellington Zoo Trust Skills offered: Marketing; fundraising; communications planning. Current community involvement: Labour Party volunteer. Location: Wellington
Employment Consultant, Workwise Employment Agency Skills offered: Innovation; personal development; group facilitation. Current community involvement: Shambhala Meditation Centre. Location: Auckland
Grants Advisor, The ASB Community Trust Skills offered: Funding advice; sports coaching; community development support; community organisation advice and support. Current community involvement: Hapu/marae development advice and support; school whanau committee member; coach of Under 21 North Harbour Touch. Location: Auckland
Regional Manager Northland & Auckland, Te Wananga O Aotearoa (Auckland) Skills offered: Community engagement; women’s leadership & transformation; Treaty responsiveness; diversity. Location: Auckland
Christian Penny Clive Jones General Manager/Dean, Faculty of Humanities & Business, Universal College of Learning Skills offered: Courageous leadership; strategy; disruptive innovation; change management. Current community involvement: Speaking engagements on climbing Mount Everest; what mountaineering teaches us about leadership; why leadership is important to the future of New Zealand. Location: Palmerston North
Iulia Leilua Director, Silk Associates Skills offered: Maori, Pacific and indigenous journalism; communications strategy development and implementation. Current community involvement: Ngati Haua iwi activities: Pacific Island Media Association. Location: New Zealand and Pacific region including Pacific Rim countries.
Andrew McKenzie 4 Square General Manager, Foodstuffs (Auckland) Skills offered: Retail; operations management; strategic planning; leadership development. Current community involvement: Assisting with kids’ sports club and local school and kindy work. Location: Auckland
Chris Martin Director, Xpanda Security Skills offered: Strategy planning and execution; financial performance management and measurement; operational efficiency; governance. Current community involvement: Member of three security associations. Location: Auckland
Associate Director/Head of Directing, Toi Whakaari:NZ Drama School Skills offered: Direction; facilitation; group work. Current community involvement: Mentor and leader of development projects in the theatre and related arts. Location: Wellington
Tama Potaka General Manager Corporate Services, Tainui Group Holdings Skills offered: Strategic planning; project management; facilitation; governance; organisational development &/or review; board development; legal advice; event management. Current community involvement: Co-chair, Maori Law Society. Location: Hamilton
Michelle Quirk Business Development Manager, First Foundation Skills offered: Corporate; professional services; not-for-profit strategy (including strategic review); business transformation; board/CEO advisory. Current community involvement: Mentor for First Foundation. Location: Auckland
George Riley Iwi Development Coordinator, Te Runanga a Iwi o Ngapuhi Skills offered: Facilitation; presentation; reporting; planning; analysis. Current community involvement: Tupuna whanau respresentative for descendants of Kiritapu Te Nana on Te Tii Waitangi (B3) Trust since 1993. Location: Northland
Company Director, Holy Cow Media Skills offered: Writing; producing; communication; creative skills training. Current community involvement: Secretary of the New Zealand South Asia Trust that is creating space for South Asian youth in New Zealand. Location: Auckland
Director, Corporate Finance, KPMG Skills offered: Financial; commercial; optimising the interface between public and private sectors. Current community involvement: Deputy chair of Volunteer Wellington. Location: Wellington
Karanina Sumeo Senior Policy Analyst, Ministry of Pacific Island Affairs Skills offered: Governance; mentoring; peer support. Current community involvement: Board member, Violence Free Waitakere; Leadership New Zealand SkillsBank contributor. Location: Auckland
Tony Te Au
Rachel Wotten Director, Wonderful Works Skills offered: A unique ability to think outside the square, see the bigger picture, unlock creative ideas and read people – provides organisations, their employees or customers the ability to see and live a clear vision, mission and purpose in order to be more successful. Current community involvement: Ruakura Hauora O Tainui, Manukau; various community centres in Auckland (free health and yoga workshops). Location: Auckland
General Manager, Tasman Insulation New Zealand (Pink Batts) Skills offered: Strategy – commercial and financial. Location: Auckland
“Integrity and honesty makes us one Richard Vialoux
of the least corrupt countries in the
Priest in Charge of the Albany Greenhithe Anglican Mission District, Anglican Church of Aoteaora New Zealand Skills offered: Building project management. Current community involvement: Member of Albany Community Coordinator Board and Albany Village Business Association Board. Location: North Shore City
world. An egalitarian mind-set means while we are not exactly a classless society we are probably the closest thing to it. Our Number 8 fencing wire ‘can
Tracy Voice General Manager Business Enabling, New Zealand Post Skills offered: Strategy; leadership development; information technology implementations; operations; project management; process management. Current community involvement: Board member of Wairarapa Trinity Schools; Cub Leader in Scouting NZ. Location: Wellington
Michelle Wessing General Manager Solutions, Standards New Zealand Skills offered: Project management; change management; leadership development. Location: Wellington
do’ attitude shows we have great inventiveness and DIY skill. We punch above our weight in some areas, notably sports. We can be fearless in believing in ourselves. We’re nimble but conservative when needs be.” Jan Dawson
Group Tax Manager, ZESPRI Group Skills offered: Financial & tax advice; business case development; strategy development; facilitation; mentoring. Current community involvement: Member, NZ Institute of Chartered Accountants; Bay of Plenty Committees and National Tax Committee. Location: Tauranga
National Customer Services Manager, Housing New Zealand Corporation Skills offered: Strategic planning; operational management; change management; project management. Current community involvement: Volunteer, Salvation Army. Location: Wellington
Marija Batistich Senior Associate, Bell Gully Skills offered: Governance; legal advice (particularly on environmental and local government matters). Current community involvement: Environment & Resource Management Committee of Auckland District Law Society; Auckland Committee of Resource Management Law Association; Croatian Cultural Society. Location: Auckland
Alistair Drake Chartered Accountant, Department of Conservation Skills offered: General management; coaching; facilitation and financial advice. Current community involvement: Trustee, NorthAble Trust. Location: Whangarei
Gillian Dudgeon Chief of Staff â€“ Risk Management, ANZ
Moi Becroft Project Manager, Maori & Pasifika Education Initiative The ASB Community Trust Skills offered: Community development; funding advice for not-for-profit sector. Current community involvement: With organisations that are involved in education with Maori and Pacific Communities within Auckland and Northland. Location: Auckland
Michael Berry Vicar, St Philipâ€™s Church, Anglican Diocese of Auckland Skills offered: Chaplaincy; celebrant; pastoral care; Christian ministry. Current community involvement: Church ministry and leadership; member of Auckland East Rotary Club. Location: Auckland
Leanne Campbell Community Development Manager, Hutt City Council Skills offered: Youth leadership development; governance; fundraising; facilitation; event management. Current community involvement: Vice President, Rotary Club of Hutt Valley. Location: Wellington
Skills offered: Strategic planning; project management; financial; governance. Location: Wellington
Irene Feldges Manager, Manukau Community Mental Health Skills offered: Strategic planning; change management for NFP; research; policy development. Current community involvement: Board member ECPAT Child Alert; Unitec research ethics committee. Location: Auckland
Carl Graham Building Inspector, Residential, Auckland Council Skills offered: Building industry advice. Current community involvement: Board member, Manukau Beautification Charitable Trust and Manukau Community Families Trust. Location: Auckland
Tim Hamilton Chief Executive Officer, Basketball New Zealand Skills offered: Strategic planning; project management; facilitation; fundraising; governance; change management; event management. Current community involvement: Member, Leadership New Zealand SkillsBank Advisory Group. Location: Auckland / Wellington
Business Development Manager, Bell Gully Skills offered: Media relations; professional services marketing. Location: Auckland
Alumni Snapshots Stephen Henry
Group Manager Customers, Enterprises & Strategy, New Zealand Post Skills offered: Strategic planning; project management; sales; marketing; governance; organisational development/review; change management; board development. Location: Wellington
Independent Contractor Skills offered: Project management; community stakeholder engagement; governance. Current community involvement: Dress for Success; Church Woman’s Group; Pasifika Women’s Auckland Branch. Location: Auckland
Deputy Mayor, Auckland Council
Founder & Artistic Director, Okaraka Dance Company Skills offered: Mentoring (art, dance & choreography); art performance management. Location: Auckland
Skills offered: Local government knowledge; political lobbying; community development; community consultation experience. Current community involvement: Trustee, Waitakere Anti Violence Essential Services Trust; Community Waitakere Trust; Swanson Community Railway Station Trust; Volunteer, several other community organisations. Location: Auckland
Deborah Ingold Consultant Support Manager, Hay Group Skills offered: Project/organisation skills; people management. Current community involvement: Membership officer, Bays North Harbour Parents Centre. Location: Auckland
Hilda Johnson Bogaerts General Manager Residential Care, The Selwyn Foundation Skills offered: Governance; change management; board development; project management; mentoring; system review. Current community involvement: Director/Board Member, Eden in Oz and NZ. Location: Auckland
Murray Jordan Managing Director Designate, Foodstuffs (Auckland) Ltd Skills offered: Strategic advice. Current community involvement: Trustee, St Heliers School. Location: Auckland
Dave Miller Agri Business Consultant, AgFirst Skills offered: Strategic planning; governance. Current community involvement: Volunteer, Mangatautari ecological Island Trust; rural mentoring, Harini Tennis Club support. Location: Waikato
Sina Moore Consultant and MBA Student Skills offered: Governance; leadership; strategic management; business and organisational development. Current community involvement: Chair, C-Me Mentoring Foundation Trust; trustee, Pacific Music Awards Trust; Board Member, Pasifika Women’s Auckland Branch; youth mentoring and business development projects. Location: Auckland
Sacha O’Dea Scheme Manager, Accident Compensation Corporation Skills offered: Strategic planning; project management; facilitation; governance; change management; analysis and problem solving. Location: Wellington
Deidre Otene Skills offered: Collaboration; youth engagement; community development. Location: Australia
Lance Kennedy Service Manager, Dargaville Community Probation Centre (Department of Corrections) Skills offered: Management and leadership; human resources; mentoring and change management. Current community involvement: Manager, Kaikohe Rugby Senior Team; Rewarewa D Whanau Trust. Location: Northland 34
Malcolm Paul General Manager – Information Management Solutions, Foodstuffs (Auckland) Ltd Skills offered: Strategic thinking; systems and information technology strategy; planning and operations. Location: Auckland
General Manager Pacific Health, Counties Manukau District Health Board Skills offered: Management; advocacy; strategic planning and project management. Particular skills working with Pacific peoples. Current community involvement: Working with church groups to support health programmes in the community. Location: Auckland
Waitemata Police District Forensic Team Leader, New Zealand Police Skills offered: Governance; project management and administration. Current community involvement: Chair, Ngapuhi ki Waitemata Charitable Trust; trustee,Te Runanga a Iwi o Ngapuhi; trustee, Guardians of the Sea. Location: Auckland
Emma Taylor Viticulture Project Manager, Villa Maria Estate Skills offered: Research; communication (scientific into common language). Current community involvement: Organiser, National Young Viticulturalist Competition; board member, EIT Advisory Board; committee member, NZ Winegrowers Research Committee. Location: Hawkes Bay
Aaron Topp Director Sales & Marketing, Hatuma Lime Company Skills offered: Communication; marketing; writing; strategic planning; collaborative or individual problem solving. Location: Hawkes Bay
Essendon Tuitupou Social Entrepreneur Skills offered: Business and community development. Current community involvement: Leadership Factory (developing community leaders); leads a community based health and fitness initiative in South Auckland; advisory board member for several not-for-profit organisations. Location: Auckland
Michelle van Gaalen Group Manager Retail, New Zealand Post Skills offered: Customer and market strategy; branding expertise; business strategy. Current community involvement: Trustee, Chamber Music New Zealand. Location: Auckland
“We are lucky in this little country with its many assets. We need to practise being lucky. We need to realise how lucky we are and how much luckier we need to be to sustain ourselves long term through vision and leadership. And then there’s the luck of being ourselves and appreciating the fantastic heritage we inherited from tangata whenua, the adaptability, the strength and the tolerance of a people who are the intrinsic part of our unique identity.” Hilary Sumpter
Waikato Branch Manager, Accident Compensation Corporation Skills offered: Injury rehabilitation; performance management; operations management. Location: Hamilton
Alumni Snapshots Andrew Aitken
Executive General Manager, Vero General Insurance Skills offered: Governance; business excellence; valuesbased leadership. Current community involvement: Auckland Rotary. Location: Auckland
External Communications and Marketing Manager, Department of Conservation Skills offered: Marketing and communications strategy; social marketing; marketing research; online marketing. Current community involvement: Chair, Belmont School Board of Trustees. Location: Wellington
Matt Anderson Co-Director, The Sleep Store Skills offered: Small business management; e-commerce; accident insurance; injury prevention. Location: Auckland
Mark Baker General Manager Supply Chain & Technology, PlaceMakers Skills offered: Operations management; strategic planning; commercial management; retail and manufacturing process design; technology solutions design; project management. Current community involvement: Various Leadership NZ SkillsBank projects. Location: Auckland
Minnie Baragwanath Programme Advisor – Disability, Auckland Council Skills offered: Disability advice; local government knowledge; communication; collaboration. Location: Auckland
Cheryl Bowie Director, VisionOn Skills offered: Project management; facilitation; organisational development/review; change management. Current community involvement: Supporting SpringBoard. Location: Auckland
Sally Bramley Branch Manager, Accident Compensation Corporation Skills offered: Culture change; performance enhancement. Location: Waikato and Bay of Plenty
Jeanette Burns Regional Manager Central Region Prisons, Department of Corrections Skills offered: General and operational management; project management; change management. Current community involvement: Involved in local school activities and a number of community groups associated with the prisons. Location: Waikato
Richard Copeland Human Resources Manager – Tait Operations, Tait Radio Communications Skills offered: Generalist human resources expertise. Location: Christchurch 36
Mark Crosbie Director, Prolex Advisory Skills offered: Property advice; construction/ development advice. Current community involvement: Trustee, Keystone NZ Property Education Trust. Location: Auckland
Johnnie Freeland Pae Arahi Matua, Auckland Council Current community involvement: Growing community leadership capability at an Iwi level. Location: Auckland
Rod Gibson PAK’nSAVE Brand Manager, Foodstuffs (Auckland) Ltd Skills offered: Project management; organisational change management; governance. Current community involvement: School Board of Trustees; Treasurer for a Baptist Church; operational care for at-risk youth. Location: Auckland
Greg Glover Director / Dairy Farmer Current community involvement: Trustee of Waipa Life Education Trust. Location: Waikato
Jo Kelly-Moore Dean of Auckland, Anglican Diocese of Auckland Skills offered: Chaplaincy; celebrant; facilitation. Current community involvement: Member, Auckland Dioccese Council; Auckland representative, General Synon. Location: Auckland
Caroline Knight Skills offered: Project management; governance; mentoring and coaching. Location: Auckland
Chief Executive, Sustainable Future Institute Skills offered: Strategic planning; risk management; scenario development. Current community involvement: Working to produce a national sustainable development strategy for New Zealand. Location: Wellington
International Relations Manager, Economic Development, Auckland Council Skills offered: Facilitation; project management; event management; sponsorship; strategic and business planning. Current community involvement: Board member, Massive Company (Aotearoa Young People’s Theatre); advisory board member, Film Auckland; supporter of not-for-profit trusts – The Zenergy Trust and The Fledgling Trust. Location: Auckland
Karyn McLeod Grants Manager, The ASB Community Trust Skills offered: Funding proposals; team development; strategic planning. Current community involvement: Trustee, North Shore Women’s Centre; Trustee, Massive Theatre Incorporated. Location: Auckland
Michael Price Managing Director, JB Presentations Skills offered: Governance; business management; operations management; project management; electrical engineering; process improvement. Current community involvement: School PTA committee; organiser of fundraising events.
General Manager Global Services, Simpl
Skills offered: General management; IT strategy. Current community involvement: Executive board member, NZ Health IT Cluster. Location: Auckland
Graeme Olding Principal, Chapman Tripp Skills offered: Governance; legal advice. Current community involvement: Chair, Mt Roskill Community Trust. Location: Auckland
Greg Orchard Director Property, Housing Consents and Licensing, Wellington City Council Skills offered: Strategy; planning; governence; finance; leadership; asset management; coaching; mentoring. Location: Wellington
Roslyn Pere Product and Service Manager, Air New Zealand Skills offered: Marketing; product and service development; project management. Location: Auckland
JR Pereira Director Communications & Marketing, Pacific Economic Development Agency Skills offered: Community governance and economic development; marketing; communications; performing arts management. Current community involvement: Pacific Villages Auckland region; Pacific Island Chamber of Commerce; Samoa-Aotearoa National Dance Theatre. Location: Auckland
Community Development Consultant Skills offered: Business and community development; project management; cultural advice; research; facilitation and mentoring. Current community involvement: Chair – Board of Trustees Te Kura Kaupapa Maori o te Kotuku; Waitemata District Health Board Campaign. Location: Auckland
James Smallwood Director/Dairy Farmer, Berwick Farm Skills offered: Business development; change management; international business experience; personnel management; pragmatic view of the world! Current community involvement: Chairman, South Wairarapa District Council’s Rural Services Committee. Location: Wairarapa / Wellington
Jennie Vickers Principal, ZeopardLaw Skills offered: Commercial law, mentoring; coaching; public speaking; facilitation; training. Current community involvement: Vice President, Auckland Law Society Inc; visitor, Age Concern. Location: Auckland
Serena Walker Student: Masters in Counselling Psychology, AUT University Skills offered: Marketing (brand, strategy, advice, communications). Location: Auckland
Alumni Snapshots Jane Aickin
Local and Sport Parks Manager, Auckland Council Skills offered: Strategic planning; project management; workshop/meeting facilitation. Current community involvement: Chair, NZ Recreation Association Auckland/Northland Region. Location: Auckland
Chair, ECPAT International Skills offered: Relationship management; project management; governance. Current community involvement: Chair, ECPAT International; Trustee, Leadership New Zealand. Location: Auckland
Export Manager, RD8 Fresh Produce Skills offered: Governance; marketing; project planning. Current community involvement: Board member, EIT Horticulture Advisory Board. Location: Hastings
General Manager Network Asset Management, Northpower Skills offered: Project management; contract management; asset management; business process improvement; people management. Location: Auckland / Northland
Farmer Skills offered: Governance; project development; environmental leadership; agricultural business; forestry. Current community involvement: Committee member, Waikato Hunt Club. Location: Waikato
Licensed Sales & Marketing Consultant, Harcourts Skills offered: Communications; PR; governance; HR; change management; facilitating workshops/meetings. Location: Picton
Megan Barclay Executive Director, Leadership New Zealand Skills offered: Programme management; organisational change management; organisational continuity and improvement; facilitation. Current community involvement: Chair, Chelsea Kindergarten Committee. Location: Auckland
Tom Bennett Partner, Bell Gully Skills offered: Legal advice â€“ corporate/commercial and local government law. Location: Auckland
Rouruina Brown Community Adviser, Auckland Council Skills offered: Strategic planning; project management; facilitation; governance; organisational development/review; youth development. Current community involvement: Founding member, Cook Islands Development Association and Cook Islands Research Association. Location: Auckland
Peter Fenton Chief Executive Postal Services, New Zealand Post Skills offered: Governance; business management; human resources and operations leadership. Current community involvement: Junior coaching; sports administration. Location: Wellington
Milton Henry Deputy Principal, Selwyn College Skills offered: Programme development; mentoring â€“ youth and adults; identifying and prioritising resources for diverse groups; thinking and literacy skills; promoting effective student/teacher relationships. Location: Auckland
Cheryl Holloway Managing Director, Kaahu Communications Skills offered: Communication; facilitation; coaching; relationship strategy; organisational change; policy development; creative writing. Location: Auckland
Class of Carole Hughes
Co-Vicar (Anglican Priest), St John’s Anglican Church Skills offered: Supervision; group facilitation; chaplaincy; support; celebrant. Current community involvement: Co-Vicar, Anglican Church, Campbells Bay; Chaplain, Murrays Bay Intermediate School; facilitator of post-ordination training for Auckland/Northland region; church ministry selection and appointments advisor to the Bishop; guest lecturer, St John’s College. Location: Auckland
Senior Actuary Liberty International Underwriters Skills offered: Actuarial advice; financial modelling and forecasting. Current community involvement: Still getting to know my new city...Sydney. Location: Sydney
Jackie Kruger Regional Manager, Pact Southland Skills offered: Planning; advocacy; fundraising. Current community involvement: Invercargill City Council; Southland Community Wastebusters Trust; South Catlins Environment and Development Charitable Trust; Invercargill Creative Communities; Invercargill Te Ara A Kewa Health Trust. Location: Invercargill
Alistair Kwun Communications & Strategy Advisor, New Zealand Chinese Association Skills offered: Media relations; events; project management; intercultural and youth communications. Current community involvement: Public relations adviser for New Zealand Chinese Association; Advisory Group (Asian Aucklanders and the Arts research), Creative New Zealand. Location: Auckland
Rangimarie Price Director, Naturally Right Ltd Skills offered: Executive leadership and strategic advice in the areas of organisational development and developing strategic relationships. Location: Whangarei
Neville Pulman Managing Director New Zealand, Creative Activation Skills offered: Wide commercial skills; strategic business planning; cultural and team management; consumer marketing; new markets planning and development; product and category development. Location: Auckland
Robyn Scott Executive Director, Philanthropy New Zealand Skills offered: Organisational management; strategic planning; workshop facilitation; supervision; mentoring. Location: Wellington
Theresa Le Bas
Senior Associate Planning & Environment, Maddocks Skills offered: Legal expertise in all areas of environmental and town planning law. Current community involvement: Victorian Planning and Environmental Law Association; National Environmental Law Association of Australia; AMPLA Energy and Resources Law Association.
Sales Manager, Inca-Fe & Peru Cafe Skills offered: Common sense; private sector business and governance experience; sales and marketing; vision and innovation. Current community involvement: iTaranaki Green Drinks Location: Taranaki
Kevin Leith Head of New Business & Claims, Sovereign Skills offered: Strategic planning; general management; marketing – brand, media management, public relations; ecommerce and innovation; sales and service. Current community involvement: Hoping to assist in providing school board support for lower decile schools within the greater Auckland region. Location: Auckland
Parul Sood Strategic Projects Special Adviser, Auckland Council Skills offered: Strategic planning; project management; resource planning; public and government body communication. Current community involvement: Board member, Community Trust working in area of sustainability. Location: Auckland
Teresa Tepania-Ashton Chief Executive Officer, Te Runanga A Iwi O Ngapuhi Skills offered: Governance; management; strategic planning; business planning; project planning. Current community involvement: Whanau; Hapu; Iwi; Mid-North, Far North social, cultural, environmental and business development; Trustee, Leadership New Zealand. Location: Northland
“In order to develop consensus about New Zealand’s long-term
future, it is critical that a range of
Self Employed Consultant Skills offered: Strategic planning; planning; policy development. Location: Auckland
initiatives is put in place to build dialogue between the layers, so as to create a cohesive and robust foundation upon which to discuss
Laura Vodanovich Director Collection and Research, Auckland Museum Skills offered: Recruitment selection and team building; risk management; strategic planning; and mentoring. Current community involvement: Trustee on school board. Location: Auckland
and resolve current and emerging complex issues.” Wendy McGuinness
Meredith Youngson Skills offered: Facilitation; mentoring; community development. Current community involvement: Swanson Station Trust; Celebrating Swanson (a group committed to fostering social capital in Swanson through a range of events and groups); organiser for Swanson market days and Christmas Parade; organise volunteers for the Community Constables Office, treasurer for Healthlink. Location: Auckland
“Fear and anxiety are never far from those who lead and those who are led. They are a good antidote to complacency and certainly keep you on your toes. A leader stays steady and holds the line when things are in a state of flux.” Sir Paul Reeves
Corporate Affairs, 2 Degrees Skills offered: Communications strategy development; media relations; government relations and marketing. Location: Auckland
Director of Corporate Affairs, Allens Arthur Robinson Skills offered: Media training; marketing; fundraising. Location: Sydney
Phil Burt Self Employed Consultant Skills offered: Governance and management consulting; annual report preparation and improvement; financial process improvement. Current community involvement: Sporting and church groups. Location: Wellington
Debbie Chin Chief Executive, Standards New Zealand Skills offered: Public policy; financial; private sector. Current community involvement: Wellington Girls College Parents Association; assistant manager of Wellington Girls College 1st X1 cricket team. Location: Wellington
Carlene Creighton Executive Projects Manager, DB Breweries Skills offered: General management; marketing; business management; not-for-profit boards; project management. Location: Auckland
Mike Davies Skills offered: Project management; technology; business alignment; forming/aligning/building teams and organisations going through significant change. Current community involvement: Youth development; charitable board/trust. Location: Auckland
Irene Durham Director/Business Coach, Evoke Essentials Skills offered: Business coach; business owner; New Zealand Business Woman Award 1998-1999; property and trust advice; clarity on issues for small to medium New Zealand businesses and trusts; investment strategy; financial planning. Current community involvement: On boards for NorthHaven Hospice Endowment Trust, NorthAble (Disability Services), Enterprise Northland & Destination Northland, NRC Community Trust, & Northland Business Development Trust. Location: Northland
Nick Hadley Director, Kudos Web Skills offered: IT strategy; web marketing; business development; sales & marketing. Current community involvement: Business Mentors NZ Mentoring Panel; Warkworth Rotary; Warkworth Community Telephone Directory; Jane Gifford Restoration Project. Location: Auckland and Northland
Glenn Hawkins Chartered Accountant and Management Consultant, Glenn Hawkins & Associates Skills offered: Financial management; governance; system reviews. Current community involvement: Director of Ngati Whakaua Tribal Lands – Iwi Authority; director of Eastside Training – PTE for at-risk youth; advisor to a range of Maori organisations including Hapu, Marae, Kura, Kohanga and community groups. Location: Rotorua
Kristy Hill Kaiarahi, Senior Policy Advisor: Maori, Auckland Council Skills offered: Maori development. Current community involvement: Director, Te Puna Hauora PHO; NZ Women’s Football Ferns; manager, NZ U20 Women’s Football; Ngati Whatua touch team organiser. Location: Auckland
Lisa Howard-Smith Regional Advisor – Funding, Ministry of Social Development Skills offered: Strategic planning; project/event management; organisational development; group facilitation and workshop delivery; fundraising and promotions. Location: Auckland
Tracy Moyes Manager Strategic Projects, AucklandPlus Skills offered: Project management; event management; branding; marketing; systems and process. Current community involvement: Mentor, Project K; Volunteer, Auckland Regional Parks. Location: Auckland
Gia Nghi Phung
Artist Skills offered: Building capacity in community organisations and bringing culturally diverse communities together for active participation. Location: Auckland
Landscape Architect/Project Manager Skills offered: Project management; community vision development; facilitation; council annual plan and resource consent process advice; landscape planning and design. Current community involvement: Member of Resource Management Law Association; Yachting New Zealand; Ryder-Cheshire Foundation; Life Education Trust Rodney. Location: Auckland and Northland
Phil Riley Area Manager, Northern South Island, Accident Compensation Corporation Skills offered: General management; project management; communication management; negotiation. Location: Christchurch
Leisa Siteine Manager Arts & Culture South, Auckland Council Skills offered: People, facility and event management; community arts management. Current community involvement: Church leader; trustee of Massive Theatre Fala Pasefika Committee. Location: Auckland
Rewi Spraggon Paearahi Poutikanga Maori Protocols Manager, Auckland Council Skills offered: Consultancy; broadcasting; television presenter; event management; master of ceremonies; Maori leadership programme kowai; creative innovation; artist; musician; chef. Current community involvement: Auckland Festival 2011; surf lifesaving coach; Maori Television; Te Runanaga O Waitakere spokesperson; traditional Maori weaponry teacher for at-risk youth; Te Waonui a Tane board member; National Maori Men Group mentor; Te Atatu Rugby League. Location: Auckland
Che Tamahori Managing Director, Shift Skills offered: Online marketing and communication strategy; technology strategy, design consulting. Current community involvement: Chair of Wanganui School of Design Advisory Board. Location: Auckland
Vicky Taylor Director, Smartfoods Skills offered: Strategic planning; business development; marketing. Current community involvement: Co-founder of Springboard, a not-for-profit with an objective of accelerating the development of young directors in New Zealand. Location: Auckland
Jim White Dean, Southern Cross College Skills offered: Community/group building; thinking; celebrating. Current community involvement: Canon, Auckland Cathedral; member/facilitator of All Saints Restorative Justice Group; chair of Auckland RJ Umbrella Group; College of Southern Cross Advisory Group. Location: Auckland
Sarah Williams Executive Director, Porter Novelli Skills offered: General PR; communications disciplines such as communication planning, writing, production management, media relations, issues and crisis management. Location: Auckland
“There is optimism for the future of Aotearoa–New Zealand as we witness the leadership potential in our local communities and know with certainty that this is but a small slice of the potential across our great country.” Puamiria Maaka
t is not often that you take time out to reflect “on” community leadership rather than being “in” the practice of it. Like many others, my work ethic is “head down – bum up”, but having taken a moment to pause, here are some leadership reflections informed by my experiences of working in Tāmaki1. The character of courage and optimism are synonymous with Maui2 and Sir Hirini Moko Mead observed that: “We need a Maui-like plan to help guide us into the 21st century, and we need to begin the search for that plan now … It is worth pointing out however, that many of our present leaders are not at all like Maui and would prefer more of the same, rather than change. This is an easy way out for them, a way of avoiding unpleasant decisions, a way of not becoming responsible for our future.” 3 There is so much potential in our communities for leadership as there is more visibility of local people taking responsibility for our future, particularly in our Māori and Pacific communities. There is a growing awareness that different leadership models are being called for, from all sectors as more people become interested in innovative outcomes and constructive change. The notion of transforming leadership has emerged through work with other local community leaders in Tāmaki. The TIES Team describe transforming leadership in the following excerpt from their book, Creating TIES that strengthen: “This kind of leadership is marked by its dignity, strength of character and a vision that excites interest and commitment. Transforming leadership is firm, intelligent and reflective; people trust leaders who have their best interests at heart. Transforming leaders show empathy and earn respect by walking their talk. The motto of transforming leadership is, ‘We won’t ask others to do anything that we’re not already doing ourselves or are prepared to do’. Such leaders understand the dynamics, tensions and burdens on each side. They persevere in difficult times, holding challenges lightly and negotiating complexities in search of solutions acceptable to all parties. These leaders are willing to take risks to forge new routes that bring out the whole and best of who we each are.” 4 The work in Tamaki has taught us that leadership can come from unexpected places, from many different people, from multiple levels – and can be disguised (as it often is) as steadiness, perseverance and often fierce conviction. The key is giving people a chance to develop and brokering development opportunities. In this piece Tāmaki refers to the East Auckland areas of Glen Innes, Pt England and Panmure. Maui – half man, half god, common to the folklore of most Pacific peoples. Maui was known for courage, inquisitiveness, daring, risk-taking and a restless mind. 3 Sir Hirini Moko Mead, He Ara Ki Te Aomarama: A Pathway To The Future – He Mātāpuna , 1979, p.64 4 TIES Team, Creating TIES that strengthen, 2010, p.108 1
We are fortunate to have conceptual leaders in our midst that are our visionaries, focused on the long-term. Community leadership requires a person to be visible in their community, collaborating with other community power brokers and creating partnerships around shared interests. Others excel in more of an advocacy role working with people and organisations beyond traditional boundaries or silos encouraging everyone to see the connections between all stakeholders – expanding perspectives to take a ‘whole of community’ approach. These leaders aim to change policy so are seizing strategic opportunities to move an issue or idea forward. We begin with the belief that the community holds a wealth of knowledge and has been able to learn and reflect together. Collective leadership will increase the breadth and depth of leadership abilities that can be galvanized to a particular cause. Through continued conversations and by holding the space we can create actions that grow from our new understandings. This collective approach is powerful and necessary as we endeavour to navigate an environment of increasing complexity. We understand that community leadership is reliant on strong and healthy relationships as it requires the art of engaging others. It takes time. One of our learnings is that as you move towards a ‘whole of community’ approach you enter a space of diverse values, interests and positions. These can change from person to person, organisation to organisation and community to community and are constantly evolving. We have also come to appreciate more the power of stories as a communication tool to engage and inspire. We are able to access a different source of inspiration and motivation i.e. knowledge from our indigenous heritage (as well as the western libraries) in crafting a story that will create the connections necessary for ongoing dialogue. One of the challenges that emerges as your reputation for ‘leadership’ grows, is the number of requests you receive to participate in multiple forums and it is quite easy to lose yourself in others agendas as your excitement and enthusiasm for what’s possible is triggered. A valuable lesson has been to hold to those things / people / activities that ground you. There is optimism for the future of Aotearoa – New Zealand as we witness the leadership potential in our local communities and know with certainty that this is but a small slice of the potential across our great country. So now is the time to reclaim Maui of the past into the present to navigate and guide our journey into the future. Puamiria Maaka is a member of the TIES Team, the Manager of Te Waipuna Puawai, and a participant in the 2010 Leadership New Zealand Programme. 43
A Time for Maui?
Leadership New Zealand Events 2010 February Programme Launch Cocktail Evening 19th February Jubilee Hall, Parnell, Auckland
MC: Alumnus Grant Bunting Speakers: Troy Newton, KPMG; Jenny Gill, ASB Community Trust; and Alumni Adrian Wimmers and Karyn McLeod Entertainment: Vicky Pond Dunlop, Alumni Mark Dunlop and Karam Meuli
Governance Seminar 27th February, Wellington
Presenter/Facilitator: Graeme Nakhies, BoardWorks International
March Café Event 17th March Pavilion Café, Vero Centre Auckland
Topic: Climate Change – How does NZ maximize the opportunities that are within the challenge? MC: Alumnus Ian Balme Speakers: Dr Morgan Williams, Leadership New Zealand; Helen Robinson, Markit Environmental Registry; Laurence Boomert, Smart Planet Ltd; Chris Mulcare, Investment NZ; and Rachel Dobric, NZ Youth Delegation
April Café Event 21st April Pavilion Café, Vero Centre Auckland
Topic: Communities by Design – The Shape of our Future? MC: Alumnus Mark Dunlop Speakers: Alumnus Essendon Tuitupou, Social Entrepreneur; Alison Sykora, Vodafone Foundation; Ludo Campbell Reid, Auckland City Council; Mike Ikilei, Tamaki Transformation Board; and John Radford, New Zealand Artist
May Café Event 19th May KPMG Wellington
Topic: New Zealand’s Strategic Direction – Building a Blueprint MC: Alumnus Christian Penny Speakers: Alumnus Wendy McGuinness, The Sustainable Future Institute; Joris de Bres, Human Rights Commission; Dr Selwyn Katene, Massey University; and Alumnus Adrian Wimmers, KPMG
Café Event 24th June Untouched World Christchurch
Topic: Water – The New Gold Rush? MC: Alumnus Grant Bunting Speakers: Dr Bryan Jenkins, Environment Canterbury; John Donkers, Irrigation New Zealand Inc; Eugenie Sage, Environment Canterbury; Penny Nelson, Dairy NZ; and Rosalie Snoyink, Malvern Hills Protection Society
Leadership Week Dinner 2nd July Events Centre, Auckland War Memorial Museum
A celebration of “New Zealand the Lucky Country” MC: Carol Hirschfeld, Maori Television Speakers: Sir Stephen Tindall, Tindall Foundation; Jan Dawson, KPMG; Sir Paul Reeves; Jo Brosnahan, Leadership NZ Entertainment: Aorere College Sweet 16 Choir; Selina Marsh, Programme Participant; and Alumnus Karam Meuli
Café Event 14th July Pavilion Café, Vero Centre Auckland
Topic: Age and Cunning vs Youth and Skill…or is there another way? MC: Alumnus Sina Moore Speakers: Dr Judy McGregor, NZ Human Rights Commission; Marie Hull-Brown, Mental Health Foundation of NZ; Simon Tefler, SpringBoard NZ; Amanda Judd, North Shore YouthWorx Trust; Dan Walker, Noel Leeming Group Ltd
Bizzone 21st July, TSB Arena, Wellington
Topic: ‘Prospering & Leading in Times of Turbulence’ Speakers: Alumnus Peter Fenton and Morgan Williams, Leadership NZ
2011 Information Session 22 July ACC, Wellington
Topic: 2011 Leadership Programme Information Session Panel: Morgan Williams, Leadership NZ; Alumnus Beth Houston and Frances Russell (Wellington Zoo), Alumni Christian Penny and Adrian Wimmers
2011 Information Session 26 July, KPMG, Auckland
Topic: 2011 Leadership Programme Information Session Panel: Tony Carter, Foodstuffs (Auck) Ltd; Alumni Malcolm Paul and Sina Moore; Justin Ensor, Programme Participant
2011 Information Session 27 July NZ Post, Christchurch
Topic: 2011 Leadership Programme Information Session Panel: Stuart McKenzie, Endeavour Capital; Morgan Williams, Leadership NZ; Alumnus Mark Dunlop; Craig Churchill, Programme Participant
September Café Event 15th September Pavilion Café, Vero Centre Auckland
Topic: The Wealth Index Debate MC: Alumnus Jennie Vickers Speakers: Chellie Spiller, Fellow AUT University & Programme Participant; Dave Breuer, Anew NZ; Michael Krausse, Landcare Research New Zealand Ltd; and Jo Brosnahan, Leadership NZ
November Café Event 4th November Auckland War Memorial Museum
Topic: LATE 09: Innovate Environment – An event jointly hosted with the Auckland Museum MC: Alumnus Jennie Vickers Speakers: Finlay Macdonald, Simon Terry, Guy Salmon, Nandor Tanczos
2010 Graduation Event 20th November The Bluestone Room, Auckland
An evening to celebrate the Graduation of the 2010 Programme participants Speakers: Sir Paul Reeves; Graduand Representative: Hilary Sumpter
We only exist because of the generosity of others.
Our sincere thanks to… Key Partners
hosting of our Christchurch interviews for 2011 Leadership Programme.
Leadership New Zealand Alumni Scholarship Kerridge & Partners Scholarship Hay Group Scholarship NZ Management magazine Scholarship Tindall Foundation and Inspiring Communities Scholarships
SkillsBank Partner Tindall Foundation
Programme Partners Housing New Zealand and the Tamaki Transformation Project Office for hosting the March programme. Milton Henry (Alumnus 2006) and the REAP centre at Selwyn College. Chris Farrelly and Manaia Health PHO for hosting us in Whangarei. Debbie and Ngahau Davis and the He Iwi Kotahi Tatou Trust for a wonderful welcome in Moerewa, for hosting afternoon tea and lunch and for accompanying us on to Te Tii Marae. Te Tii Marae for their generosity and care during our visit to Waitangi. Teresa Tepania-Ashton (Alumnus 2006), George Riley (Alumnus 2009) for hosting our stay at Te Tii Marae. Peter Fenton (Alumnus 2006) and the team at NZ Post who hosted us in Wellington. Tim Mackle at Dairy NZ and Dr Jimmie Suttie at AgResearch for hosting us while in Hamilton. Grant Bunting (Alumnus 2009) for support of the Rural Session in Hamilton. Grant (Alumnus 2009) and Jackie Bunting for being hosts extraordinaire at their farm in Christchurch during the Mid Year Retreat in June. Justin Ensor (Participant 2010) and KPMG who hosted us in Auckland. David McGregor, Tom Bennett (Alumnus 2006), Marija Batistich (Alumnus 2008) and Bell Gully who hosted us in Auckland. Nick Astwick (Participant 2010) and his team at Kiwibank for hosting us in Wellington. Christian Penny (Alumnus 2009) and his wonderful students at Toi Whakaari:NZ Drama School, hosts for the October programme in Wellington. Helen Anderson and Cathryn Robinson for copies of the Oxygen Group Story to all participants Chris and Jo Brosnahan for hosting the participants and Alumni for the final retreat barbeque. Wade Jackson and Steve Hill of Mind Warriors for providing copies of their publication “Jolt Challenge” for all the participants.
Meeting and Event Hosts Auckland War Memorial Museum for hosting our 2010 Leadership Week Dinner. Peru Coffee for their support of our café events. Pavilion Café for hosting Auckland café events. KPMG for hosting the Wellington café event. NZ Post for sponsoring our March café event. Northpower for sponsoring our April café event. Downer New Zealand for sponsoring our September café event. Donald Clark, Adrian Wimmers (Alumnus 2009) and Morgan Williams for their support of the Wellington café event. Justin Ensor (Participant 2010) and his team at KPMG for hosting the Auckland Information Session. Clare McQuilken (Participant 2010) and her team at ACC for hosting the Wellington Information Session. David McGregor, Bell Gully and his support team on the 21st floor for generously hosting our Auckland interviews for the 2011 Leadership Programme. Nick Astwick (Participant 2010) and his Kiwibank team for kindly hosting us during our 2011 Leadership Programme interviews in Wellington. Craig Churchill (Participant 2010) and his team at Express Couriers/NZ Post for the generous
We thank all speakers for their generosity in giving of their time and themselves; they are the backbone of Leadership New Zealand. Speakers are listed in the Programme Overview and in the Event Overview.
Organisation Partners Martin Fenwick and his Altris team for providing executive coaching for our team. Graeme Nahkies of BoardWorks International for providing governance support and advice. PricewaterhouseCoopers (Nuala Baker) for undertaking the Annual Audit. Reg Birchfield, Toni Myers, Gill Prentice, Fran Marshall, and the team at Mediaweb for editing and publishing ‘Leaders’, the 2010 Yearbook and for providing graphics for numerous projects. David McGregor of Bell Gully for legal support. Nick Hadley (Alumnus 2005) and his team at Kudos Web for your generous gift of time and patience in developing our website, newsletters and evites.
Other Contributions Grant Bunting (Alumnus 2009) for contributing as MC at the Cocktail Launch of the 2010 Leadership Programme. Jennifer Gill for speaking at the Cocktail Launch of the 2010 Leadership Programme. Karam Meuli (Alumnus 2009), Mark Dunlop (Alumnus 2009) and Vicky Pond Dunlop for their musical performance at the Cocktail Launch of the 2010 Leadership Programme and the 2010 Graduation. Sir Paul Reeves for his contribution to the Leadership Week Dinner and the 2010 Graduation. Sir Stephen Tindall, The Warehouse, for speaking at the Leadership Week Dinner. Jan Dawson, KPMG, for speaking at the Leadership Week Dinner. Tim O’Rourke of Oceania Coachlines for transportation to and from the Leadership Week Dinner. Doug Nyce and Sweet Sixteen choir from Aorere College for their performance at the Leadership Week Dinner. Selina Tusitala Marsh (Participant 2010) and Karam Meuli (Alumnus 2009) for their performance at the Leadership Week Dinner. Rewi Spraggon (Alumnus 2005) for his contribution to the Leadership Week Dinner and the 2010 Graduation. Participant Stuart Orme, and Alumni Clive Jones and Sacha O’Dea who helped at the Leadership New Zealand Bizzone booth. Our Graduation sponsors including Canon NZ, Baleringe Ltd and webfilmes. The 2011 Leadership Programme selection panel: Megan Barclay, Dr Morgan Williams, Tony Nowell, Jo Brosnahan, Frank Olsson, Teresa Tepania-Ashton, Jennie Vickers, Marija Batistich, Graeme Nahkies, Maureen Crombie, Mark Dunlop, Puamiria Maaka, Hilary Sumpter, Nick Astwick, Essendon Tuitupou, Chris Martin, Neville Pulman, Stephen Guerin, Grant Bunting and Craig Churchill. Mark Otten and Kimina Styche for providing financial advice. Richard Carstens from Town Square and Stephen Waspe from webfilmes for their generous time in capturing our café series on video. Brenda Ward (NZ Management magazine), Carolyn Dunn (Hay Group) and Serena Walker (Alumnus 2007) for contributing to our monthly newsletter. All Alumni who have given generously of their time and talent to provide ongoing support with Leadership New Zealand activities. SkillsBank volunteers: All of the SkillsBank volunteers and supporters for generously donating their time to assist not for profit organisations across New Zealand. All of our Trustees, Advisory Trustees, Funding Partners, Alumni and Forum members for their ongoing support and invaluable advice. All invited contributors to this Yearbook.
Key Partners Accident Compensation Corporation www.acc.co.nz
ASB Community Trust www.asbcommunitytrust.co.nz
Bell Gully www.bellgully.com
Foodstuffs (Auckland) Ltd www.foodstuffs.co.nz
New Zealand Post www.nzpost.co.nz
Altris Ltd www.altris.co.nz
BoardWorks International www.boardworksinternational.com
Canon New Zealand www.canon.co.nz
Hay Group www.haygroup.com
Kerridge & Partners www.kerridgepartners.com
Kudos Web www.kudosweb.com
NZ Management magazine www.management.co.nz
Year Book for the 2010 Leadership programme