Issue 6, 2013
Leadership C e l e b r a t i n g
g r e a t
N e w
Z e a l a n d e r s
What our kids wish for
Suit and gumboots Leaders on the land
The art of giving back
Leadership C e l e b r a t i n g
g r e a t
N e w
Z e a l a n d e r s
Editor: Suzanne McFadden Contributors: Lt Gen The Rt Hon Sir Jerry Mateparae, Dame Margaret Bazley, Chris Mace, Catherine Masters, Suzanne McFadden, Andrew Patterson, Rachel Taulelei. Project Leader: Siobhan O’Kane Designer: Nikki McCardle, Flyte Creative Production Printing: Soar Print Cover Photography: Neil Mackenzie
Sir Peter Blake was a legendary New Zealand leader, explorer, and environmentalist and his leadership-in-action style and “why not?” attitude came together to produce greatness. His legacy continues to inspire us all.
contents 5 dare, dream, do Sir Peter Blake Trust Chief Executive Shelley Campbell learns a valuable lesson in leadership
6 launch your passions Lt Gen The Rt Hon Sir Jerry Mateparae explains how to turn a dream into a reality
8 no ordinary note Commentator Andrew Patterson receives a life-changing letter
9 lessons in dreaming Dame Margaret Bazley celebrates a special year for New Zealand women
10 those with the golden touch Kiwi athletes are translating their success to other realms, Suzanne McFadden discovers
14 new cats, familiar battles Another America’s Cup looms large for Sir Peter Blake Trust founder Ross Blackman
16 from cow shed to boardroom
Like the Sir Peter Blake Trust, we as their foundation partner aim to also make a positive difference.
Catherine Masters meets a new breed of leaders in agriculture
19 grassroots leaders
Westpac believe in dreaming big and having the courage to step outside of our comfort zones every now and then. It’s the only way to make the changes we want to see.
Blake Leader John Penno champions leadership at all levels in farming
20 follow the yellow brick road Rachel Taulelei takes those who catch closer to those who cook.
21 doing things well
“Change comes through realising the vision and turning it into reality” - Sir Peter Blake
Businessman Chris Mace reveals the defining factor between mediocrity and success
22 giving back Suzanne McFadden meets two inspiring Kiwi women striving for social change PO Box 106-955, Customs Street, Auckland www.sirpeterblaketrust.org
Leadership is the officially recognised magazine of the Sir Peter Blake Trust, and is published by Soar Print in partnership with the Sir Peter Blake Trust. Except where specifically stated, the opinions expressed and material published in Leadership are not necessarily those of the publisher or of the Sir Peter Blake Trust. Content of Leadership is protected by copyright, and must not be reproduced in any form without prior permission of the Sir Peter Blake Trust. 2 | LEADERSHIP Celebrating great New Zealanders
24 snow angels How online giving transported youth ambassadors to Antarctica
26 change in a cold climate Dr Gary Wilson tells Suzanne McFadden how the Sub-Antarctic can help save the planet
30 dream chasers Four young leaders express the importance of following your dreams
33 blake leaders Celebrating past winners of the Sir Peter Blake Trust Leadership Awards LEADERSHIP Celebrating great New Zealanders | 3
Mobilising & inspiring
dare, dream, do I once believed that leadership had a lot to do with what you knew; I now realise that it’s actually about “what you do with what you know”. This was the lesson that Sir Peter Blake taught us, and the inspiration behind our leadership campaign for New Zealand this year.
the next generation of leaders and marine environmentalists.
We could talk about the importance of inspiring New Zealand children but that’s not leadership in action. The 2013 Dream Team, led by our own Governor General, Lt Gen Rt Hon Sir Jerry Mateparae, will mobilise over 200 exceptional leaders from across the country to go into New Zealand classrooms and inspire over 6,000 kids in an hour. If we want our future leaders to be aspirational, we need to foster and encourage their self-belief and dreams right now. Leadership Week is the perfect opportunity to remind ourselves that great Kiwi leadership is not just how we develop ourselves, but also what we do for others. Our team’s “daring dream” this year is to continue Peter’s legacy in the marine environment by raising Kiwis awareness of the magnificent Southern Ocean that laps right onto our backdoor step. Having returned from the Sub-Antarctic, I am convinced that this hot spot of biodiversity is the lynchpin to truly understanding and teaching the world about the real rate of climate change and how we must adapt to live with our environment. In this regard we should be celebrating our Kiwi scientists for the real leaders and innovators that they are.
Help support the trust’s activities
The next Young Blake Expedition to this region is a true NZ Inc collaboration and promises to be nothing short of life-changing. We look forward to sharing this daring environmental voyage with New Zealanders. Enjoy Leadership Week, absorb our Leadership magazine and share your leadership activities and Dare.Dream.Do adventures with us online, at www.sirpeterblaketrust.org . Shelley Campbell Chief Executive, Sir Peter Blake Trust Blake Leader 2007
One pair of Red Socks.
Supports the Antarctic Youth Ambassador.
Red Socks for a classroom.
A kiwi kid can go on the Young Blake Expedition.
For more information
Phone 09 307 8875 4 | LEADERSHIP Celebrating great New Zealanders
LEADERSHIP Celebrating great New Zealanders | 5
I have learnt much about the term “leadership”. I have had many The leader of that movement, Kate Sheppard, dreamt of a nation that successes, and I have also made some mistakes – both play a critical placed gender equality and democracy at the heart of its values. She part in the path towards leadership. What I have learnt is that worked tirelessly and inspired suffrage movements all over the world. leadership is difficult to define. Much of what She understood the importance of diligence and shapes a follower into a leader is dependent the power of doing. She recognised that the "So how do you turn a on the attitude you adopt and the strength of strength of the collective is made up of the character you demonstrate. efforts of individuals who assume responsibility dream into reality? It’s all and take action. Our nation is brimming with talented about passion. It’s about To those who questioned the value of the right leaders. Throughout the country I have met believing in your dream, to vote, she said: “Do not think your single vote many inspiring New Zealanders who are does not matter much. The rain that refreshes the being motivated to achieve following their dreams and contributing parched ground is made up of single drops.” to our country in a variety of positive and that dream, and gathering significant ways. The wonderful message I In celebrating Leadership Week, we reflect on the want to share is that all New Zealanders have the necessary support to attributes of great leaders. In that category, the that opportunity; the opportunity to make a people that come to mind are always those who help you along the way." difference. have earned the respect of their peers, and are people who do as they say. As Governor-General, I represent all New Zealanders, and place community leadership at the heart of my role. During my lifetime
On board HMNZS Canterbury on the Young Blake Expedition to the Kermadecs
launch your passions lt gen the rt hon sir jerry mateparae, gnzm qso Governor-General of New Zealand and Patron of the Sir Peter Blake Trust
Dreams are the seeds of innovation; the beginnings of ideas that can change an individual, a team, an organisation, a community, a nation and the world. Dreaming allows us to break away from the constraints of financial, situational and geographical limitations. Dreams give us freedom to create. Revolutionary dreaming takes courage. To imagine something bigger, something better, something transformational, is a daring act. Too often we limit our goals, our hopes, and our aspirations to those things we are confident can be achieved. While those are necessary components of success, there is greater achievement in reaching for those dreams that seem difficult or impossible. That sentiment is well described in the Ma-ori proverb: Wha-ia te iti kahurangi. Ki te tuohu koe, me maunga teitei. Pursue your treasures. If you falter, let it be before a lofty mountain. 6 | LEADERSHIP Celebrating great New Zealanders
The proverb is not about setting yourself up to fail. Rather, it speaks of setting goals that force you to think big and to stretch your horizons. So how do you turn a dream into reality? It’s all about passion. It’s about believing in your dream, being motivated to achieve that dream, and gathering the necessary support to help you along the way.
The starting point is to allow your passions and imagination to launch you into dreaming big, into dreaming often and putting your dreams into action.
THE ROYAL NEW ZEALAND NAVY UNDERSTANDS THE VALUE OF LEADERSHIP. That’s why we proudly support the Sir Peter Blake Trust. HMNZS TE MANA – Patrols the globe working with New Zealand’s allies in maintaining regional security and protecting our shipping lanes so our exports can arrive safely at their destination. It’s a big job, but our leaders make it happen. – CDR Shane Arndell
New Zealand’s history provides many examples of leaders who dreamt of a better country, and made it happen. 2013 marks the 120th anniversary of New Zealand becoming the first country in the world to grant women the right to vote in national elections. LEADERSHIP Celebrating great New Zealanders | 7
no ordinary note
lessons in dreaming
DAME MARGARET BAZLEY
RadioLIVE Business Correspondent, Writer on Business & Economics
Distinguished Public Service Leader, Sir Peter Blake Medallist 2011
It was no ordinary letter. Not one of those quick thank you letters that children usually write under sufferance. We’ve all received one – a few lines and perhaps a picture to fill the space. Instead, this one came from the heart. As I read, and then re-read it, I realised the power of what it was actually saying to me. I’ve received a good many thank you letters over the year, but nothing as good as this one for its honesty and sense of transformation it evokes. Bailey was a student from Manurewa Intermediate, a decile one school in one of Auckland’s most socially challenged regions, who had participated in a confidence course I ran after my involvement in last year’s Dare to Dream (DTD) programme. What I didn’t realise then was the pathway the DTD project would provide, allowing me to make a meaningful contribution to the lives of a group of students in South Auckland. And all it took was a little of my time. A simple question, almost on the spur of the moment, set the idea in motion. Following my talk about working in the media, the importance of dreams and why we should all dream big, I asked the 12-13 year old students how many of them felt confident. I was stunned when fewer than 10% raised their hands.
Dear Mr Patterson, I am writing to thank you for helping me with my confidence. I also want to thank you for taking time out of your hard and busy day to do somethi ng to help all of us. You’re the man bro! I feel like I could talk in front of my class now without having to panic or freeze. I just don’t know what to do or say for all your hard work. I had decided before I came to the course I wouldn’t answer any of the questions beca use I didn’t want to be judged for what I said. I was nervous once, but now I believe what I want to believe. You taught me that. I especially loved how you changed all the others who wer e just like me on the course. They were all kind of nervous - but then BHAM! There they were, talking before my eyes with a lot of pride and self-confidence and I was watching them and I felt I was on the same journey with them. It was just amazing how ever yone had improved and learnt so much.
So I’d like to make you a prom ise. When I’m older I will get a great job and buy you a Lamborghini. Yours sincerely, Bailey Manga (13)
Reframing the question, asking them if someone offered to help them with their confidence, how many would be would be interested, they didn’t require convincing. The other 90% of hands were immediately raised.
What does this say about the skills these young people know they’re going to need in the future, in a curriculum increasingly focused on meeting national standards? Where does an important character trait like confidence fit in?
Intrigued, I thought: what if I ran a six-step programme, an hour a week over six weeks, how much of a shift in confidence could I get?
A simple survey with the students uncovered a more worrying find, when 85% responded “yes” to: Sometimes I want to ask a question in class but I don’t have the confidence to do so.
The school’s principal, Iain Taylor, was an enthusiastic supporter of the idea. Casually enquiring about the response rate a few weeks later, thinking 50 or 60 students from a roll of 810 would be a good result, I was completely floored to discover hundreds of students had expressed interest. 8 | LEADERSHIP Celebrating great New Zealanders
Bailey finished the course a new student. I wonder how many more Baileys are out there waiting to be helped, if only we could find the time?
Young women who turn 20 this year were born in the year we celebrated 100 years of women’s suffrage. This year, we celebrate 120 years. The young women born in 1993 still have their lives before them. Are their hearts full of excitement and expectation of what lies ahead of them? Do they have dreams for themselves and for those they love?
I have found in my life that having dreams, and then creating and saying yes to opportunities and challenges that present themselves, is a sure way to have a very full life.
I can’t help but reflect on what has already happened to those women born 20 years ago. As children we all dare to dream of what we will become, what we will do. Have those women been able to convert their dreams into reality? Do they all enjoy the equality as a citizen of this country that Kate Sheppard and her colleagues envisaged?
We can take responsibility together as a community for the children in our street, and make sure they know they are special, and have positive role models. If we all did this, then even more children would have the support to dream, and the support to do homework and participate in activities such as sport so they can achieve their dreams, and be full members of our society.
I believe that while we continue to make progress with equality of women in New Zealand, and we do better than a lot of countries, we still have a way to go. Young women need to hang onto their dreams, and be supported to work courageously towards realising them, taking the opportunities that present themselves. In doing this, they will be developing themselves as future leaders of their families and communities.
And so if you meet women who turn 20 this year, or in fact are of any age, encourage them to keep dreaming. Encourage them to have the courage to take the opportunities that will make their dreams a reality. By doing this they are on their way to becoming leaders in their families, communities, or work. And by doing so they help create the future for New Zealand that we all dream of.
Most children grow up in homes that enable them to dream. However, not all have the mental space and support to do so. In my career, I have met children who lack the stimulation, love and caring to have dreams that inspire them. I have met children who have told me they aspire to be a beneficiary. Children need role models. They need to be able to participate in activities that challenge and extend them, and expand their horizons. They need encouragement, to be reassured that they are special, and that there are people who believe in them. When I have visited schools in low socio-economic areas, I have been humbled and full of admiration for the teachers who go to great lengths to give children opportunities to dream. I have watched teachers encourage and provide opportunities for young people whose lives outside school provide little opportunity to dream. I have seen teenage girls leaving those same schools with plans for their future, impatient to realise the dreams and goals that their teachers have inspired and worked with them to set.
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those with the golden touch Celebrated for their tenacity, integrity and No. 8 wire ingenuity, New Zealand athletes also have the ability to enthral and inspire a nation. Many of our illustrious sportsmen and women are now taking those well-honed skills into the “real world” once their competition days end. Gold medallists like Barbara Kendall, Beatrice Faumuina and Hamish Carter have reached new highs in totally different arenas. Some – like Hamish Bond and Rob Waddell - are even doing it while still at the apex of their sport. Kendall has even made it her job to ensure athletes understand how to take the skills learned in the culture of sport and transfer them into the business world. When the triple Olympic medallist’s 24-year boardsailing career ended in 2010, she rolled straight into roles with the International Olympic Committee and the World Anti-Doping Agency. One of her driving ambitions was to help fellow athletes to adjust once they’d retired, using the skills honed on the playing field – like initiative, time management, fundraising and leadership.
So Kendall was charged with creating a programme for the IOC, piloting it in Oceania, particularly with athletes in South Pacific island nations. Her Excellence For Life workshops were so successful, they’re now being launched worldwide. “There’s a confidence you get from knowing who you are, what you like, and what your skills are,” Kendall says. “How did you get to this point where you are kicking a ball? You showed initiative, you were motivated to go to training. You had to organise your finances, so
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you’re running your own business, your own brand.” Kendall has been asked by some New Zealand sports to put their athletes through workshops this year. The New Zealand Olympic Committee also works with international employment company, Adecco, to run an athlete career programme. “Life advisors” help elite, Olympic and Paralympic athletes find the right studies for a future career, or part-time job placements. Olympic rower Nathan Twaddle and Black Sticks captain Dean Couzins have been through the programme; an advisor helped kayaking gold medallist Lisa Carrington to manage her sport and university studies.
“I’m lucky my mother and my mentors never saw boundaries, only opportunities. When you grow up in an environment like that, it’s not a question of what you can’t do; it’s about how you can do it and the best way forward.”
“Sport is an amazing opportunity to grow all these skills that are totally transferrable. But you need to be aware of them, so when you retire or injury forces you to finish, you have a good awareness of who you are, what your natural attributes are, and what you can bring to business,” she says.
Kiwi athletes have always punched well above their weight on the world stage, and many are now carrying their successes off the sports field, writes SUZANNE McFADDEN.
Kendall is a success story of her own making. Since retiring, she’s completed a Bachelor in Social Services, and runs Let Go workshops, helping people re-entering the workplace or changing careers to “release their potential”. As a free-spirited windsurfer travelling the world, she didn’t have the assistance available to athletes today.
“You had to be really innovative – no money, no support, no life skills advisors or scholarships. It was either do or die, which made me who I am. But athletes today have such opportunities, they need to be aware of them,” she says. Queen of the discus, Beatrice Faumuina, followed the example set by her mother, Roini, throughout her athletic career. A single mother, Roini worked fulltime and studied while she raised Beatrice. “I saw what my mother was able to do,” says Faumuina, both Dux and Dux Ludorum (top in sport) at Auckland’s Lynfield College. “I’m lucky my mother and my mentors never saw boundaries, only opportunities. When you grow up in an environment like that, it’s not a question of what you can’t do; it’s about how you can do it and the best way forward.”
“Even starting out I knew I didn’t want to be finishing an athletic career in my 30s with no education or job experience,” she says. “It can be quite scary for some. But I really enjoyed knowing that, as I was getting ready for a world championship or an Olympics, I was planning for life after sport as well. To me, education and work experience is really vital - a crucial opportunity for an athlete post-sport.” So as she trained six days a week and travelled on the track and field circuit, the 1997 world discus champion studied towards a Bachelor of Business Studies, majoring in marketing, and worked part-time. “It wasn’t necessarily hard. It was about understanding that the skillset I had in sport was complementary to my education,” she says.
“Where athletes are incredibly strong is the will to keep going when things haven’t gone well, when you have to live through disappointment. You learn to really value when things are going well.” Faumuina was weighing up her future in the aftermath of the 2010 Commonwealth Games, when a phone call from renowned lawyer Mai Chen caught her off-guard. Chen asked if she was interested in running the BEST Pasifika Leadership Academy, a new initiative to find and mentor future Pasifika business leaders. “I saw it as my chance to give back,” Faumuina says. “Throughout my athletics career and alongside my studying, I met a lot of people who gave me so much; people willing to put up their hand and give
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a new goal Winning the men’s triathlon at the 2004 Athens Olympics brought Hamish Carter more reward than simply a gold medal. It was a success he’s been able to share with others, and continues to do so through his latest role, at the Sir Peter Blake Trust. “That result in my athletic career had an impact on other people that I never really anticipated,” the former world champion triathlete says. “Ever since I retired as an athlete, there have been lots of really great opportunities to connect that success with other people, have them believe more in themselves and turn that self-belief into achievement. “My new role gets me closer to doing that, as well as honouring Sir Peter Blake’s legacy.” Carter’s new job is General Manager of Corporate Partnerships and Sponsorship at the Trust, and it’s a job he’s well equipped for.
me support and help. This is about returning that community support.” Two leaders going through the 18-month programme at BEST are also former sports stars. Former Silver Fern netballer Vili Davu is a consultant for Coverstaff Recruitment; former All Black Eroni Clarke is at Massey University studying clinical psychology and philosophy. Rob Waddell fondly remembers travelling the globe with a set of oars and bags of schoolbooks. “I’m proud to say I never missed a paper,” says the world and Olympic champion, who studied towards his Bachelor of Management Studies at the University of Waikato for five years while competing on the world rowing stage. “I came through in a generation of guys who spent 10-12 years rowing and a lot of them arrived at 30 with no capital, and no skills other than their sporting ones. It was a pretty cold hard road. “I felt very lucky to be in the first generation to come through with support from the Sports Foundation and the university.”
on the international stage, now as an America’s Cup grinder for Emirates Team New Zealand racing in San Francisco this Northern Hemisphere summer. But he also manages to hold down a string of other jobs – he’s the new chef de mission for New Zealand’s Commonwealth and Olympic teams, he’s vice-chairman of the Home of Cycling Charitable Trust, which has built the national cycling centre of excellence in Cambridge, opening this year; and he and OIympic rower wife Sonia run a horse agistment farm in the Waikato. Other rowers are succeeding on land too. Hamish Bond, gold medallist at the 2012 Olympics, works part-time for investment advisory firm Forsyth Barr while continuing to row.
“I came through in a generation of guys who spent 10-12 years rowing and a lot of them arrived at 30 with no capital, and no skills other than their sporting ones. It was a pretty cold hard road."
Single sculler Mahe Drysdale thought long and hard about heading back to the office, but the London gold medallist is staying for another Olympics.
So what does his new role entail? “First and foremost, I’m fostering the relationship with existing partners, and, secondly, look for new partners who will enable the Trust to do more work in leadership and the environment,” he says. While at the Trust, Carter will continue to run SportConnect – a business he established in 2007 with his wife Marissa – which connects businesses to aspiring young athletes needing financial support to venture onto the world stage. He also sits on the board of High Performance Sport NZ. If you’re interested in supporting the Trust, email firstname.lastname@example.org. 12 | LEADERSHIP Celebrating great New Zealanders
“As an athlete you lead a transient lifestyle, so it’s great to have something to fall back on if rowing doesn’t work out,” he says. "Before rowing, I knew about setting goals and working hard to achieve them - my secrets to success. Sport teaches you to push yourself to places you don’t want to go. You learn a lot from putting yourself under huge pressure.
“It was a tough decision [to keep rowing] but I love it. I had to make sure I had the motivation and the drive to want that second gold medal just as much. And I do.”
The three-time Halberg Sportsman of the Year is still competing
Hoturoa Barclay-Kerr, Leader of Haunui.
Interview with Cath Saunders, Voyager NZMM
He has worked in the corporate sector since retiring as a fulltime athlete in 2006, but his knowledge of working with business partners was nurtured during his competitive days. “Key to my success as an athlete was my business Hamish Carter Ltd, that connected my achievements to commercial partners, enabling me to fund each campaign,” says Carter, who has also worked at Lion and Xero, and as a director of the Triathlon World Champs.
The opposite of most elite athletes, Drysdale worked full-time as an accountant before rowing professionally. With a Bachelor of Commerce in accounting and commercial law, Drysdale was inspired by Waddell’s gold to try out, at 22, for the New Zealand squad.
alive the unique Waka culture, protect our environment and raise peoples’ consciousness of the problems facing our oceans and their mammals due to pollution. Haunui is a special Waka in terms of an environmental story. We don’t rely on any fossil fuel for auxiliary propulsion. We’ve got electric motors and solar panels. There are huge batteries in each hull. We have no running water and we carry around 80 – 20 litre water containers and also rain catchers. Haunui is a perfect blend of old and new technology. Haunui went on a phenomenal journey in 2011. What was it? Haunui was one of the fleet of seven Waka that sailed from Aotearoa to North America and back. A journey of 18 months. The aim of the voyage was to revive ancient navigational systems and to raise awareness about contemporary threats to our oceans. Throughout the journey we used only ancient navigation systems with the help of the sun and the stars. I had never before sailed under these conditions beyond the Pacific Islands.
Ad to come How long have you been sailing? I’ve been sailing canoes for 30 years plus, and working and training young people on the water. My life, I guess, has been ‘on the water’. I’ve been working on the war canoes of Dame Te Ata for over 45 years and I took command of her fleet of Waka in 1981. I relinquished this position to my son, Runanga in 2010. Your Waka, Haunui has been moored in Voyager NZ Maritime Museum’s marina since February. Tell me about Haunui. Haunui is one of the seven Waka built in 2009 under the patronage of German Philanthropist and Oceanic Environmentalist, Dieter Paulmann (Okeanos Foundation). Haunui’s message is to share the knowledge and the stories of the Pacific with all the people of Aotearoa. We want to keep
What are your plans for Haunui? We’ve found wherever we sailed we’ve taught people to be more environmentally friendly. We’d like to share our Waka with as many people as possible. There is a great synergy in our pursuits and those of Voyager NZ Maritime Museum so, there could well be educational opportunities for us that align with Voyager’s programmes. But first, Haunui is to be put into survey to be made available for public sailings. What is Haunui to you? Our Waka is our island. Everything we do on the Waka must be sustainable. Our resources are finite. If we mismanage our resources there’s nowhere for us to go. A perfect metaphor for an island and for planet earth.
Visit Haunui at Voyager’s marina Voyager remains free for Auckland Ratepayers, please show proof of address upon entry
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new cats, familiar battles Arriving in San Francisco to prepare for the 34th edition of the America’s Cup, Ross Blackman was reminded of a favourite expression: “Plus ça change, plus c’est la même chose.” The more things change, the more they stay the same. Since the battle for the Auld Mug was last contested on American waters 18 years ago, the yachts have transformed into cats, the sailors’ wear armour instead of t-shirts, and races are lightning sprints around the cans. But some things, remarkably, haven’t changed. Key players like Sir Russell Coutts, Paul Cayard and Kevin Shoebridge are still there; this will be the seventh Cup campaign for Blackman, deputy chairman of the Sir Peter Blake Trust, and business manager for Team New Zealand since 1994. He can’t help noticing the similarities between San Francisco and San Diego, where Sir Peter Blake led the New Zealand team to their first Cup success in 1995. The parallel isn’t so much geographical – the ’95 Cup was raced on the Pacific Ocean horizon; this year it’s on the San Francisco waterfront. No, it’s more about logistics, and politics. Blackman says running a sports event in a big city is a tough challenge. Newport, Rhode Island - the home of the Auld Mug for 53 years Fremantle (1987) and Auckland (2000 and 2003), were relatively small centres that became immersed in the America’s Cup atmosphere. “In a big city there are so many things going on, and so many demands on the city fathers, that the America’s Cup becomes just another event. If you bring in an event this size to Auckland it can have a huge positive impact,” he says. This time, the America’s Cup Event Authority has been “lacking consistent leadership” and failed to foster a strong relationship with the city, Blackman says, and that’s forced teams to become “unnecessarily enmeshed in local legislation and permitting issues”.
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But there are differences - like the switch from monohull to multihull. The hi-tech AC72 cat has provided a challenge for the team designers with no template to work from. “The unexpected byproduct of a complete change of class is the shortage of world-class large multihull designers, especially those who can put together a catamaran-wingsail combination,” Blackman says. That’s one of the reasons the Italian team Luna Rossa bought a boat design package from Emirates Team New Zealand; and the New Zealanders got to sail with another team in Auckland last summer. “It’s something we tried hard to do twice before,” Blackman says. “In 1992 we came close to a sharing deal with South Africa, and in 1995, with Canada.” Another point of difference is the Kiwi team’s position lining up in the Louis Vuitton Cup on July 7. “In 1995, we were never considered a serious threat until midway through the regatta. This time we have a massive target on our back, because we were first on the water with the very first AC72, and there’s been huge interest in our boats,” Blackman says. Emirates Team New Zealand are very aware that winning the America’s Cup is not only about bringing home a priceless silver trophy, but bringing home an event. “As hosts you have the opportunity to do it well, or do it poorly. Sir Peter Blake made a conscious effort to do it well – so that New Zealand would be always remembered as a wonderful host,” Blackman says. “We would relish the chance to do it well again. That’s what 85 team members will be working towards in San Francisco, from July to September.”
from cow shed to boardroom
Farmers are venturing beyond the farm gates and into the boardrooms, creating a whole new breed of leaders in agriculture, CATHERINE MASTERS discovers. Photo credit: Sam and Catherine White
Justine Kidd, New Zealand’s Dairy Woman of the Year, is a “doer”, with a string of credentials cramming her CV.
governance level and making a positive contribution to the future of the businesses I get to work with.
The girl who grew up in the King Country rural town of Te Kuiti, daughter of a rural accountant and a schoolteacher, is now both a farmer and a business owner in the Hawkes’ Bay. Presented with the 2013 Dairy Woman of the Year title by the Dairy Women’s Network, she’s looking forward to her prize - a scholarship of 12 months’ exposure to globally-focused women in leadership roles across the New Zealand business sector.
“We contribute an awful lot to our country’s economic prosperity and social wellbeing - we need to have the skills to really influence and support our families and communities,” she says.
“It means I’ll get to meet, interact with and learn from some very talented women who will have vastly different experiences and stories to my own” she says. Kidd sees leadership as being critical in agriculture, as farmers today lead more and more complex businesses in an ever-changing industry. Farmers are quiet leaders, she believes, who tend to be doers and not talkers, so often go unnoticed by the wider public. But farms are multi-million dollar businesses and leadership in agriculture is no different to leadership in any other sphere. “My aspirations include getting involved in agribusiness at a
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Farmers are responsible for businesses that employ people, engage contractors and purchase services, and what they do affects local communities. “We are also stewards of the land, and as farmers we understand the importance of this stewardship, developing and caring for the land so it is able to sustainably provide for future generations,” Kidd says. “It is about being able to see and articulate a ‘better future,’ working out what needs to happen to make that a reality then stepping out on the pathway to get there; negotiating obstacles, solving problems and overcoming limitations to its achievement. “This will usually involve taking people with you, and often as a leader we have to call people up to places beyond their comfort zone, or to a performance we know is in them, but the person might not have yet realised themselves.”
Kidd’s own path shows what can be achieved. While her family didn’t own a farm, they were exposed to the rural life. Kidd was “horse mad” so her parents bought a small block where they had ponies and ran a few sheep, goats and cattle. Sports mad, too, Kidd represented her school in many codes, from athletics to tennis and equestrian. Her agricultural career began at 17, when she went to Massey University to study veterinary science but ended up with an honours degree in agricultural science. She then took a job with the Dairy Board and never looked back.
Her love of horses continued, and in 2003, she set up a high performance programme for Equestrian Sports NZ. She went to the Athens Olympics with the national equestrian team before becoming CEO and developing national coaching and volunteer programmes.
“My aspirations include getting involved in agribusiness at a governance level and making a positive contribution to the future of the businesses I get to work with.”
After working as a farm production scientist at Ruakura in Hamilton, she felt the pull towards self-employment, and began her own business in training and consulting. She eventually bought her own dairy farm in Huntly, and was a founding director in Synlait, now a multi-million dollar dairy processing company.
If that was not hectic enough, at the same time Kidd established a family business, Avance – a company designed to create a family farming asset by helping other farm businesses achieve their strategic goals.
In 2008, she was asked by an old friend, the late Peter Barry, to run BEL Group’s Hawke’s Bay-based dairy farm operations. Today the BEL Group employs more than 60 people milking 8,600 cows across eight dairy farms over 2,400 hectares, with another 960 hectares in dairy support. Avance continues to work with Barry’s wife Andrea and BEL Group. “It has been a challenging four years so far but, wow, what a journey,” Kidd says.
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Kidd believes that whatever you do – and what you don’t do – builds your reputation. The same goes for leadership: “Whatever you do, you are influencing someone. My personal challenge is to make that influence a positive one that calls people up to something better in themselves.” While Kidd’s road to leadership has been through “doing”, there are valuable courses to help develop leadership skills in the industry. Federated Farmers has three levels to their leadership programme on offer to 28,000 members, be they farm hands or farm owners.
“Whatever you do, you are influencing someone. My personal challenge is to make that influence a positive one that calls people up to something better in themselves.” The idea is to “help leading farmers become farming leaders,” says Jeremy Blandford who heads the programme. The first level, Getting Your Feet Wet, is about learning about yourself, how you work with others, how to put critical thinking around an issue, and how to package and present. Farmers are exposed to what happens in parliament’s debating chamber and meet a Minister.
teaching leadership, points out that women make up 50 percent of the agricultural sector. She says within that group lies a lot of untapped potential. “They want to step up and engage, because we have a lot of issues that we need to solve as a nation. New Zealand as a primary producer is really still the backbone of our economic system, so to tap into 50 per cent of the sector is really quite crucial,” Nelson says.
grassroots leaders Blake Leader John Penno, co-founder of the integrated dairy farming enterprise Synlait, grew up on a mixed cropping farm in south Canterbury, where his father talked about the importance of making a contribution, and of challenging yourself. Penno believes groups of people need leaders to form collective action, because it doesn’t necessarily happen by itself.
She is not short on success stories. Dawn Sangster, a graduate from the first year, now sits on the board of meat company Alliance Group, one of only three women in 60 years to do so. Kirsten Bryant is now a director on Beef + Lamb, and Hinerangi Edwards sits on PKW, one of the biggest dairy companies in Taranaki.
“It happens when someone stands up and says ‘Look, this is where I think we need to go and this is how we’re going to get there’,” he says.
Many more women are coming into agriculture, not through marrying into it, but as a career choice. They are doing the hard physical work and are also highly likely to be the holders of the land, and the debt, and many more are coming through universities with degrees in science and management.
“So for me it’s about having vision and aspiration for the company, but also for people in much more operational roles,” Penno says. “I want them showing thought leadership as well, because they’re the guys who can figure out better ways of doing things that often have a big impact on the way we’re operating and the way the business is running.”
“Successful leadership is needed in all spheres of agriculture,” says Nelson. “If we don’t have successful thriving agricultural businesses, we don’t have successful agricultural communities, we don’t have a successful industry, and we don’t have a successful New Zealand. It’s as simple as that.”
You have to create opportunities for people to lead and out of that great leaders will emerge – and it’s also important to learn from mistakes. Penno says he has made some “stupendous” mistakes along the way but was lucky to have mature people around him who had seen he had learnt and had let him carry on.
The current CEO of Synlait Milk, Penno doesn’t see himself as an individual leading a team, but rather leading a group of leaders. Synlait is full of leaders. There are, naturally, those at the top of the echelon, but leadership is also nurtured in new employees. Grassroots leadership and thought leadership are core values of the company.
“What I often see in New Zealand, and particularly in business, is people make a mistake and they get pushed aside at exactly the moment they should be carried through,” he says. “You know, we change CEOs like we change our clothes in New Zealand, whereas there are ample studies around the world which show there’s a very strong correlation between long-standing leadership and company performance.”
It is daunting for some, Blandford says. “It’s even daunting for them, believe it or not, to stand up amongst the group that are there, amongst their peers, and put together just two or three minutes of a cohesive presentation.”
Over five years the Synlait milk business has grown from nothing to around $400 million a year and the aim is to double that in the next five years. It won’t just be Penno achieving this, but all the leaders at different levels of the company combining to turn the vision into reality. – Catherine Masters.
But he says it is also fascinating to watching the ease that comes with having done it a couple of times, and knowing that, despite “the nervousness and boom in their chest”, they can do it. Today’s farmers need to hone their skills in advocacy and influence. With increasingly critical issues around the environment, water and ecology, farmers have to be able to engage with many different groups collaboratively. “It’s about farming for New Zealand’s future, because New Zealand’s future is hinged on the things of the land and our other primary industries, such as fishing and the sea. So it is significant,” says Blandford. As Kidd has proven, farming leadership is not solely a male domain. Lindy Nelson, who founded the Agri-Women’s Development Trust 18 | LEADERSHIP Celebrating great New Zealanders
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follow the yellow brick road rachel taulelei Fishing Industry Entrepreneur and Sustainability Champion, Sir Peter Blake Leader 2012
I am a Virgo through and through. Among other things this means I love a good list, and details are my friend. As a business owner this isn’t a bad thing. As an entrepreneur however, it makes the big thinking, brain storming, dreaming part of the equation tough. I love to do it, and it’s incredibly important in order to move forward, but if your mind is on the start time of a conference, rather than the overarching mission of the meeting, then you have some work to do! As a leadership philosophy, “Dare, Dream, Do: the hardest part is to begin” is both challenging and inspiring. A day’s work for me is to take those who catch closer to those who cook. I work with fishermen who catch and farm using responsible methods that engender sustainability. I supply their fish to restaurants through New Zealand within 24 hours of it leaving the water, and it’s the discerning chefs who make the move to work with my business, Yellow Brick Road - those who value responsibility, sustainability and provenance. If you had asked me when I was at school what I dreamed of becoming, I would have said doctor or lawyer. But fishmonger with a penchant for sustainability? It wasn’t high on the list. To be honest it didn’t even make the list. That said, I now wouldn’t change it for the world. Sustainability is one of the most overused and misunderstood words in our lexicon. The default position in fishing is for it to reference the environment. But sustainable enterprise is about more than just fish stocks and seabirds; it’s about economics, people and the environment. Through time, as we’ve become arguably smarter and developed greater technologies, sadly we’ve done more harm, and it’s not sustainable under any definition. As an industry, fishing is an enigma. There are no books you can read, or sites to visit, that prepare you for what might be involved. You quite literally have to jump in the deep end and listen like your life depends on it. 20 | LEADERSHIP Celebrating great New Zealanders
I established Yellow Brick Road after eight years working as Trade Commissioner in Los Angeles, during which time I saw an inordinate amount of work going into the catching and harvesting of seafood. Equally, I saw people taking great care within restaurants to prepare those products. What existed between the two – many hands, many days, and great risk – invariably diminished the integrity of the seafood. There was no brand, no story about its provenance, no value placed on its beginnings. Astonishingly, this was as true of the domestic market as it was of the international. New Zealand is held in great regard the world over for its fisheries management. My dream is that we live up to that – so that it’s not just marketing hype. That we find ways for the industry to prosper, without hauling hundreds of tonnes of fish onto one boat, in one trip. That we slow the freight train for just a moment to consider value, not volume. That we place an innate value on the provenance of our fish, and that at any given moment, someone eating New Zealand seafood knows how that fish was caught, where and when. The fishermen I work with are more like guardians than businessmen. It is more important to them than anyone else that there are fish in the ocean for our grandchildren’s grandchildren. My Dare, Dream, Do challenge is to stimulate the conversation around how best to make fishing a sustainable enterprise. The more I listen, the more I understand and appreciate the need to protect the planet and people, while allowing business to prosper.
doing things well CHRIS MACE
Businessman, Arts and Science Patron and Founding Trustee of the Sir Peter Blake Trust
Blake medallist the late Sir Paul Callaghan dreamt of the enormous opportunities for a small country that does things well. Having a dream is one thing, but setting out to realise a dream is the primary challenge on the road to “doing things well”. The journey of developing a dream into action requires knowledge and intelligence; implementing requires leadership. While these attributes are not mutually exclusive, it is usually the quality of leadership that stands out as the defining factor between success and mediocrity – be it in sport, education, business, local or central government. And there are many great examples where outstanding leadership has seen a dream converted into a reality. The process requires energy and commitment, a determination to succeed, along with an ability to communicate, inspire and motivate. These are the attributes of effective leadership and were indeed the qualities that elevated Sir Peter Blake to the great leader that he was. We live in a rapidly changing world, highlighted in Sir Peter Gluckman’s statement, and the transformational strategies he referred to will be essential to face the challenges ahead. Sir Peter Blake saw changes in the world’s oceans that he raced across which alarmed him, and he dreamt further of seeking to transform global attitudes to the way we treat the water around us. His dream was simple: “Good water, good life”. Sir Peter Blake also knew that knowledge and intelligence would play a critical part in creating his strategy for success. He understood that science and research, leading to new knowledge and the development of new processes and technology, would underpin the innovation necessary to improve the deteriorating state of the oceans that he loved to sail. The Oxford Dictionary has an interesting and relevant definition of the word dream – “an ideal, aspiration or ambition especially of a nation”. If we acknowledge Sir Paul Callaghan’s statement that “there
"We need to accept that the world is changing at an exponential rate, that knowledg e and techno logy are a major part of that chan ge, and whether or n ot New Zeala nd remains relevant to th e rest of th e world, or not, will dep end on transf ormational strategies th at in turn wil l depend much on how we develop an d use knowledge. A knowledge-bas ed society will be more amb it ious, more prepared to face the challenges ahead, more able and willi ng to address issu es of social development and environmen tal protectio n and certainly more production."
Sir Peter Glu ckman KNZM , FRSNZ, IR S, Chief Science Advis er to the Prim e Minister
are enormous opportunities for a small country that does things well”, then our dream as a nation could be “to improve the wellbeing of all New Zealanders”. To achieve such a dream requires success in many projects across the full spectrum of society and, while there are many great examples of progress, much needs to be done to improve the social, environmental and economic wellbeing of our nation and our people – hence the need for successful leaders. The Sir Peter Blake Trust continues to seek out and recognise outstanding leaders within the wider New Zealand community: individuals who inspire and motivate, individuals who develop and use knowledge, individuals who dare to dream and have the energy to seek to achieve their dreams. LEADERSHIP Celebrating great New Zealanders | 21
Working with others for change is one of the strongest facets of leadership. SUZANNE McFADDEN meets two aspirational women using their skills, knowledge and compassion to give back.
Julie Chapman has to hold back the tears when a little boy at a south Auckland school throws his arms around her legs, and thanks her for the first pair of shoes he’s ever owned. Or when another boy in Rotorua tells her he had red soup for dinner; the “soup” the cooking water from the previous night’s meal of cocktail sausages. Emotions run high most days for Chapman, co-founder and CEO of charitable trust KidsCan, in her mission to overcome child poverty in New Zealand. There have been countless special moments: like the day in March, when 500 kids from Takanini Primary donned the rain jacket, shoes and socks given to them by the Warriors rugby league side. And a fair share of ordeals and stories of sorrow too, since Chapman (nee Helson) started the not-for-profit organisation in her Auckland garage eight years ago. But the 2008 Blake Leader has no regrets.
Chapman entered the world of altruism by accident. Working as “the fax girl” for a stationery company, she went to night school to get a marketing diploma, before working for the Auckland Rescue Helicopter Trust, then a string of other non-profit organisations. She decided to go it alone after reading media reports of New Zealand children going without the basics. “I decided to start an organisation that would meet the needs of our children,” she says. “Starting was the hardest part. It was scary at times, but thrilling and exhilarating to get out there to sell the concept and raise the money, so the dream could become a reality.” KidsCan got off the ground with $40,000 seed funding from Guardian Trust, and Chapman started working with schools to identify what children needed. From August to December in 2005, KidsCan raised $600,000.
“People were shocked to learn what was happening in New Zealand; and happening 15 minutes down the road from them,” Chapman says. She had the skills to run a sustainable non-profit organisation: “I’m good at coming up with new and fresh ideas. I can talk to people, and get them to understand. I have an absolute belief in the cause. And I have tenacity, which goes a long way.” She scored a coup in signing up KidsCan as the official charity of the All Blacks for four years; the Warriors have now picked up the reins. And in 2009, she resurrected Telethon – an “amazing journey” which truly tested Chapman’s leadership skills. She and her KidsCan staff received “nasty emails and threats” after media reports claimed only 18 cents of every dollar in the $1.94 million raised would go to children. “I had to call on all of my leadership skills and inner strength to deal with it. It was hard getting out of bed the next morning, but I knew
I had a team of good people waiting for me,” says Chapman, who proved 80c in every dollar went to the children. With the “Support a New Zealand Child” project, a $15 a month donation feeds a child for a year and gives them a pair of shoes, two pairs of socks and a raincoat. KidsCan aims to feed 7000 children in 339 low decile schools this year. The long-term goal is that by 2016, no child in a Kiwi school will go hungry. This year KidsCan is also looking at children’s health - running a pilot in Kaitaia with Dr Lance O’Sullivan, treating strep throat and skin infections for 2000 children in 14 Far North schools. Massey University research has found KidsCan programmes have increased attendance in schools, reduced social issues like bullying and theft, and improved learning ability and self-esteem. “I see my role as being a voice for those children, who are often treated as invisible. But my ultimate goal is that one day, KidsCan won’t need to exist,” Chapman says. Then, the “mum” to three dogs and four cats, would turn her attention to the welfare of animals.
Julie Chapman, Blake Leader
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Qiujing Wong makers is that they put years into making a project with an amazing wealth of knowledge and research, and it will be seen on TV – or a cinema if you are lucky – and then put on a shelf.
A band of benevolent angels helped Charlie Wilkinson and Arran Whiteford wing their way to Antarctica last summer.
“Often people will say ‘I’d love to help but it’s way too expensive, too hard and too far away’. Our idea was to turn this on its head and say ‘Here’s the most powerful product we can make. How about we use it to motivate people to do things by making it really simple to take action?’”
Social Angels, a Kiwi online giving community based in Hamilton, raised $6350 towards getting Wilkinson and Whiteford, the most recent Sir Peter Blake Trust Antarctic youth ambassadors, down south to work on scientific projects with environmental and engineering teams. The Trust also called on Social Angels to help raise more than $7000 to send 30 secondary school students on an expedition to the Kermadecs last year. “Head Angel”, Ree Varcoe, who works for the Wise Group, set up the website, where the message is: “by nurturing and cherishing the act of giving we help bring happiness to others and, just as importantly, to ourselves.” Every cent donated goes to the charity the donor chooses. Every month, the website highlights a different cause; in July, the focus will be on the Sir Peter Blake Trust. Social Angels isn’t just about people giving money to causes. Donors can give in-kind, with services or goods to benefit notfor-profit organisations. Ukuleles signed by musicians around the world were auctioned on Trade Me to raise funds for Play It Strange workshops in low-decile schools. The Monastery, a wellness retreat in Hamilton giving a free week of healing to hundreds of Cantabrians affected by the earthquakes, is supported by Social Angels in many ways. The charity asks for volunteers to paint the grand old home, find an old, unused country church that could be used for physical therapies, as well as a $3 text campaign to continue the service past this year. www.socialangels.org.nz
As a teenager, Qiujing Wong never dreamed of becoming a professional storyteller and campaigner for social change. Instead, fresh out of Auckland’s Diocesan School for Girls, she faced a career conundrum. “I was like ‘Okay, what profession should I do? Should I go to med school, be a lawyer like my mum, or a business person like my dad and grandparents?” the 35-year-old film-maker and social entrepreneur says.
That was how Wong and Easterbrook approached “A Grandmother’s Tribe” – the award-winning documentary film on the lives of subSaharan grandmothers raising more than 13 million orphaned children whose parents died of AIDS. Borderless kicked off a “take action” initiative encouraging people to buy the DVD for fundraising screening evenings, to support the grandmothers through the Stephen Lewis Foundation. Wong and Easterbrook also started their own Borderless Foundation to give back. After recently receiving a sizeable donation from an American philanthropist, the couple is mulling over how best to use it.
Although film often posed as a window to the issue, Wong has learned it wasn’t always necessary to use moving pictures to tell a story. That’s been the case with Be. Accessible, a campaign designed and managed by Borderless, aimed at making New Zealand more accessible to people with disabilities, the elderly and even parents with pushchairs. Among its initiatives is the Be. Leadership programme designed to “embrace all disabilities and develop extraordinary New Zealand leaders”. “We used a brand new language in that campaign; like ‘accessibility’ as opposed to ‘disability’. We’re constantly uncovering different ways of reaching people,” Wong says. Her most recent project has been working with Tip Top and KidsCan on the “Nourish Our Kids” project to tackle hunger in schools. In the past year, Wong has tackled her most rewarding endeavour yet - the arrival of daughter Greta, now one. “I’ve learned to become heaps more efficient with my time,” she says. “She is probably the most important thing I will do in my life.”
“So I started a law degree - and dropped that. I was really into hockey and squash, so I thought I could go into sports management. The sports science degree lasted one semester as well.” It wasn’t until she walked into the lecture theatre of Dr Ross McDonald at the University of Auckland, while studying for a Bachelor of Commerce, that Wong discovered she’d finally taken the first step on her path. “In his business ethics paper, he looks at the impact of World Bank and the IMF on developing countries, and shows you how those big funds administered by the US and First World countries are basically destroying the planet. After that, I knew I had to do something in the realm of business ethics,” says Wong, a 2012 Blake Leader. When she met her future husband, Dean Easterbrook, and developed her skills in film and communications, “the pieces of the puzzle came together”. The couple founded Borderless Productions - not only to tell powerful stories through film, but to create social change campaigns. “At first, it was documentary and video making; the documentary was the independently derived concept, and video was the business engine. But we would service clients with a very strong social bent to their work, like World Vision or Oxfam,” Wong says. “It has continued along that road, but we’ve added campaign management.” The couple knew social change rarely comes about by simply putting a movie on the screen. “The sad truth for documentary and film 24 | LEADERSHIP Celebrating great New Zealanders
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change in a cold climate Gary Wilson, Blake Leader at Auckland Islands
Stepping from a helicopter on to the rugged, uncompromising terrain of the Auckland Islands, Gary Wilson feels as though he’s standing on the edge of the world, he tells SUZANNE McFADDEN.
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Almost 500km south-southeast of Bluff, the Auckland Islands form a remote, wind-battered archipelago with a muster of shipwrecks and no human residents. “When you get there, you’re reminded that you’re in the middle of a pretty inhospitable belt of wind and climate on the globe,” Professor Wilson, a Blake Leader, says. “But once you get inside the islands, they are incredibly green, and you immediately notice the swarms of birds. Once you get closer, you can pick out some of the larger animals that live there. “It’s mesmerising, because they are so at home in their natural environment. Every step you take there is something different and absorbing.” A big part of the appeal for Wilson lies with his hope that this extraordinary throng of penguins, albatross and sooty shearwater, fur seals, sea lions and southern right whales, may hold a key to one of the most burning questions on the planet today: how will the Antarctic – and ultimately the rest of the globe - cope in a warmer world? Wilson wants to help find an answer through his dual roles – as head of Marine Science at the University of Otago, and director of the recently created New Zealand Antarctic Research Institute. The institute was launched last year, through a $5.3 million donation from
philanthropist Julian Robertson, and is chaired by Sir Peter Blake Trust trustee Rob Fenwick. Its goal is to strengthen New Zealand’s research into Antarctica and the Southern Ocean, and find the answers this part of the world holds to dealing with the global threats of climate change. And the effect it has, in particular, on New Zealand. “Essentially New Zealand has more to lose than any other country, in the short term at least,” Wilson says. “As a maritime nation, New Zealand is one of the first countries to see the Antarctic circumpolar current, the cold water, which when matched with the warm subtropical inflow off the North Island, drives our climate. “Looking within our exclusive economic zone or our boundaries isn’t going to answer the questions. We have to get out there to investigate and understand. “We need to understand the components of the engine that drives the global climate system – ice, ocean and atmosphere - in Antarctica and the Southern Ocean, and at the same time monitor them as they change.” Wilson explains that one of the best ways to monitor change is to study an ecosystem; to set up an observation point in the most sensitive spot. That spot is not within Antarctica itself, but on the
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margin where Antarctica interacts with the rest of the world. “The Sub-Antarctic is the place to go,” Wilson says, “and the hotspot of biodiversity is the Auckland Islands.
He estimates New Zealand needs to spend $12 million a year
“It’s no surprise that it’s also home to a number of iconic species that we associate with Antarctica: penguins, whales, sea lions, albatross, the list goes on. And that’s just the big stuff you can hold and cuddle.”
Antarctic and the Southern Ocean to reach effective decisions.
Wilson’s plan is to set up a research station where a long-term study of the birds and animals of the Sub-Antarctic can be carried out year-round to determine what is natural variability, what is seasonal variability and what differences in the ecology are based on climate change.
focused on this uncertainty of change for humanity”.
“I think we’re about a year away from putting all the elements in place. The biggest challenge is money - the cost to build a research station is $1 million, and about $1 million a year to keep it running year round. Two weeks of measurements every January won’t answer your questions,” he says. Wilson is a committed scientist and researcher at heart; a former lecturer at the University of Oxford and research fellow at Wolfson College, he has made more than 20 expeditions to the Antarctic and Sub-Antarctic, and his research programmes have drawn more than $20 million in grants. But he also realises that his leadership and development skills, honed through that work, are in demand. In 2006, Wilson was recognised as a Blake Leader through his effort to bring together the multi-national Andrill (Antarctic Drilling) project. As director of the New Zealand Antarctic Research Institute, Wilson sees it as his role to lead the community to solve the questions around climate change. “I love my job. It requires the development of strategy, lining up funders, helping to develop the science case and the methods and implementation plans for answering those questions,” he says. “It’s an opportunity to build a really important programme for the country. It exercises my best skills, which I think are on the strategic and planning sides, developing the vision, and engaging people to commit and deliver it. I get to shape things but not necessarily be at the coalface doing it.”
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on our scientific research effort (that is in addition to the logistics costs of mounting the research expeditions) in Antarctica, the SubThe funders may be from the government – who have a wide range of interests in Antarctica, from science to foreign affairs - or corporate sponsors and foundations, who “are also very much
“The challenge of the Antarctic, Sub-Antarctic and whole marine realm, is that it takes a big team of people and a lot of money to really make a difference. If you want to answer the scientific questions that are big challenges for New Zealand and mankind as we head forward into this warming world, you have to embrace the fact that you have to work on that scale,” Wilson says. “It’s not so much about the size of the region, but the potential impact it has on the rest of the globe.” Wilson would be the first to acknowledge that climate change is a complex problem. But he wants to meet the challenge of finding things that everyday people can associate with, to roll up their sleeves and make a difference. “It’s part of my strategy to find those avenues, so that Kiwis of all backgrounds, jobs and interests can engage with what we are trying to do,” he says. “It requires some kind of crystallisation, which Sir Peter Blake was so good at. He engaged a nation in winning a race, and they backed putting New Zealand on the global map. That’s the very same task we have in front of us with respect to climate, ocean and environmental change.” And that’s why New Zealand has a leadership role to play in the globe’s future. “We have a history of working in the Ross Sea region, a longstanding connection as a nation with the Antarctic, and we have some of the best polar scientists in the world. “We are also well positioned to actually lead the way in terms of understanding because of where we sit on the planet.”
THE DEEP SOUTH: BREAKING NEWS Gary Wilson and the New Zealand Antarctic Research Institute notched up a major achievement in May, when the Government identified “The Deep South” as one of the 10 inaugural National Science Challenges. NZARI produced the proposal for the Government, explaining the importance of the Antarctic and Sub-Antarctic in determining global climate and the future environment – and also why New Zealanders will be amongst the first to feel the effects of change. Wilson is now developing the science plan in collaboration with New Zealand universities, Crown Research Institutes, Antarctica New Zealand and other government agencies. More than $133 million will be invested in the 10 science challenges over the next four years. Two other research areas chosen also resonate with the philosophies of Sir Peter Blake - “Our land and water” and “Life in a changing ocean”. Sir Peter had a passion for the Southern Ocean, from his many years sailing across it, and often expressed his concern about the ocean’s declining health. Through Blakexpeditions, Sir Peter and his crew focused efforts on drawing attention to the degradation of the ocean. As part of keeping Sir Peter’s legacy, The Sir Peter Blake Trust is exploring a longer term environmental focus on the Southern Ocean and, in particular, the Sub-Antarctic. The Trust is exploring opportunities for youth engagement, and contribution to the future of scientific research and discovery in this area, as part of its new Young Blake Expeditions programme.
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dream chasers Leadership asks four talented and determined young dream chasers about where their journey is taking them, and why it’s so important to follow your dreams.
Artist, performance director and daughter of Sir Peter Blake.
Young Blake Expedition crew to the Kermadecs, Wanganui Girls’ College student
Your own big dream? My own big dream is to keep making art and theatre; to run a theatre company doing exciting and challenging work on a community level; and keep telling stories through art. Perhaps this theatre or vehicle for storytelling will be based on a boat - crossing boundaries and borders. To make this a reality, I’ll take on any opportunity in the arts, furthering my learning and travelling the world gaining inspiration.
Your own big dream? My big dream in life is to join the Royal New Zealand Navy as an officer. I love to challenge myself; I enjoy adventures and taking responsibility in leadership roles. In the Navy, I’ll be able to continue these through my career. My love for the water and an active lifestyle also suits Navy life. A dream is a goal with a deadline, so hard work and determination to reach that deadline is key.
The hardest part of the journey so far? Having self-belief - realising there are many of you trying to get that job or be the best - but then realising later on it’s a good thing and you should keep being yourself and having fun. Balancing travel and a lack of having own community, with the need to be within a community on a settled level to create. Also paying rent and trying to make art at the same time. The biggest influence in your life? My family, my art and theatre teachers at school, nonsense humour, Pippi Longstocking, and a bunch of experimental, unusual friends who make things happen and live lives less ordinary. Why should you chase your dreams? It’s the most important thing. Try to do what you really love and maybe one day you will make a living from it and teach others what you love. Better that way, than following what everyone else is doing or what “The Man” says we should be doing. I think life is more exciting if at least you give it a go. 30 ||LEADERSHIP LEADERSHIPCelebrating Celebratinggreat greatNew NewZealanders Zealanders
The hardest part of the journey so far? The hardest part has just started for me. It’s about finding confidence, discovering what I love to do and what I think my place in the world will be. I’m finding it difficult to settle for what has been my life till now because I am keen to move forward and start fulfilling my dream. The biggest influence in your life? So far, it has been my experience associated with the Sir Peter Blake Trust. I knew what I wanted to do, but my involvement in the Trust last year gave me the confidence and insight to see myself living my dream, putting it within my grasp. Why should you chase your dreams? Without some sort of dream, we have little ambition. I’ve had passion in my heart for my future dreams for some time now, and I’ve set my course towards them. It would be extremely difficult and disheartening to not have a dream of certainty and always feel like you were running in mud. LEADERSHIP Celebrating great New Zealanders | 31
Antarctic Youth Ambassador 2012, honours student Victoria University.
Young Blake Expedition crew to the Kermadecs, Whangarei Boys’ High School student
Your own big dream? For the past four years, my main, well-defined dream was to go to Antarctica. To make it a reality, I switched from arts to a science degree, to make it there through geophysics. Travelling to Antarctica as a Youth Ambassador has fuelled this interest, and I now dream of contributing to Antarctic glacial science. Glaciers profoundly affect every aspect of our earth’s system, and I’m excited to unlock some of the mysteries of how our planet works.
Your own big dream? My big dream is to become a marine biologist - an expert on sharks. This would allow me to help protect the most amazing animals on earth by expanding our knowledge about them, ways to look after them and ensure the top predators in our oceans do not disappear. So I’m doing the best I possibly can in school, ensuring a place in a good university, where I’m going to work my butt off doing a marine biology degree. I then plan to work for a few years before studying for my masters in Australia, where there are plenty of sharks (and experts).
The hardest part of the journey so far? The hardest part of pursuing my Antarctic dreams was making definite choices and specialising, narrowing my future options. It took me a while to find where my enthusiasm for the outdoors and the environment met one of my strengths and great interests – mathematics. Realising that I am in no hurry and I wouldn’t be wasting my time as long as I was active helped to make decisions without doubting them. The biggest influence in your life? Curiosity in the mysterious has been a great influence in my life. My family has always taken me to amazing places to explore, and stimulated a thirst for knowledge. Curiosity has probably sparked my enthusiasm for science, and led me to be a keen outdoorsman. My favourite outdoor sports - ski touring and white water kayaking - combine a curiosity for exploring magnificent new places with adrenaline and teamwork. Why should you chase your dreams? Everyone has dreams. It’s not hard to dream, but it can be very hard to make a conscious, definite effort to pursue your dreams. Taking risks and facing challenges is daunting, but doing so shapes our individual characters, and make us better people. People who chase their dreams when they are young are more likely to end up with lifestyles that better suit them.
We celebrate the past winners of the annual Sir Peter Blake Trust Leadership Awards
The hardest part of the journey so far? Although I am still at high school and have yet to enter the real world, I’ve had some trials. The hardest thing is repeatedly saying ‘no’ to things like a day’s game fishing midweek and snorkel trips over weekends, when I have exams coming up and need to study. I know this is going to get much worse, but it is still a shame to waste a day on or in the water. The biggest influence in your life? I was lucky enough to be selected on the inaugural Young Blake Expedition to the Kermadecs, spending two weeks on a Navy ship with 30 like-minded voyagers, inspirational leaders and scientists. One of those scientists was Clinton Duffy, New Zealand’s leading shark expert – we helped him carry out a study on the Galapagos Sharks around Raoul. I already loved sharks, but it sparked a passion. Why should you chase your dreams? Speaking from the ripe old age of 17, I really know squat about life. However, I do know that if you don’t follow your dreams, you’re less likely to find happiness. If you don’t do your absolute best to become what you want to be, you will always feel regret, have that ‘what if’ whispering in the back of your mind. Life’s too short to get all bitter and twisted, so there really is no point in not following your dream.
2012 Blake Leaders (pictured) • Sir John Graham, leader in sports, education and governance • Kapu Waretini, Committee for Auckland • Phil Keoghan, host and producer of The Amazing Race
2010 Blake Leaders • Jamie Tuuta, Maori Trustee
• D r Renee Liang, Consultant Paediatrician, poet, short story writer and playwright
• Rachel Taulelei, Founder and CEO of Yellow Brick Road Ltd
• C atriona Williams, Founder and Trustee, The CatWalk Spinal Cord Injury Trust
• Roseanne Liang, Film Director
• Ngarimu Blair, Consultant
• Qiujing Wong, founder of Borderless Productions
• Sir Ray Avery, Chief Executive, Medicine Mondiale
• Richard McCaw, Captain of the All Blacks (parents pictured)
• Chris Quin, Chief Executive, Telecom Retail
2011 Blake Leaders • Derek Handley, Entrepreneur and philanthropist
• D r Karen Willcox, Associate Professor and Co-Director, Centre for Computational Engineering, MIT
• Sam Johnson, leader of the Student Volunteer Army
2009 Blake Leaders
• Andrew Coy, CEO Magritek
• Rachel Paris, Partner, Bell Gully
• Dame Margaret Bazley, Chair of Environment Canterbury
• Russell Mardon, Helidubai, International Airport
• Tawera Nikau, Managing Director Team One Corporate Development
• Andrew Hamilton, Chief Executive, The Icehouse
• Rebecca Elvin, PhD candidate Oxford University
• D r John Hood, President and Chief Executive, The Robertson Foundation
• Heather Skipworth, Founder IronMaori • Raelene Castle, CEO Netball New Zealand
• Alfred Ngaro, Member of Parliament • Iva Ropati, Principal, Howick College • John Penno, Chief Executive, Synlait
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LEADERSHIP Celebrating great New Zealanders | 33
2008 Blake Leaders
2006 Blake Leaders
• Oscar Kightley, Playwright and actor
• David McConnell, Managing Director, McConnell Group
• Julie Chapman, General Manager, KidsCan Charitable Trust
• Andrew Berry, Business Owner
• Sarah Ulmer, Director, Sarah Ulmer Brand
• Sarah Trotman, Director Business Relations, AUT University
• Sir Murray Halberg, Founder, The Halberg Trust • Rebecca Caughey, Managing Director, Funktion Music • K eriana Brooking, General Manager, Design and Development, Midland Health Network • Michael Sabin, Member of Parliament
2007 Blake Leaders • C aptain Andy Grant, Director of Personnel Capability and Development, Ministry of Defence • Annette Fale, General Manager, The Halogen Foundation • Steven Hall, Principal, Wakatipu High School • P rofessor Sir Paul Callaghan, (1947-2012) Former Director of the MacDiarmid Institute and Professor of Physical Sciences • Dr Justin Vaughan, Head of Clinical Operations, Southern Cross • Shelley Campbell, Chief Executive, Sir Peter Blake Trust • Tim O’Connor, Headmaster, Auckland Grammar
• S ir Stephen Tindall, Founder and Chair, The Warehouse Ltd and The Tindall Foundation • Emeline Afeaki-Mafile’o, Chief Executive, Affirming Works • P rofessor Gary Wilson, Director, New Zealand Antarctic Research Institute • Michael Redman, Consultant
2005 Blake Leaders • Greg Fleming, Chief Executive, Maxim Institute • Glen Sowry, CEO, Housing New Zealand Corporation • Samara Nicholas, Director, Experiencing Marine Reserves • S ir John Anderson, Chair and Director of private and Government entities • Mark Weldon, Business Owner • S teven Carden, General Manager, PGG Wrightson Seeds Australia Ltd • Neil Paviour-Smith, Managing Director, Forsyth Barr
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We’re helping the next generation go even further. As part of our commitment to education, we want to make sure the next generation gets a good head start. We continue to invest in schools throughout New Zealand, have created public-private partnerships, and established the Next Generation Leaders Programme to identify and develop the talents of New Zealand’s youth. We’re also a principal sponsor of The Sir Peter Blake Trust, fostering sustainability and leadership, so that we see more young Kiwis making big waves in the future. For more information about our investment in young Kiwis phone 0800 FUJIXEROX or visit fujixerox.co.nz
Published on Jul 2, 2013
Leadership Magazine is an annual publication of the Sir Peter Blake Trust, which inspires and mobilises the next generation of leaders and e...