Leaders 2011

STEPHEN TINDALLLeading more than he bargained for

www.leadershipnz.co.nz

In this issue

• The Lucky counTry Profiling Don Elder, Andrew Ferrier, and Sarah Kennedy P18 • heLen robinson Why she’s passionate about New Zealand P24

• skiLLsbank The pride of our programme P27

Sir ray averyA thoughtful thinker

In this issue

• Leaders For our Times compassionate, courageous

and committed Reg Birchfield, Jo Brosnahan P22

• sam robinson agriculture’s Leadership

challenges Reg Birchfield P25

• minnie baragwanaTh’s Journey To… The Land of be.

Jo Brosnahan P26

ISSuE 7 WINTER 2011

Vision

Enriching new Zealand through active

leadership in a connected community.

Mission

Growing, celebrating and weaving together

new Zealand’s leaders through conversation.

ValuEs

Courageous

Generous of spirit

inclusive

acting with integrity

innovative

Celebrate apolitical diversity

lEadErship nEw ZEaland

po Box 5061, wellesley st, auckland 1141

T: +64 9 309 3749

E: [email protected]

w: www.leadershipnz.co.nz

lEadErship nEw ZEaland sTaff

Megan Barclay – Executive director (alumnus 2006)

louise Marra – programme Co-director

Christine spicer – programme Co-director

Judy whiteman – skillsBank director

Manu Keung – programme leader

Julie Courtnell – office Manager

Vijaya nory – administrator

Leadership new ZeaLand TrusTees

• Jo Brosnahan – Chair, leadership new Zealand; Corporate director

• Tony nowell – deputy Chair, leadership new Zealand; founder,

ValadenZ

• Mark otten – financial Trustee, leadership new Zealand

• reg Birchfield – publisher, rJMedia

• dr Morgan williams – principal, futuresteps

• Maureen Crombie – Chair, ECpaT international; alumnus 2006

• Teresa Tepania-ashton – alumnus 2006

• Grant Bunting – alumnus 2009

• sina Moore – Chair, C-Me Mentoring Trust, alumnus 2008,

alumni representative

Leadership new ZeaLand advisory TrusTees

• Tony Carter – Chair, The new Zealand institute

• rob fenwick – Managing director, living Earth

• Jennifer Gill – Chief Executive, asB Community Trust

• Bob harvey – Chair, auckland waterfront development agency

• John hinchcliff – advisory Trustee, leadership new Zealand

• peter Kerridge – director, Kerridge and partners ltd

• david McGregor – senior partner, Bell Gully

• ian Macrae – Managing director, hay Group

• louise Marra – director (auckland), Ministry of Economic

development; leadership new Zealand programme Co-director

• Bennett Medary – Chief Executive, simpl

• Tim Miles – Company director

• Graeme nahkies – director, Boardworks international

• fran o’sullivan – Journalist

• sir paul reeves – Chancellor, auT university

• dr Jan white – Chief Executive, accident Compensation Corporation

• Brian roche – Chief Executive, nZ post

ediToriaL Team

reg Birchfield, Jo Brosnahan, Megan Barclay, Julie Courtnell,

Gill prentice, Vijaya nory

aLumni commiTTeerewi spraggon (2005), Mike davies (2005), adrian sole (2006), peter fenton

(2006), neville pulman (2006), Mark Baker (2007), Jennie Vickers (2007) sina

Moore (2008), Manu Keung (2008), Essendon Tuitupou (2008), Karam Meuli

(2009), adrian wimmers (2009), hilary sumpter (2010) and Bernie Chote (2010)

disClaiMEr

The opinions expressed in this publication do

not necessarily reflect the views of leadership

new Zealand, its members or the publishers.

while every effort has been made to ensure the

accuracy of the information, no responsibility

can be accepted by the publisher for omissions,

typographical or printer’s errors, inaccuracies

or changes that may have taken place after

publication. all rights reserved.

Leaders is published by leadership

new Zealand. Copyright © 2011: all

material appearing in Leaders is copyright

and cannot be reproduced without prior

permission of leadership new Zealand.

issuE 7 winTEr 2011

It’s time to jointhe movement

The first Leaders magazine was published in spring 2005. it was designed

to focus on stories about our leaders and, most importantly, to stimulate

discussion on the creation of a positive future for new Zealand. it was

another strand in the kete of leadership new Zealand; weaving leaders

together through a nationwide conversation about leadership issues,

building leadership capacity, strengthening bonds between sectors and

making us a stronger nation.

in her foreword, our chief executive of the time, lesley slade, quoted waitakere Mayor Bob

harvey: “Young leaders must be on the alert for that one crucial moment which can belong to

you. and when you find it, and you will, grow that moment into a vision that belongs to you.

own it like a brand and watch the critics disappear, for then you will understand that this is your

grand moment of epiphany.” This was also the role we saw for leadership new Zealand, deliver-

ing a programme designed to help participants define their moment of epiphany and translate

it into a vision for themselves and for the nation.

six years on and it is now appropriate to reflect on how successful we have been. at the end

of this year we will have over 200 alumni. They have all experienced a programme of conver-

sations with new Zealand leaders which has, in many cases, changed their lives. we have a

growing family of funders, forum members, speakers and trustees and we are connected to

a broad cross section of leadership organisations. But are our leaders making a big enough

difference to this beautiful country that we love?

we have over the past few years identified ourselves as a movement. a movement doesn’t

do everything itself – it relies upon the capacities and commitment of others. More recently,

we have identified like-minded leadership organisations in the space around leadership new

Zealand. we must nurture and support these partners as they in turn grow leadership in differ-

ent spheres. The inspiring story of Minnie Baragwanath (page 26), one of our early alumni, and

the establishment of her Be. organisation, is an example of such leadership in action.

so what does success look like for the leadership new Zealand movement now? we have a

diverse network of leaders who are impassioned about creating a better future for this coun-

try. They have a deep understanding of new Zealand and its issues, they celebrate diversity,

they have the conversations we need to have as a nation and they are making a difference in

every walk of new Zealand life. But we need many more. we don’t yet have critical mass. Yet

new Zealand needs these leaders urgently. we need thousands of leadership new Zealand

alumni involved in growing new Zealand. and we need to encourage and nurture the initia-

tives of our alumni so they too can grow and succeed. Then it becomes a movement.

Join our movement. attend one of our functions to feel the warmth, energy, passion, talent

and opportunity. leadership new Zealand is unique. it forges deep bonds between leaders

from across the community. The diversity of the individuals involved makes for rich conversa-

tions and an excitement about future possibilities. apply for the programme. we intend soon

to run more of them so that all potential leaders have something appropriate and accessible.

provide a scholarship for a candidate who would otherwise be unable to attend and help us en-

sure that all leaders can participate. provide a project for skillsBank where our alumni give back

to not-for-profits and schools. Give and receive. Be a part of something greater. Grow our kete.

He taura waka e kotia Unlike the mooring rope of a canoe

He hone tangata kore e kotia A human bond can never be severed.

Jo Brosnahan

Chair

Contents

ISSuE 7 WINTER 2011

Chair’s foreword 1it’s time to join the movementJo Brosnahan

love letter from auckland 2 to Christchurch Selina Tusitala Marsh

Executive director’s letter 3a record-breaking yearMegan Barclay

ray avery 4 a thoughtful thinkerReg Birchfield

2011 programme launch 8a photo essay

having Their say 10Thoughts from the Class of 2011

leaders for our Times 22Compassionate, courageous and committedReg Birchfield, Jo Brosnahan

sam robinson 25agriculture’s leadership challenges Reg Birchfield

Minnie Baragwanath’s 26 Journey To… The land of Be. Jo Brosnahan

acknowledgements 28

This is a love letter Sprawling and trueThis is a love letter From Auckland to you, O Christchurch

We kneel in the ruins with youWe stare at screens Can’t believe it’s trueWe sift through the ruins with youWe read headlines Can’t make it undo itself

We stand barefoot On roads with youWe look to the sky And disbelieve it’s still blueAnd the sun it still rises And sets each dayAnd the birds they still have Something to sayTo each standing tree, Each falling flower,As if each day comes With its own power

When there is no powerNor water, nor roadNor phone line, nor ambulanceNor relief from the loadWhere once were towers, Ceilings, spires,Now gape holes Gasping air from the mireOf debris, of ages And ages of history Skin and bone, steel and stone,Shattered brickwork, split masonry

We kneel in the ruins with youO, our beloved Garden City!

100,000 tonnes of liquefactionHomes red-stickered for demolitionSmashed glass, crumbling concrete The dead, the injured, the shell-shocked, the defeatedA never-ending surreal nightmareWindows blaze with the neon word CLEAR CLEAR

Stairwells spiralling in toothless hallsSkinless office blocks, in aftershock pauseAshfelt rising in irritated protestThrough smoke of burning waste laid to restAgainst lego cars crushed, bridges broken And the unspoken promise That this could never again happen to usLike mud pools spiralling anomalousAcross the road’s median strip A masked workman stands against a metal dragon’s head

Both incline their faces, to the lost, the deadRuptured and severed pipes, hills, dreams, and heartsSteel foundations ripped apart Now nail-driven spikes scorn the unforgiving airBlack like the headlines at which we stareBlack like the growing missing persons listBut a shaft of light in the stories of ‘just missed’

We kneel in the ruins with you

Of his sound device, the expert revealedIf you dropped ten cents from the end of a rugby fieldIt would hear it, it would hear lifeBut after Wednesday, all was silentA sound so unrepentantly violentWe watched Avon’s weeping willows grieveWe saw doors, doors, doors, but no key

But then someone wrote ‘we can rebuild’ In a sandcastle on the curbAmidst this destruction, someone createdCantabrians – you’ve got some nerve!

See the man, who, with handsLifts concrete blocks from carsSee the mother, with no coverWaiting for her son to rise from the shardsSee the school girl, pony-tail awhirl, share her lunch with a strangerSee the grandfather, who would rather, put his own life in dangerTo check on a neighbour – he’s an everyday saviour, See Christchurch full of them

See fire-fighters thick, with dust reach for brickIn the hopes of another aliveSee the doctors leave, their own families to grieveTo tend when the injured arriveSee Hagley Park become, Relief Centre number oneWhile Ellerslie Flower Show shelters, Buds bent, not broken, suddenly woken By quaking helter-skelter See students rally, in a facebook army, offer their hands to the causeSee the Navy and Police, give release, to a city haemorrhaging through its pores

The Rangiora Earthquake Express trains in foodDonations from the nation doing goodSupplies from HMNZS Canterbury Water, muesli bars, cans of spaghettiCan openers, tin foil, burger buns, bacon Tampons, sanitary pads, toilet paper, tinsof corned beef, tuna, beans, nappies Chicken nuggets, chocolate, torches, batteriesBaby formula, bottles, milk – long lifeSugar, pet food, candles, bowls, a knifeTarpaulins, tents, foam pads, bedsSomething, anything, to cover body and headGas and electric barbeques

Love letter from Auckland to Christchurch

Air Force Iroquois gives a bird’s eye view Of Christchurch – a city shipwrecked on land Engineers, inspectors, on deck – all handsNurses, relief workers, overseas urban rescue As the dust settles, lock down curfew

We kneel in the ruins with youCadaverous topography split in twoFace of the earth with its petulant poutWorld turned upside down and inside out12.51 etched in our national psycheVigil’s bell tolling, that 6.3On the 22nd of the 2nd 2011

We kneel in the ruins with you

The Art Gallery, formidable rescue base The defiant beauty of its crystal face Un-shattered, un-cracked, indescribably intact Your indomitable Mayor Bob Parker The personification of kia kaha For hundreds of thousands and moreThe lifeboat mantra: stay safe, stay sureBoil water, care for others, and boil water some moreCivil Defence, spares no expense, knocking on every doorThe Army’s mobile desalination plantReverse osmosis: who says we can’t?Salvation Army assembles on the groundRed Cross deals with loss and small miracles foundThere are thousands of them aroundSee the love that settles, with the dust and metal Firming up this shaky ground Slowly, slowlyFortitude, patience, modern day Crusaders Fighting and rising from the region’s nadirOf loss, loss, grief and lossTearing the fabric of this communitySewn up again by shared tents in AranuiKnit by shared blankets in LyttletonStrangers clasping hands in New BrightonSumner summers will return soon, soon

This National State of EmergencyIs a state in emergence, you see Because then little Alyssa, the quake baby, arrivesFollowed by Joseph who cries he’s aliveAnd in six days 62 others are bornAnd a city lying ruined, forlornIs still making historyBaby by baby.

By Selina Tusitala Marsh(LNZ Alumni 2010)

2 www.leadershipnz.co.nz

3WINTER 2011

We have a record intake of 36 leaders on this year’s Leadership New Zealand programme. Take a look

at their bios in this issue of Leaders and you will see just how diverse the class of 2011 is. It represents a pretty good cross section of the New Zealand community.

So far this year we have taken the pro-gramme group to Te Tii Marae at Waitangi, to the agricultural hub of the Manawatu and to diverse communities across Auckland. We have encouraged them to consider personal and societal leadership and New Zealand’s constitutional leader-ship. Our guest speakers have encouraged participants to consider whether we are: • A country in which diverse backgrounds

and perspectives exist to build a healthy, wealthy and creative society?

• A global breadbasket? • The creators of a bicultural nation? • Compassionate and committed to doing

the right things? • Courageous in thinking sustainably?

And this year we are committed to tell-ing compelling leadership stories. They will more often than not be based on capturing moments when those among us have faced personal challenges and found ways to win through. We will use publications like this magazine and our various events, to tell the stories of our Alumni, our guest speakers and others who have acted courageously, with compassion and who have commit-ted themselves to positive action.

It is all part of our theme this year which is: “Leadership for our Times – build-

ing a nation on courage, compassion and commitment.”

And thanks to the Alumni of the 2010 programme, this year will deliver the inau-gural Alumni Retreat, hosted by Mission Estate Vineyard in Hawkes Bay. The re-treat will bring all seven years of Alumni together to connect with each other, share respective leadership journeys and con-sider how we can individually and col-lectively make a positive and effective contribution to building this nation.

Our collective concern is that New Zealand lacks a shared vision of the fu-ture. We think more can be done to help deliver such a vision. Creating a shared vision requires innovative and creative thinking, and a genuine commitment to building a healthy and wealthy na-tion for all New Zealanders. Leadership New Zealand wants all its programme participants to commit to making a dif-ference to this country. By the end of this year we will have more than 200 Alumni from our seven years of pro-grammes, out in the community, telling the leadership story.

The basis of the Leadership New Zealand experience is robust discussion and shared experiences. It is a programme for learning about self and community and how the two come together to build nations. It works by helping individuals take the space and time to think about their life experiences and how those experiences can be used to contribute more to the world around them. And by sharing the knowledge and experi-ences of established leaders, the programme

participants become aware of their poten-tial, gain a better understanding of the ways of politics, the economy and a host of other local and international topics and, build a network of friends and contacts they could never otherwise construct.

To continue to nourish our Alumni and broader leadership community outside the programme, we are this year facilitat-ing leadership workshops in areas such as mindfulness in leadership and creative thinking. These developments will pro-vide an opportunity to learn more about how the brain works to enhance an indi-vidual’s capacity to be fully and clearly aware of what is going on in the present moment and to provide clarity of thought and action.

We are also focusing on future thinking. Again these presentations will introduce attendees to some cutting-edge discussion around nation-building strategies. Our con-versation events are focusing on evocative leadership stories – about doing and being. They are designed to make people think and to engage both sides of the brain. They are stories told by leaders with different perspectives and experiences of leadership.

The focus of the team at Leadership New Zealand is to provide the infrastructure to deliver New Zealand’s most relevant and influential leadership development pro-gramme. With the encouragement of our growing leadership network, generous funders and supporters, we are busier and better supported than ever before.

Megan Barclay, Executive Director

A record breaking year

execuTive direcTor’s LeTTer

The Leadership New Zealand team: Vijaya Nory, Office Adminstrator; Jo Brosnahan, Chair; Megan Barclay, Executive Director; Louise Marra and Christine Spicer, Programme Co-Directors; Judy Whiteman, SkillsBank Director; Manu Keung, Programme Leader; Julie Courtnell, Office Manager.


My job is to encourage people to become more resilient and to take any difficulties encountered along the way in their stride.

Leaders have no respect for the status quo. Nothing satisfies them. They are always searching

for the new whatever.

5WINTER 2011

cover sTory

Last year was one for the books for scientist and entrepreneur, Sir Ray Avery. He was named Kiwibank’s 2010 New Zealander of the Year, received the Sir Peter Blake Medal for Leadership, his autobiography was published – and sold like hot cakes – and, to top it all off, he was knighted. Now he is one of this country’s highest profile leaders. How does he feel about that? By Reg Birchfield.

Leadership is about timing. “History illustrates that,” says Sir Ray Avery. “But great leaders are those that stand up to scrutiny over the years.”

What also intrigues New Zealand’s new knight about the individuals we call outstanding leaders, is the frequency with which they are found to suffer from “huge character flaws”. Think about United States presidents Bill Clinton and John F Kennedy for example.

Sir Ray isn’t sure anybody really knows the answer to what makes a good leader. “I suppose a leader is what people, in their own mind, perceive an individual to be.”

For him, true leadership involves the distillation of multifaceted personal characteristics into a single entity. “Leaders must be ho-listic,” he says. “You can’t, for instance, be a leader unless you are looking after your kids and mentoring them or making some com-mitment to community.” This personal philosophy encourages him to spend a good percentage of his time talking with various youth and aspirational organisations.

The young Avery was no stranger to childhood neglect and abuse. According to his autobiography, Rebel with a Cause, he was the product of an ill-fated post-war fling which, when his ill-suited par-ents married, created a “toxic” family mix. Now he is a knight of the realm, an accolade earned for his success as a scientist and business entrepreneur who has spent much of his career saving lives in third world countries.

Sir Ray’s evolving thoughts on leadership have him thinking about what being a leader really means. He finds himself, for in-stance, questioning the rationale of successful individuals who reject what they call, “getting into the leadership thing”, opting in-stead to focus on and feel personally satisfied with activities like “building sustainable” enterprises.

“It seems to me that one of the most important sustainable activities anyone can undertake is to pass on personally acquired knowledge and enthusiasm to the next generation,” he says. “And maybe also provide some reflection on values that might help keep them safe.”

Sir Ray is looking out for the next generation. “The people who keep me most focused are my children,” he says. That in itself is

Sir Ray Avery A thoughtful thinker

interesting, given the man never married until he was 60 and was a year older when, in 2008, his first daughter, Amelia, was born.

Leadership is, he says, about “trying to tick all the boxes”. He does not rate individuals who succeed at some specific endeav-our – such as business, politics or sport – particularly when they accomplish these things to the exclusion of their family or soci-ety in general. “If you single-mindedly focus on something and disregard other aspects of your life, there is no question you can be successful,” he says. “A leader is more rounded than that. It is someone who encapsulates what society believes at the time.”

Our cultural obsession with the search for good leaders is, he says, an entirely understandable human condition. “It is part of our soci-ety. We look for leaders and almost revere them. We look for them constantly and in every field of endeavour. But leaders, true leaders, are hard to come by,” he says.

The problem, as he sees it, is that individuals are flawed and therefore those we identify as leaders tread a fine line between rev-erence and rejection. Sir Ray, on the other hand, thinks his personal flaws are what “endear” him to people. The difference is, he says, that he is willing to front up to his failings. He drinks a bit and could probably be accused of “excessive due diligence” in the 60 years he spent searching for his wife Anna. For confirmation of this and his other colourful life exploits, read his autobiography which was published last year and been reprinted four times already.

Leaders must have certain common core characteristics. “They must be ambitious, fearless and intelligent. And they are generally charismatic,” he says. “The other ubiquitous leadership characteris-tic is that they have no respect for the status quo. Nothing satisfies them. They are always searching for the new whatever.

“I spend much of my time seeking things that no one else has thought of doing. In my case, I have acute observation skills. I think that is born out of my dyslexia and the inadequate educa-tion system I was exposed to. But without my observation skills I would never have been able to transcend some of my inventions into reality,” he adds.

His own experiences suggest to him that leaders are probably more often than not good observers of the world around them. “I suspect they pick up on social and cultural changes, which makes


them intelligent. They see things others don’t,” he adds.Sir Ray says he is reluctant to either see or call himself a leader.

“For much of my working life I was happy to be the second in command. I liked being in the background because I did not really enjoy the politics of being the leader. This was certainly true of life in the pharmaceutical industry and academia,” he says. “I was happy leading research teams to discover things.”

His world is different now. He thinks of himself as a “figure-head” rather than a leader. “The stuff I do requires the efforts of a whole lot of people with technical skills and other capabilities. I am a focusing mechanism for those people. If they were honest with themselves, most leaders would agree that they are simply someone who helps others do great things,” he says.

There is no question Sir Ray is a clever and intelligent man. But what encourages people to follow him is, he thinks, his ability to

communicate with them. “I am a good communicator. And I know how to empower people to do the things they want to do and know they can do, if encouraged. I am the enzyme that makes it all work,” he smiles.

“Leaders are also ferociously resilient,” he says. “They do not give in, no matter how difficult things get. My absolute commitment is all that separates me from those I work with. My job is to encour-age people to become more resilient and to take any difficulties encountered along the way in their stride. In research, things that don’t work are simply a cul de sac on the road to the truth.”

Stylistically, Sir Ray describes himself as inclusive. “I try not to be up myself and don’t see myself as particularly special. Leaders must have followers and be in tune with their followers’ needs and understandings. Leadership,” he says, “is like a cooperative. Followers must be in sync with where the leader is taking them.”

He used to call himself a benign dictator because he was reluctant to listen to things with which he did not agree. “Over time I have become a better leader because I listened more.” He believes he is benevolent and “ferociously” honest. “Others sometimes describe me as fearless,” he adds.

So, how does Sir Ray feel about the three qualities of compas-sion, courage and commitment that Leadership New Zealand has chosen to focus on as central to its 2011 theme of ‘Leadership for our Times’?

“They are entirely relevant and pretty much at the heart of things,” he says. “The only value in promoting leadership per se, is to encourage individuals to become leaders who will exemplify the best characteristics of what it means to be human.” Sir Ray thinks social ethics have, for a variety of reasons, been seriously eroded. Consequently, the world “needs leaders that tick all the boxes in order to save us from ourselves”.

“We must inspire more people, particularly young people, to embrace the kinds of leadership principles Leadership New Zealand is promoting to save our society. We need leaders with the attributes that tick all the boxes to make society function. With those qualities we can cope with the Pike Rivers and the Christchurch earthquakes that happen and test us,” he says.

Sir Ray thinks society has become distracted by technology’s toys. “Toys have become icons and status symbols which distract individuals from the really important issues of life,” he says. “We now see leaders as people who are successful in a given career and who make lots of money.

“Leadership, like being a Kiwi, is a state of mind. And the way to encourage more individuals to adopt the right state of mind to lead and to become a more committed Kiwi is,” he says, “to tell more compelling leadership stories.

“We must create leaders and tell the world about them – other-wise there is nothing to aspire to. On the other hand, getting the story across that it is good to be good, is not easy. The media isn’t much interested in good news stories. Corporates in particular need to get on the programme and understand that it is good for them to be good.”

Society is also increasingly building walls – around houses and

cover sTory

The greater the cross pollination of leadership skills and understanding the

more likely we are to have a positive impact on society.

7WINTER 2011

even around countries. “It seems incredible to me that someone with millions of dollars will build a huge home and surround it with a wall so they can live in a separate community within a com-munity. How can they not feel that those actions are wrong? That is not leadership,” he says.

“Many people see the moneyed lifestyle as an aspiration. We need to change the goals. We should aspire to be respected, loved, revered and be successful to be a good leader. Those leadership aspirations can happen at any level and in any activity. We need to promote leadership and the values-based qualities that go with it,” he says.

Leadership is also not, according to Sir Ray, about moments of bravery. “It is a long term commitment to promoting what is great to be human and what is important to contribute to humankind. If we get enough people committed to that state of mind, society will change,” he says.

Despite his concerns about the state of many aspects of society, Sir Ray is optimistic about the future. “The alternative is beyond comprehension,” he says.

“The world will find solutions to its problems because we are,” as he puts it, “hugely adaptive creatures. Just as the world is now tackling environmental issues so it will tackle the moral values co-nundrum. History shows that we eventually catch ourselves.”

Good leaders are the conduit needed to ensure the right things happen, and in time. “We need leaders to change things.”

Perhaps the greatest difficulty facing the advocates of true leader-ship is, he says, the growing disparity in wealth created by excessive remuneration policies adopted by large organisations. “We need this game change perhaps more than any other. The race for money and respect based on wealth alone is fools’ gold.”

Sir Ray was, he concedes, personally caught up in the money chase and expensive lifestyle earlier in his career. The fast car, ex-pensive house and other trappings did not, he says, make him happy. “There was something missing which,” he says reflectively, “I found when I became involved with Fred Hollows and his Foundation’s global programme to help the blind in some of the world’s poorest countries.”

His personal leadership objective now is to have everyone who meets him be in some way better off for having done so. “That is my personal mission statement,” he says. “And I work on it.”

He is, he says, still acquiring knowledge and wants to share it. “I spend a good deal of time evaluating what I am doing and meas-uring it for effectiveness. And I use story telling as the process for sharing what I have learned about life. That is why leaders must be good communicators. If they are not, leading doesn’t work.”

Leadership is also about diversity. “The greater the cross pollina-tion of leadership skills and understanding the more likely we are to have a positive impact on society,” he says.

Sir Ray is also a man who takes pride in his ability to think. “I am a thinker,” he says, “and not just about technical things and problem solving. I think like a social anthropologist. I like to understand what drives people to do things and how they can be motivated to do something else that is better. Observation and thinking are symbi-otic. It is not possible to do one without the other.”

cover sTory

sir ray avery is the founder and chief executive of Medicine Mondiale,

a charity devoted to improving the health of people in third world

countries.

he was born in Britain in 1947 (Canterbury), trained as an ana-

lytical chemist and established a series of private analytical testing

laboratories.

he came to new Zealand in 1973 and was a founding member of

the university of auckland’s department of pharmacology. in the early

1980s he set up an independent testing laboratory before assisting

douglas pharmaceuticals to create a world class pharmaceutical r&d

manufacturing facility.

in 1992 he joined internationally renowned and new Zealand-born

ophthalmologist fred hollows and helped him establish intraocular

lens manufacturing laboratories in Eritrea and nepal, providing cheap

sight-restoring lenses for the blind.

sir ray established Medicine Mondiale in 2003 and has since earned

an innovators award for an acuset (a simple reusable clamp for regu-

lating drip flow, developed protein food supplements for countries

where malnutrition is endemic, and is now committed to manufactur-

ing an inexpensive fail-safe baby incubator for third world economies.


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The launch of the 2011 Leadership Programme in February was very well attended, with Alumni, sponsors, friends and families among guests wishing the newly recruited participants well on their journey ahead. Scholarship recipients were announced, and our generous sponsors (Young Hort of the Year, Management magazine, Hay Group, Kerridge & Partners, CPA Australia, and the Leadership New Zealand Alumni) were acknowledged. Their support ensures a diversity of programme participants through the scholarships provided.

Tama Potaka, 2009 Alumnus and MC for the evening, shared his experience as a Leadership New Zealand participant. Long-time Leadership New Zealand advisory trustee Bob Harvey was guest speaker.

Opera singers Darren Pene Pati (tenor) and Marlena Devoe (soprano), accompanied by Claire Caldwell who has worked previously with the NBR New Zealand Opera, added a very special dimension to the evening.

Josie Ogden Schroeder, chief executive of YMCA Christchurch and a 2011 Programme participant, spoke on behalf of the 2011 participants. In acknowledging the privilege it is to be part of the 2011 Leadership Programme, she thanked the families and employers of those involved for their support.

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9WINTER 2011

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Left Montage (Opening Retreat Cocktail Function): 1. 2011 Leadership Programme

Participants.2. Josephine Bartley (second left)

celebrating with family members. 3. Master of Ceremonies, Tama Potaka.4. Megan Barclay (left), Executive Director,

and Jo Brosnahan (right), Chair, with guest speaker Bob Harvey.

5. Josie Ogden-Schroeder, 2011 Programme Participant, with Peter Kerridge of Kerridge & Partners.

6. Rewi Spraggon (Alumni 2006) with son Kawiti.

7. Darren Pene Pati (Tenor Performer).8. Marlena Devoe (Soprano Performer).

Right Montage (Programme Sessions)

1. Bob Harvey speaking at the opening retreat in Parnell.2. Participants at Treaty Grounds in Waitangi during

Session Three.3. Teresa Te Pania-Ashton, Alumni 2006/Trustee speaking

at the opening retreat in Parnell.4. Pita Tipene, speaker at Session Three at Waitangi.5. 2011 Programme Participants Hans Verberne (left) and Peter Wilson, with Louise Marra (left)

and Christine Spicer, Leadership New Zealand Programme Co-Directors.

6. Tim Miles speaking at the opening retreat in Parnell.7. 2011 Programme Participants (left to right) Carey Griffiths,

Dan Walker and Shalini Pillai at the opening retreat in Parnell.8. 2011 Programme Participants (left to right) Cate Thorn, Russell

Little, Josephine Bartley (Carey Griffiths in background) and Liz Hampton at the opening retreat in Parnell.


Josephine barTLey advisor, ministry of consumer affairsMy background is in community and law, and I have moved from volunteer-ing to governance roles for community organisations. I practised law in South Auckland then joined the Ministry of Consumer Affairs where I combine both consumer law and community through

clinics at the Otara and Mangere Community Law Centres and our consumer rights workshops. I have served as Regional Vice President for PACIFICA, a nationwide women’s NGO, and am currently Chair of Ka Mau Te Wero Charitable Trust, a com-munity development organisation in Glen Innes. My passion for serving community has seen me stand for Parliament in Tamaki

Having Their SayThoughts from the class of 2011

max adLer central place manager, community services, auckland councilLike many of us, I’m a cocktail. I have come from Germany (1879), Ireland, Scotland and England. I’ve lived in Marton, Morrinsville, Dusseldorf, Dunedin, Hamilton, London, Brisbane, East and Central Africa, the Middle East,

and Auckland. I have qualifications in German literature, law, theology, international aid and development management. I have worked for government on environmental monitoring and com-pliance, and more recently on social and economic development in local communities. I like to spend time in awesome natural landscapes. I work for the Auckland Council and find that lo-cal government presents an amazing opportunity to strengthen

communities and give them a fair go at achieving what they re-ally want for their futures. I lead a team of senior advisors who spot the opportunities and find partner organisations to co-lead or advocate for social and economic development initiatives where they are most needed.Participating in the Leadership New Zealand programme has made me think about the New Zealand brand. What are the stories we tell about our nation, how true or well informed are they, what do they omit, and what vision do they have for our future? How can we construct a New Zealand brand that is more honest and potent than “New Zealand Pure” and gives us a greater sense of our his-tory and our hopes? I have also been struck by the value in talking about leadership and New Zealand across the disciplines and sec-tors present in our study groups, and note the challenge of trying to emulate that in the real world.

Janine aTTwood human resources manager simpl groupSouth African born, my love for travel led me to spend nearly six years in the UK where I not only met my husband, but also kick-started my career in the human resources field, initially in the hospitality industry. New Zealand has been home

for eight years now, where I have continued to grow personally and professionally. My role as Human Resources Manager at the Simpl Group is focused on creating a ‘happy and well’ organisa-tion. Being an IT services company means that Simpl’s people are at the heart of what we do, so all our HR strategies and plans re-volve around supporting the business and individuals to thrive in

what they do best in the IT world. With a background in organi-sational psychology, I love the challenge and variety that comes with working in the people space; I learn something from some-one every day!Having worked in a number of organisations and industries over the years, I have come across many leaders, but few who stand up to those I have met through the Leadership New Zealand programme so far. Human, humble, insightful and inspiring are words that I keep using to describe my experiences of every session to date. Not only are our speakers’ leadership journeys conjuring up these words, but the topics and other participants are enlightening and most defi-nitely opening and challenging my thinking beyond the traditional management and leadership theories. The ongoing challenge is to take back my learnings and insights into my everyday life, to con-tinue the positive effect wherever and however I can.

in 2008 and elected in November 2010 to the Auckland Council Local Board for the Maungakiekie Tamaki ward which repre-sents 74,000 people.Leadership is not negative, it is positive; this comment challenges me. I find it so easy to fall into an emotional reaction to a situation. It is also common given the predominance of the adversarial sys-tem to appoint blame and find fault. The Leadership New Zealand programme is challenging me to think past finger pointing to collab-orating to find solutions. I have found the reflection sessions awaken-ing, especially the feedback I received – less heart, more head. The leaders we have heard from are leaders because they are all doing something about something, they are not watching from the sidelines. They are solid in themselves as to who they are as people; I’ve learnt it’s not just about what you do, but how you be who you are.

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mike brookergeneral manager Legal Foodstuffs (auckland) I am the General Manager – Legal at Foodstuffs (Auckland). Prior to 2009, I had spent 19 years in private practice law and for the last nine of those years was a partner at DLA Phillips Fox where Foodstuffs was a major client. With a

number of retirements imminent in the Foodstuffs’ senior ex-ecutive area, an opportunity arose in 2009 to create, for the first time, a legal team within the business. I jumped at this opportu-nity as it was new, exciting, varied, challenging, similar in some ways but very different in others, and gave me the opportunity to maintain close links with DLA.

I am part of an executive team of seven, and am responsi-ble for all legal and risk issues across the business as well as a number of special projects. It would be fair to say there is never a dull moment.My Leadership New Zealand experience so far has been about tak-ing time to reflect on leadership and to learn from both the par-ticipants and the presenters. For me, leadership has always been something easily recognised but challenging to define. I remain of this view, but it has been interesting to be exposed to a wide variety of viewpoints and perspectives on leadership. There are some common threads but also many diverse views. I think there is opportunity for everyone to take from the experience the parts that resonate for them, and have a bit of fun on the journey.

JaneTTe campbeLLpartner, cowper campbellAt the end of 2001, after seven years in one of New Zealand’s largest law firms, I took the plunge into small business, found-ing Cowper Campbell with my former boss. Nine years later, we’re all still having a ball, working with major infrastructure providers, large corporates, central and lo-

cal government entities, environmental groups and other not-for-profits. We provide advice to applicants for resource consent, to those opposing and to regulators (but not all at the same time!). Much of our work is outside of Auckland, and I have worked from Northland to Southland and points in between over the years. I

enjoy the insights into a wide range of business activities.It is fascinating to see the different styles of leadership that our speak-ers and this year’s participants exhibit. The successful leaders that I have been exposed to prior to starting the Leadership New Zealand programme had a large number of common attributes and a similar leadership style. I’m intrigued by the less overt leadership styles that I have witnessed on the programme and the concept of collaborative leadership. I’m equally interested in the rejection of such approaches by some of our speakers and participants. I look forward to forming a view as to the necessary characteristics of leadership. I also value the opportunity to discuss the big picture issues with a diverse and interest-ing bunch of people and the candour and honesty brought to our discus-sions by both speakers and participants.

henare cLarkeregional manager operations, northern region, downer ediI am of Ngati Porou descent and enjoy having time out with my wife, daughters and grandchildren. My role with Downer New Zealand is Regional Manager for Auckland North Operations which cur-rently stretches from the Bombay Hills

to the lighthouse at the top of the North Island.Being a Manager for Operations means I provide leadership,

guidance and advice across a large team of people (approximate-ly 400) of varying cultures and experience inside the roading and transport sector. The biggest demand for me outside of delivering the sustainable financial result our shareholders expect is people

management and leadership. I enjoy the freedom of being able to help and mentor some of our younger people coming through our business and provide support and advice on their journey. It is very rewarding to see the growth in a person and know that you have made a small difference in their lives – hopefully. I recently received the New Zealand EEO Trust Award for leader-ship (Walk the Talk) so I guess I must be doing something right!Leadership New Zealand has exposed me to people outside of whom I would normally associate with but more importantly has started to expose me to issues I had taken for granted and also prejudices formed by ignorance. It is also showing me that leadership is not just about leading people, it is about a role that we all have to play in our society; it is not accepting things as they are but challenging them and where possible influencing change. Bring on the rest of the year!


dickie Farrar general manager whakat hea m ori Trust boardI returned to live in my hometown of Opotiki in June 2010 after living away for a number of years. My background has been in nursing and management, and I have worked primarily in support-ing Iwi development for the past 30

years.I am of Whakat hea, Te Whanau-a-Apanui, Ng ti Porou and

Kahangunu decent and I have a passion for initiating change and driving for quality improvement. For the past 20 years, I have

megan courTneyauckland convenor inspiring communitiesGrowing up in the rural Hauraki Plains, ironically much of my working life in Auckland has focused on ‘recreating’ small town heart in the ‘big’ city – which for me means communities that are con-nected, collaborative, supportive, vibrant

and proactive. Working for local government in Waitakere gave me an awesome start. I was always encouraged to ‘push the boundaries’ and do things differently – empowered to dream, and to work with others to make things happen.

Now part of Inspiring Communities, a small new NGO, my belief in communities and their power to achieve great things

has been fed again. Our mission is to grow the recognition, understanding and practice of community-led development in Aotearoa, New Zealand – inspiring communities, to be inspiring communities!My participation on the Leadership New Zealand programme to date has reinforced the need for a new kind of collaborative leader-ship in New Zealand – people from all sectors talking and working together at many different levels. No one person, agency, or sector standing alone can take New Zealand and its diverse communities forward.

We’ve also heard how effective leadership is about courage, humility, caring and character – it’s about who you are as much as what you do. As ‘future leaders’, we’ve been challenged from day one to take care of ourselves, and those closest to us, and to focus on developing ourselves, not just our leadership practice.

margareT davisondirector policy & research, ministry of pacific island affairs (mpia)With almost 20 years’ experience work-ing in community economic develop-ment in Scotland, my role in Ministry of Pacific Island Affairs has allowed me to reconnect with the work that I am most passionate about. Grassroots economic

development provides a great opportunity to make a differ-ence to the lives of those in our communities. The Ministry has a broad focus on improving outcomes for Pacific people living in New Zealand – including education, youth and economic de-velopment, housing and health. I work with a broad range of stakeholders including government, local government and com-munity. Our work involves policy development and influenc-ing the work of others to ensure positive outcomes for Pacific people.

I have a degree in Public Administration and a Masters’ degree

in Business Administration. I worked for a number of years for Scottish Enterprise, Scotland’s economic development agency, before setting up my own consultancy. The work of the consul-tancy was at a more grass roots level working with a wide range of not-for-profit organisations, supporting their growth and de-velopment. I worked closely with a number of innovative hous-ing associations and led on a Community Wind Farm project. I established a ‘best practice’ European Development Key Fund project to provide small grants to not-for-profit organisations.Leadership New Zealand has provided me with a unique oppor-tunity to examine in-depth many aspects of New Zealand society, culture and leadership. Engaging with so many inspirational Kiwi leaders in such an open and honest manner has been absolutely fan-tastic – a once in a lifetime experience. Furthermore, the breadth and diversity of the 2011 group has further enhanced the experience. It is not often in our busy lives that we get the opportunity to step back and really examine what’s important to us, who we are and what makes us tick. Leadership New Zealand provides that environment and I am extremely thankful for that.

worked with a number of organisations at a management and executive level. At present, I am the General Manager for the Whakat hea M ori Trust Board, and I manage the social, com-mercial and fisheries arms of the organisation.The Leadership New Zealand programme has changed my under-standing of what effective leadership is about by acknowledging that leadership is a dynamic and changing beast that does not rest. Gone are the days of traditional leadership where authority ruled. Leadership has shown me that it is okay for leaders to be vulnerable, to be human, and be adaptable to all issues affecting people, and communities. To be effective as a leader for me means to be humble, to be open to new things, new ideas, and to be flexible with a touch of tension.

It is not often in our busy lives that we get the opportunity to step back and really examine what’s important to us,

who we are and what makes us tick.

Margaret Davison

“”

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penny FiTT head of design, Toi whakaari: new Zealand drama schoolI am, like many of the staff at Toi Whakaari, part practitioner, part educa-tor. I will always be developing my prac-tice as a stage designer as well as creating effective ways to help students under-stand design. Beyond my own discipline

however, there is another great question for me: As the national drama school, how do we understand our emerging identity and express the school’s purpose and significance clearly to those inside and outside (our performing arts community, the country, the international theatre community, educators everywhere)? After beginning in the model of a British acting school we have, over the last eight years, developed and expanded; shifting from a single discipline (acting) towards multi-disciplinary conserva-

richard FiTZgeraLdchief executive new Zealand young FarmersI am ‘living the dream’ by marrying a farmer’s daughter. Ruth and I (actually Ruth) farm a 243 hectare livestock and cropping property on the Canterbury Plains. This started my connection with the Young Farmer organisation which

has now spanned nearly 20 years – initially as a member, then as a volunteer helper, to become the National Manager of the Young Farmer Contest nine years ago. Through a huge restruc-turing and evolution of the organisation, I now head up the or-ganisation as CEO. This is a dynamic and challenging role as the organisation has grown at over 25% per annum for the past five years with nearly 3500 members throughout New Zealand. The

role is diverse through mixing with volunteer members, corpo-rates and politicians of all kinds; sponsorship and commercial contract services with a fair bit of television work thrown into the mix. It is a role which tests my leadership skills on a daily basis and I love it!The Leadership New Zealand programme has broadened my lead-ership style in three areas. Firstly, I have endeavoured to become “the leader that I am”. Relaxing into who I am is shaping my leadership style to become more values driven, which includes developing and trusting my instinct. Secondly, I am learning the art of asking the right questions. This involves listening to what is being said, process-ing the information and responding in a considered way. Finally, I am learning a greater appreciation of different people’s perspec-tives. I have always been open to others but the course is helping me discover a deeper level of openness that celebrates diversity; I am exploring how these things operate in my circle of influence.

carey griFFiThsacting national manager, national community policing group, (acting superintendent) new Zealand policeI have worked for New Zealand Police for almost 26 years. This work has taken me into just about every situation im-aginable; some stressful, some traumat-ic, some touching and some just plain

funny. I think that policing changes the way you look at the world, as you see and do things that many other people can’t even imagine. My job has taken me all over New Zealand, as well as to countries including Rarotonga, Australia, Tonga, and soon Bougainville, in roles as diverse as child abuse investiga-tion and traffic.

My current role is significant in that it is providing a focal

torium. We have centralised difference as a gift as we build com-munity and collaboration across all our courses. At our best, we reflect this in the way we frame the learning and in our practice when we make performance work.My Leadership New Zealand cohort is a fantastically diverse group and this is (as well as everything else) a great opportunity to seek out different perspectives and test my emerging thinking in a new context. As a recent arrival to New Zealand, I am wondering wheth-er there are qualities inherent in the attitudes and values of the cul-tures here that help us do this. Can we maximise the collaborative frameworks distinct to Aotearoa/New Zealand to excel in this area? Can we break free of a notion that European models are always better and be bold enough to create something new based on us being here on the Pacific Rim, based on a new understanding of our emerg-ing nation? I am learning about the essential notion of inclusivity. Whose voices do we hear?

point for Police in a prevention-based approach to working in partnership with communities. Police do have a leadership role in society, both in times of crisis and in terms of working with a range of agencies and the community to actualise our vision of “Safer Communities Together”. Leadership for Police can be a challenge, as everything we do is open to scrutiny, often subject to debate and media attention, and often profoundly impacting on people’s lives. I wouldn’t want to do anything else.The Leadership New Zealand journey for me is reinforcing that be-ing a leader is fundamentally linked to who we are, not what we know. No matter the size of the organisation, leading and inspiring others, whether in Police or in the community, is a very human proc-ess. I am very excited about this journey, which I take together with participants from a wide range of backgrounds as we develop our skills and understanding of ourselves and of others.


dave hargreaveschief executive officer Foodstuffs new Zealand Liquor LtdI have lived in New Zealand for nine years and in England prior to that. Having worked in retail since leaving university, it was a job offer that brought me and my family to New Zealand in 2001. I have held senior roles at Progressive

Enterprises and Noel Leeming, and my current role as CEO of Foodstuffs Liquor where I am responsible for a chain of 80 retail wine, beer and spirits stores around the country. We are heavily

LiZ hampToncorporate citizenship manager ibm new ZealandIn my role at IBM I have responsibility for managing IBM’s citizenship profile and contribution in the community. I work with not-for-profit organisations and social agencies to develop collabora-tive partnerships that use the skills and

expertise of IBMers in community programmes. My background is in communications, training and knowledge management. I am a long-time employee of IBM, and have had a number of roles within the company. I have also worked as a computer programmer, and held research positions in the Departments of

Labour and Immigration after completing a Masters in English. I also managed my own training and documentation contracting business when my children were young.

Based in Wellington, I am a strong advocate for business con-tributions to community. I am the co-founder of a CSR network of business professionals who are responsible for corporate social responsibility practices within their own organisations. Formed more than 18 months ago, the group meets regularly to network, share best practices, and look for ways to collaborate on business and community partnerships.The Leadership New Zealand sessions have challenged and stimu-lated my thinking on the role of leaders, and the part that we can all play in making a positive difference to the organisations and communities where we live and work.

dave harrisproduction manager Thirkettle nurseriesHaving always had a passion for plants and the outdoors led me to study an MSc in Ecology at Otago University. Since completing my degree, I have worked at Thirkettle Nurseries in a range of roles, currently as Production Manager. My

job is to manage everything that happens during the growing process on the nursery. We produce over 400,000 ornamental plants every year, so it is a role that can be very challenging and complex, but it lets me combine my love for plants with the op-portunity to work outside in the region with the best climate in New Zealand – Nelson. I am committed to the nursery industry

in New Zealand, and about attracting young people to careers within the industry.I think the first lesson I learnt as a participant in the Leadership New Zealand programme was that leadership and management are two very different things, although both contain certain elements of the other. I thought that being a good leader would involve learning certain rules to handle certain situations, but found out very early on in the programme that passion and commitment are two of the most important things to being a leader; a lesson that has been shown time and time again by many of the inspirational leaders who have spoken to the group. Before the programme, I thought that the biggest impact would be on my career, but the further we go through, the more I see myself becoming more involved in my community, and I now think that is where the leadership journey will lead me.

involved in responsible retailing of alcohol and as such, work with local and national agencies around New Zealand to ensure responsible consumption.I have found the Leadership New Zealand programme interesting and rewarding to date. My career has always been in a corporate environment and I have realised that there is more to leadership than positional leadership. I am experiencing leadership traits as much from the participants as the speakers. The programme is get-ting me out of my comfort zone, exposing me to situations that I am not used to, and certainly questioning my leadership style, my current role and how it all ‘works’ in my private life. A great experience so far.

The programme is getting me out of my comfort zone, exposing me to situations that I am not used to, and

certainly questioning my leadership style ...

Dave Hargreaves

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eLaine huLTZerpartner, kpmgI am a South African who has lived in Auckland for over eight years, having chosen to make New Zealand my home country. I am a Chartered Accountant and have spent my career to date work-ing in professional services firms, both in South Africa and New Zealand, in the

role of Audit Partner. My industry specialisation and passion lies in the financial services sectors, providing audit and advisory

brendan hoaremanaging director organic systems LtdOrganic Systems is a company com-mitted to growing the organic and eco sector of the Oceania Pacific and Asia region by working with aligned organi-sations to realise their greater opportu-nities and full potential. The company

offers leading expertise and services to the organic and eco sec-tor of the Oceania Pacific and Asia region to deliver effective growth strategies. I have been actively involved for over 27 years and over the last 12 years have served in leadership and gov-ernance roles within the agriculture sector in New Zealand and internationally. My commercial expertise is in the development and delivery of collective strategies while engaging all stakehold-ers towards successful and progressive solutions from grass roots organisations to trans-national companies.

My passion is in demonstrating practical change. I have de-signed and managed numerous award-winning projects through-out the New Zealand and Asia Pacific region. I am the founder

and team leader for the Journal of Organic Systems, and was instrumental in establishing and the development of a national organic certification participatory guarantee programme, the National Organic Sector Strategy, and the formation of the new peak organisation Organics Aotearoa New Zealand. My family runs an organic certified four hectare property designed on poly-culture systems of Asia/Pacific.My desire to attend the Leadership New Zealand programme is based on the recognition that leadership in the 21st century cannot solely rely on personal attributes, intra discipline mentoring, or sheer self determination. Professional training and personal development that sees society and leadership as a whole is crucial for the future of New Zealand. I believe that Leadership New Zealand achieves this. We share an outlook for New Zealand where leadership is cou-rageous and focused on a servant leadership style. My purpose for attending the programme is to enhance my leadership abilities and attributes while gaining optimum insight into my own and others’ leadership styles. I see the opportunity to serve New Zealand and in-ternational communities better by applying myself to the programme and seeking better outcomes in commercial, not for profit and politi-cal environments.

services to insurance, banking and investment clients. Through my specialisation in investments, I am also involved in deliver-ing audit and advisory services to not-for-profit organisations. In addition to client service and business development, my role in KPMG also involves development and training of our staff.At this stage of the programme, along with my own experiences, my view of truly effective leadership is that without appropriate communication, respect for people, acknowledgement of people’s diversities, using an inclusive approach with people, and appreci-ating people for risk taking and their efforts, a leader will not have followers, but mushrooms!

John koToisuvachief executive officerc-me mentoring Foundation TrustMy passion for motivating and empow-ering the next generation started with my two sons who are now qualified and skilled in engineering. My boys are finan-cially independent and my wife and I are very pleased with their progress so far

but they have got more mountains to climb and they are still very young. With an engineering trade background, tertiary teaching and industry assessing experience, I started the C-Me Mentoring Foundation Trust that is the driver of my new initiative and in-novating programme “Trades At School”. This programme man-ages and facilitates the transition of young people through the interface of Secondary, Tertiary and Industry through a mentor-

ing concept. A large number of our young people are at school and having absolutely no idea why they are there. They can-not connect secondary schooling to life after secondary school and they cannot personalise NCEA, it means nothing to them. Trades At School is about bringing purpose to senior secondary school students, purpose that is realistic, achievable and relevant to life after secondary school. With approximately 100 students currently in the programme, it is intended to double the number next year.Being a visionary leader can be a lonely journey therefore par-ticipating in the Leadership New Zealand programme has been encouraging and inspiring. The structure and variety in which Leadership New Zealand conducts its programme and the calibre of speakers is reassuring; “I am not alone on this journey which is challenging my current thinking and mindset on issues that I have taken for granted.”

I am not alone on this journey which is challenging my current thinking and mindset on issues that I

have taken for granted.

John Kotoisuva

“”


sue norTh head of business & programme management, claims management group accident compensation corporationIn my role at Accident Compensation Corporation, I lead a team of talented people responsible for the planning, in-formation and analysis, improvement, and risk management functions of the

group. Over the last 20 years, ACC has offered me a challeng-ing and stimulating environment in which to work and grow, and has provided the opportunity to take on a wide variety of

richard LLeweLLyncorporate relations manager auckland airportMy role is to strengthen corporate rela-tions with key stakeholders for Auckland Airport, particularly media, government (both local and central), investors and the wider airport community. It’s about trying to understand/balance various in-

terests and finding common ground. Auckland Airport is a place of significant business and com-

munity – the precinct is a major employer and economic growth engine, and is expected to grow at twice the rate of GDP for at least the next two decades. With more than 18 million people

roles including case management, learning and development, and advocacy.The Leadership New Zealand programme is providing fascinat-ing insights into the leadership challenges facing New Zealand and New Zealanders. The speakers so far have provided plenty of in-sights into what it means to be a leader and the conversation and discussion with the participant group has been equally stimulat-ing and enlightening. The wide range of programme themes and the diversity of the speakers and the participant group have already increased my knowledge of issues that I had not previously thought much about, and I am looking forward to the rest of the programme with anticipation.

passing through each year, Auckland Airport is one of the busiest locations in the country, and a great learning environment. As a listed company, it’s important to find alignment between what is good for the wider community and for shareholders. Tourism is one of the main ways we do this. We’re financially incentivised by passenger volumes and so is the New Zealand tourism indus-try. We see tourism as, on balance, a good thing for New Zealand economically, so we invest a lot of time and money attracting airlines and growing tourism.I’m really looking forward to the rest of the Leadership New Zealand year, and to gaining a better understanding of the nature of contem-porary New Zealand leadership and how we can collectively solve some of the shared challenges we face.

russeLL LiTTLegeneral manager, business integration and network commercial manager, new Zealand postI was born and raised in provin-cial Southland, tertiary educated in Canterbury and am now raising my own family in Auckland (and yes, my kids really struggle with the Stags and

Crusaders bias). A number of career transitions over the years have seen me move from labouring in the Nelson logging sector, to managing logistics and supply chain operations in Tauranga and Auckland for several blue chip corporate companies, to lead-ing general management portfolios in the logistics, commercial and marketing disciplines within the state owned enterprise of New Zealand Post.

Participating in the Leadership New Zealand programme has been such a privilege. I have benefitted hugely from experiencing a whole new range of conversations about New Zealand’s heritage, her peo-ple, her assets and her future possibilities. Of most importance is what I have gained from participating in conversation with leaders brave enough to share their lives with the Leadership New Zealand family. Through these conversations I have come to understand that the critical ingredient to truly effective leadership is “authenticity”.

Authentic leaders give you an immediate sense that they genu-inely care about a higher purpose, a higher principle, a higher com-munity goal. Their very presence speaks of compassion, kindness, graciousness and humility borne of personal sacrifice. This authen-ticity and surrendering to a purpose greater than themselves gives them an aura of tremendous personal happiness (bliss) seemingly borne from accepting their own call to adventure.

... the critical ingredient to truly effective leadership is ‘authenticity’. Authentic leaders give you an immediate sense that they genuinely care

about a higher purpose, a higher principle, a higher community goal.

Russell Little

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paTrick o’reiLLygeneral manager – property dnZ property Fund LtdDNZ is a listed property company with 50 assets located throughout New Zealand. It is the 32nd largest company on the NZX. The property portfolio is made up of investment quality commer-cial office, industrial and retail property

with a combined value of circa $650 million. All my academic training and work life has been within the

property arena. The industry, at the level I work, is great as we work with some of New Zealand’s largest national and interna-tional tenants to provide accommodation solutions. Property is an important part of business but in most cases its ownership is

John o’neiLLregional manager southland pgg wrightsonHaving been brought up on a farm in Eastern Southland, I attended Lincoln College in the late 1980s and graduat-ed with a BCom (Agriculture) in 1989. In the same year, I commenced my ca-reer in the stock and station industry

as a Livestock Representative in Western Southland. I have re-mained in this sector ever since, and through a series of mergers, have worked for four of the companies which now make up PGG Wrightson. After an initial four years as a Livestock Rep,

I moved into Rural Finance for 12 years before progressing to management roles.My participation in the Leadership New Zealand programme to date has seen me meet and interact with a diverse range of people who I would not otherwise have come to know. The range, quality and honesty of the speakers has been exceptional and their stories have been inspiring. It is amazing how these people have been able to fit so much into their lives.

Given my geographic situation, I have been exposed to a number of issues in New Zealand’s society that frankly I was unaware of, and this has opened my eyes to the leadership challenges that we as a country face – and also ‘what part can I play as a leader?’ I look forward to the rest of the 2011 journey.

not required as part of a company’s core business. Due to our role, we are privileged to be provided strategic insight in our ten-ants’ business. It is not an easy role, especially in these challeng-ing economic times, but it is a rewarding and interesting career due to the people that I get to work with.When considering further education options, I initially thought about traditional paths. I had already achieved a number of post graduate qualifications, including a professional masters. What in-terested me about the Leadership New Zealand programme was its focus on people and the way it challenged its participants on social and economic issues facing New Zealand. The background of its participants is varied with both commercial and not for profit back-grounds. I am enjoying the perspectives of intelligent and passionate people in regard to wide ranging topics. To date, I have found the programme challenging my own comfort zone and thinking.

Josie ogden schroederchief executive officer ymca christchurchI am one of those people who can’t de-cide whether or not I should stick with my maiden name or change it to my husband’s, therefore answering to both or either. I am expecting my third child later this year! I am currently the CEO

of the Christchurch YMCA, an organisation which employs around 170 people and offers a diverse range of programmes for a wide range of people. The Y is focused on youth development, working with vulnerable groups such as the elderly and the disabled, and with the provision of programmes and services which support personal fitness and positive wellbeing. Prior to this, I was the Manager of an Outdoor Education Centre, and before that I worked (briefly) as a Police Officer and as a

Youth Worker in Christchurch prisons. I have a degree in Art History and Law, and a post graduate degree in Not for Profit Management.I am enjoying the Leadership New Zealand programme to date… So many inspirational speakers who have sacrificed and struggled to make a difference to New Zealand and to others. I am learning to think in a different way and paradoxically am also being af-firmed in terms of my own personal leadership style and strengths. I am enjoying very much the conversations that are being had with my fellow programme participants, the variety in the group, and the many similarities. We are all passionate, articulate and, prob-ably, reasonably opinionated people – always an effective recipe for a good ‘robust’ debate. Perhaps most of all, my eyes are widening – New Zealand is such a groovy place to live and sometimes, in the thick of the daily grind, we don’t take the time to reflect on this and appreciate it?

We are all passionate, articulate and, probably, reasonably opinionated people – always an effective

recipe for a good ‘robust’ debate.

Josie Ogden Schroeder

“”


shaLini piLLaigrants advisor, asb community TrustI am responsible for managing the health, youth health and development and refu-gee and migrant sectors for the ASB Community Trust. What I enjoy most in my role is engaging with a range of com-munities with diverse needs and support-ing them to meet their goals. The Trust

funds not-for-profit organisations in Northland and Auckland and aims to be an effective grant maker with a strategic outlook.

I have also worked as a development instructor on a rural devel-opment programme in India and on a street children’s programme in Vietnam. These jobs gave me an appreciation of community de-

velopment and the role of women in development. This has given me a better understanding of the diverse needs of communities and the role that a grant maker can play in effecting change.The Leadership New Zealand programme has enabled me to take time out with a diverse range of people to discuss what it means to be an effective leader. The programme provides a good platform to discuss challenging issues facing our communities today, and to come up with responses which “push the boundaries”. The importance of vision, val-ues and authenticity are important things to hold onto as we work in an ever-changing world. The real value in this programme is the exposure to different thoughts, ideas and ways of approaching issues in our lo-cal and global community. The speakers thus far have stimulated and pushed me to think deeper and to appreciate the importance of being courageous and taking risks. The learning continues.

damon pLimmer archdeacon for belmont and vicar of st alban’s anglican churchHaving completed a Commerce Degree at VUW and a Diploma of Teaching (Secondary) at Christchurch College of Education, I taught accountancy and eco-nomics for two years before being accept-ed for training as a priest in the Anglican

Church. In the 12 years since my ordination, I have worked in a variety of settings, including an inner city church, a cathedral and a growing seaside parish. Alongside my role as Parish Priest, I am Chaplain at the local Anglican boys’ school and the Archdeacon for Belmont. This latter role involves the oversight and support of clergy, chaplains and parishioners in the Hutt Valley. I have further degrees in theology and philosophy/religion and am a keen runner and gardener.

Participating in the Leadership New Zealand programme has re-inforced my belief that leadership is not so much about what you do, but who you are. This has been evident in the stories shared by an exceptional group of presenters and in the quality of discussion entered into by the 2011 participants. I came into the programme wanting to be enriched by the process, to broaden my understanding of the perspectives people hold on the issues facing New Zealand society, and to have my world view challenged; I have not been disappointed. The opportunity to get to know people from differing backgrounds and to reflect with them on the future of our nation has given me a fuller appreciation of the gifts we each bring to the table.

Naku te rourou nau te rourou ka ora ai te iwi With your basket and my basket the people will live

bridgeTTe preTTycommercial & private practice accountant, cpa australiaI am a fully qualified Certified Practicing Accountant (CPA), my entire working ca-reer has been spent in accounting and lead-ership positions, spanning the hospitality industry, manufacturing, commercial and the last five years in a chartered account-

ing practice. I am from a farming background and helped manage my parent’s hospitality business before doing my accounting degree and working in Australia for 10 years. This year I started my own accounting practice in Nelson called BDC Financial Services Ltd after identifying a great need in the market for friendly and inclu-sive accounting and business services for clients. This philosophy is

also something I have greatly enjoyed about the Leadership New Zealand Programme.In 2010, I was the recipient of a CPA scholarship to attend the 2011 Leadership New Zealand course. I thought this was an awesome op-portunity to further my leadership, business and community knowledge. I have had a passion over many years for working with and mentoring teenagers so was attracted by Leadership New Zealand’s programme of a balanced focus on community and industry. I have found the inter-active nature of the learning brings more meaning for me, rather than pure academic teaching. The major leadership insight I have taken away from every single speaker so far is the underlying importance to approach leadership with humility. This principle, along with the count-less wonderful people I have met through the Programme, has been in-spirational and I look forward to what lies ahead.

The major leadership insight I have taken away from every single speaker so far is the underlying importance to approach

leadership with humility.

Bridgette Pretty

“”

pen porTraiTs

19WINTER 2011

Jo randersonartistic director, barbarian productionsI am a cross-media artist specialising in theatrical events. My award-win-ning performance work has travelled the world but I am currently based in Wellington with my husband, Thomas, and son, Geronimo. I am the prize-win-ning author of such books as The Spit

Children and The Knot, and have created collaborative books with visual artists including Seraphine Pick and Taika Waititi. As a playwright, my work is frequently performed by schools and theatres around New Zealand with several of my plays in print including The Lead Wait, Fold and Banging Cymbal, Clanging Gong. My interest in spirituality, politics and commitment to

diversity keep me in demand as a public speaker. I am also a mar-riage and civil union celebrant and curated the exhibition My House Surrounded by a Thousand Suns at the NewDowse – a collection of visual artworks by artists with experience of mental illness and intellectual disability.I was at a point in my life where I was beginning to believe that be-ing a better leader required me to be more strategic, more controlled and more calculated. However my experience of the leaders we have encountered so far on the Leadership New Zealand programme has encouraged the reverse in me – to be more passionate, more responsive, more driven by my heart – in short, to be more myself. The guests we have had visit the programme are all similar in their striking sense of integrity to who they are and what truly motivates them – very inspiring.

di rumphead of sales & service new Zealand postRaised in provincial New Zealand, I really wanted to go to university from high school, however whanau circum-stances meant I had to work and there-fore study part-time and progressively, resulting in an eclectic mix of qualifica-

tions and a life-long passion for learning and reading.My work and career experience has largely been financial serv-

ices related – covering both private and public sectors. When I reflect on my career and outside career life to date, I realise that I became a career woman more by accident than design. Our first surprise baby arrived 20 years ago at a time when the economics of the situation meant it made sense for me to keeping work-ing and for my husband to be the “stay at home” parent. While being a stay at home father 20 years ago wasn’t unheard of, it wasn’t common either, so that set us up for a non-traditional

work/parent partnership which is very much common practice now – perfect timing for reflection of the nature and ilk that the Leadership New Zealand programme provides.Having recently accepted a new General Manager role, participat-ing in the Leadership New Zealand programme is absolutely per-fect timing from a career perspective too, and I feel exceptionally privileged and fortunate to have this opportunity at this time. The personal openness, “individual giving”, the diversity of background and thought of our 2011 participants enables a safe, profoundly unique opportunity to reflect on one’s own leadership style and life leadership journey. Like other participants I’m sure, I am fast com-ing to realise just what a tremendous blessing I have been given in this opportunity to take time out of life, business and “busy-ness” for personal reflection, as well as to broaden my understanding of the issues and opportunities facing New Zealand. Add the essence of being connected with “not like minded” people from different back-grounds and walks of life – what a package for supporting change at a personal level as well as redefining how we can individually and collectively contribute to the future of our country!

caTherine schachesenior Legal counsel, solid energyAfter nearly 15 years in legal roles in the public and private sector in New Zealand and the UK, I moved to an in-house role at Solid Energy just over two years ago. The role demands not only an in-depth knowledge of Solid Energy’s business but also advice that moves beyond the

strictly legal and into strategic – and it is those demands that make the role so varied and interesting. I lead a team of six law-

yers from our head office in Christchurch as we provide advice to the company’s various operating divisions and sites around New Zealand.I have enjoyed the exposure that Leadership New Zealand has giv-en me to peers from differing backgrounds and organisations across the full range of organisations that make up the patchwork of New Zealand’s society. The most important learning for me has been the realisation that good leadership skills are not learned or unique. There is no magic or secret trick. Rather, good leaders are people who possess traits that make us value them as good people. From that, they become respected as good leaders.

The most important learning for me has been the realisation that good leadership skills are not learned or unique.

There is no magic or secret trick.

Catherine Schache

“”


caTe Thornvicar of st John the baptist anglican church, northcote anglican diocese of aucklandOrdination in the Anglican Church emerged for me later in life. After ordina-tion I worked at Holy Trinity Cathedral in Auckland, a context that provided me with much learning and a constant

growing edge. Given responsibility to lead the Cathedral in the transition time between the retiring and the new Dean marked the time of my transition from a Cathedral environment to a sole charge position as Vicar of St John’s, Northcote. As Vicar, I have overall responsibility for managing the parish unit and developing its presence in a community with a diverse social and economic demographic. At a regional (Diocesan) level, I am a member of a number of governance committees delegated

hans verbernearea manager, midlands and east coast, accident compensation corporationI am proud to work for ACC, an organi-sation that makes a difference for all New Zealanders. For the last two and a half years, I have been an Area Manager in the claims management business. The

amount of change ACC has undergone in that time, and the po-tential changes still to come, make the role a very challenging and varied one.

aLison TayLordirector/chief executive officer capacity development new ZealandTwo years ago, I co-founded a new community not-for-profit organisation Capacity Development New Zealand, of which I am now the CEO. CDNZ was created by a group of people pas-sionate about supporting and grow-

ing community organisations through strong relationships and effective capacity building strategies. We work mainly in the health, disability, social and youth sectors, and are still evolving our approach, based on a learning and development framework. My journey was through managing public health services in the UK and New Zealand; when I arrived in 1997, I was CEO of the Mental Health Foundation, then General

Manager of the Ministry of Youth Development before work-ing as a consultant in the health and community sector. I am also a Trustee of the Vodafone Foundation New Zealand and Philanthropy New Zealand. Leadership New Zealand is an amazing opportunity to share ideas and experiences with each other and with the leaders we meet with. The combination of inspirational leaders and reflective learning through small group work has enabled me to reflect on my own practice and consider what it is to be a leader, most significantly how being in leadership positions reflects who you are as a person as well as the skills and experience you bring to the role. I have been most inspired by hearing how successful leaders have reflected on their own journeys and learnings, in particular the times when they feel they didn’t get things right, and how they grew from that. The importance of balance in life, as well as passion and drive to make a difference, have really struck home with me.

the task of the management, administration and development of the Diocese between annual Synods. At a provincial level, I have been variously organiser, facilitator and participant of and in a number of huis called to explore and share differing, divergent, and at times, conflicting theological understandings of particular issues.Participating in the Leadership New Zealand programme pro-vides an opportunity to encounter people from a wide spectrum of leadership contexts. Combined with input from presenters who are courageously authentic and speak about leadership as an evolving expression of who they are (including quite a lot of discovery along the way), it’s soon apparent that leadership finds expression in many uniquely different ways and forms. Meeting such authenticity and excellence in a variety of leadership styles, which can be quite different from my own, stimulates and challenges me to recognise, ac-cept and have courage in the unique potential of my own leadership.

My background is actually horticulture having completed a Horticulture Science degree from Lincoln University. I worked in the areas of consultancy and quality assurance before mov-ing into management roles with the Ministry of Agriculture, AgriQuality and AsureQuality.I am thrilled to be part of the 2011 Leadership New Zealand pro-gramme and have thoroughly enjoyed the first few sessions. Already my eyes have been opened to both the similarities of leadership in vastly different organisations, as well as the differences in leadership styles and approach that people bring to their roles. The opportunity to interact with and learn from leaders, both those presenting to us and those participating in the programme is very much appreciated.

I have been most inspired by hearing how successful leaders have reflected on their own journeys and learnings, in particular the times

when they feel they didn’t get things right, and how they grew from that.

Alison Taylor

“”

pen porTraiTs

21WINTER 2011

dan waLkernational commercial sales manager noel Leeming groupA proud dad and husband, I have held senior management roles in the private sector for over 15 years. I am also a gov-erning trustee of Ngati Ruanui in South Taranaki. The mandate of Ruanui is to improve the health, educational, social,

cultural and environmental requirements of the 9000+ people of their tribe.

I completed studies in Marketing and Accounting at Massey and Auckland Universities and am currently two months away from completing an MBA. I was recently honoured at the Aotearoa Maori Business Leaders Awards for exceptional lead-ership in the private sector, commitment to developing M ori

youth and work in M ori Iwi development. I was also previously awarded the IP Anderson Shield for Leadership and Te Kaea – Young Maori Business Leader award.

There are few places where you can safely talk about leadership and all of its beauty and foibles. The fact that I may discuss this topic with leaders from a diverse background that is different from mine is a truly rewarding experience. My beliefs are actually chang-ing, my values questioned and my outlook is broadened.

I now have a new normal because I have been exposed to as-pects of my society that I never knew existed and I realise that my life to date has been rather sheltered – the growth curve has been phenomenal.

This is a deeply personal journey that forces you to confront your weaknesses and begin the tough, long road of improvement. The result has been a very empowering programme that might just change my life!

eLaine wong administration manager, mainly musicLooking back, I can see that my back-ground in finance and banking, teaching, serving in the community and children’s sector, and pastoral care, both in Malaysia and New Zealand, has groomed me for the fantastic role I currently hold at Mainly Music New Zealand Trust. Being

the only full-time staff member in a small but supportive team, the job is mine to develop. Mainly Music is about connection eg, the local church connecting with and supporting its community families, and I am passionate about developing that link.

A typical day could see me in contact with families interest-ed in bringing their preschoolers to our music and movement sessions, communicating with our Mainly Music volunteers, explaining our concept to Pastors, raising the profile of Mainly

Music as I interact with denominational heads and funders, or-ganising our training events and supporting our Area Coaches. My participation in the Leadership New Zealand programme to date has shown me that truly effective leadership involves:• Self awareness; taking time out to reflect on the way I operate, to question my reactions to situations, to assess my listening skills and my ability to probe to enable understanding;• Adopting a reading discipline. I have learnt so much especially with respect to ‘Our History, Our Roots’. Reading about the history of New Zealand, considering my relationship to the Treaty, gain-ing a better understanding of Maori perspectives, it has all been a humbling exercise;• Being conscious of what is happening at my doorstep. The session on ‘Our People: A Civil Society’ has reinforced the value of com-munity involvement;• A community of friends engaged in conversations that aid under-standing, challenge opinions and catalyse action over time.

peTer wiLsonroof Tile group general managerFletcher building LtdI am a county boy from rural Gippsland in South East Australia, moving to Melbourne to undertake tertiary stud-ies when I was 18. I was fortunate to have a family who had always travelled and I was encouraged to explore the

world once my studies were completed. This wanderlust never left me and throughout my career with BHP / BlueScope Steel and now Fletcher Building Ltd, my family and I have had the privilege to live and work in seven countries within Asia Pacific, which has now landed us in beautiful New Zealand. I current-ly lead the Roof Tile Group for Fletcher Building. This is a

unique, truly global business which manufactures and supplies metal roof tiles to 120 countries around the globe, with op-erations located in New Zealand, Malaysia, Hungary and USA. Our offer is a range of aspirational niche roof tiles sold under the Gerard and Decra brands.The programme to date has enabled me to gain an understanding of the diversity and richness that underlies New Zealand society. The ability to question and delve into challenges and opportunities shared by the wide range of speakers has prompted me to reflect on these issues and what they mean to me personally as well as the business I lead. In particular, the skills to be able to understand is-sues through many lenses, the need to bring people with you on the journey, and the important place of culture are all elements which have resonated with me thus far.

This is a deeply personal journey that forces you to confront your weaknesses and begin the tough, long road of improvement. The result has been a very empowering programme that might just change my life!

Dan Walker

“”


Leaders for our times: Compassionate, courageous and committedReal leadership is more often than not the outcome of a “time”, says a thoughtful Sir Ray Avery in our cover story in this issue of Leaders. In 2011 Leadership New Zealand is searching for the kinds of leaders we need for our times – in other words, now! By Reg Birchfield and Jo Brosnahan.

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23WINTER 2011

FeaTure

In a world context, New Zealand enjoys some fairly obvi-ous and unique advantages, despite our location at the end of the earth. We are not as climatically or environmentally challenged as many nations – though we live on a geologi-

cal fault line that recently revealed the dreadful face of ruthless natural events.

Our society is, generally speaking, creative, educated, socially harmonious, politically stable and fair. We are, according to global research, commercially ethical and legislatively transparent.

We are also adapting to population changes and, while our rela-tive individual wealth is falling, most of us live safely above the poverty line. We live in one of the most beautiful and remote countries on earth which has, unquestionably, shaped our view of the world and, increasingly, the world’s view of us. And, oh yes, we are good at physical contact sports.

On the other side of the ledger however, significant threats are emerging. Globalisation, urbanisation, miniaturisation, dislocation in different guises and a soon-to-be-passed population of seven bil-lion differently motivated global citizens are collectively making life on this planet problematic.

There is a growing body of local and global evidence to suggest that the “time” Sir Ray Avery was talking about, has arrived. The question, therefore, is whether our leaders are up to the challenges our times will present, assuming of course that we understand what those challenges are.

Understanding ourselves might be our first real challenge. Despite recently published scientific evidence that suggests human beings are, for the most part, naturally more optimistic than real-istic, New Zealanders share a sometimes perniciously pessimistic streak. We are, say the commentators, excessively risk averse and somewhat Presbyterian in our approach to business, particularly when it comes to investing in growth and development. We prefer to trim sails than set spinnakers.

Then there is our embedded tendency to create “universal” wel-fare systems, rather than provide sensible safety nets for the deserv-ing and needy – the principle being that the Master is every bit as deserving of a slice of the State cake as Jack. This approach has created deep-rooted pockets of state-funded dependency in society.

The average New Zealander is an increasingly complex fusion of cultures, values, aspirations, abilities and motivations. This potpour-ri of potential offers the opportunity to yield leaders who under-stand the value of diversity and perhaps the wit to envisage ways of turning it to account. It offers the opportunity to have challenging conversations and to think differently.

Today’s leaders need to make the connections between politi-cal, economic, commercial, environmental, social, cultural, com-munity, ethical and moral actions and outcomes.

Where to begin? A clearly articulated vision of New Zealand’s future – where we are headed and why – would help. But Robert David Muldoon’s sad Prime Ministerial vision statement that he hoped the country would be “no worse” when he stepped down from the job than it was when he stepped up to it in 1975 was enough to convince politicians since that they shouldn’t do visions.

As a nation, we have only recently begun the conversations in various corners about a vision of who we are and where we are going to. It was exciting too to see John Whitehead, the Secretary for the Treasury, recently announce a project to measure aspects of success and wellbeing beyond GDP: to measure success is a start, now we have to work out the path to get there.

And we need leaders throughout our society who can guide that vision. There are three particular personal qualities which, given this country’s current and future needs, leaders should focus on to build a nation for our times – courage, compassion and commitment.

New Zealand needs leaders at every level in the community with the courage to deal decisively with disasters like the Canterbury earthquake and the other more frequent natural catastrophes that changing global weather patterns seem destined to deliver. We’ll need equally courageous leaders at macro strategic levels to ensure the rebuilding projects can deliver visionary solutions for commu-nity and not bend to the most vocal individual interests.

For most of all, courageous leadership unites both logic and life and encourages a common exploration of the future. Courageous leaders encourage the community to look for common good solu-tions among the diversity of options that confront them.

New Zealand faces many harsh realities. Few of them are as visu-ally apparent as the devastation left in Christchurch. The support activities that have taken place since the quake do, however, illus-trate the healing, building and galvanising power of compassion.

Leaders everywhere are starting to embrace more compassion-ate styles of leadership. Leading with the heart hasn’t always been equated with effective leadership. But compassionate leaders must become society’s new heroes.

Compassion is not simply a leadership response to disaster. It is valid in all aspects of management and leadership. Compassion comes from within the individual and is about putting others’ needs first, being sympathetic to others’ needs. Leadership is heart work.

Compassionate leadership is about empathy, listening, open com-munication, leading by example, being flexible, not being afraid to display emotion and understanding the need to serve the interests of others, particularly the community. Compassionate leaders bring a sense of balance and a fresh approach to doing business, running governments and driving organisations of every kind.

New Zealand desperately needs committed leaders. Our case for them starts with a quote from Jim Collins, the author of From Good to Great, arguably the best book ever written on effective leadership of successful organisations: “The kind of commitment I find among the best performers across virtually every field is a single-minded passion for what they do, an unwavering desire for excellence in the way they think and the way they work. Genuine confidence is what launches you out of bed in the morning, and through your day with a spring in your step,” he said.

Committed leadership is, in large measure, what Collins found when, back in 2001, in investigating those great US companies which had survived and thrived, he revealed what he subsequently labelled Level 5 leaders. He unearthed them with his research for Good to Great. They are, he said, “leaders who blend extreme per-


FeaTure

sonal humility with intense professional will”. ‘Level 5’ refers to the highest level in a hierarchy of executive capabilities identified during his research. Leaders at the other four levels produced high degrees of success, but it was insufficient to elevate companies from mediocrity to sustained excellence.

Collins’ research was based on the performance of corporate executives. We believe, however, that the principles and qualities that deliver high performance leadership of the kind New Zealand needs to meet the challenges of our times are the same. And, said Collins, “Good-to-great transformations don’t happen without Level 5 leaders at the helm. They just don’t.”

Collins’ discovery was both counterintuitive and countercultural. The assumption that transforming organisations from good to great required larger-than-life leaders was unfounded, he said. Rather, the most successful leaders were modest and wilful, shy and fearless – studies in duality.

They did not allow ego to impede their thinking and, they were ferociously resolved to make their organisations the best they could be. If we consider what rich raw material New Zealand’s leaders have to work with, there seems little excuse for them not to suc-ceed. Genuine commitment and extreme humility are, however, critical ingredients and we do not often look for this in our leaders.

To grasp the concept, Collins invited readers of his published findings to consider assassinated United States President Abraham Lincoln. He was, he said, a man who never let his ego get in the way of his ambition to “create an enduring great nation”. Author Henry Adams called Lincoln a “qui-et, peaceful, shy figure”. But as Collins said: “Those who thought Lincoln’s understated manner signalled weakness in the man found themselves terribly mistaken.”

New Zealanders are not easy to lead. There is a short-term fo-cus in our approach to most things: politics, personal investment, infrastructure planning, strategic thinking, enterprise development, regulations, education policies, healthcare services, environmental and resource management, immigration and employment policies – to name but a few. And we tend to work in silos and not look at the broader consequences and opportunities.

Too little effort goes into making the downstream connections between today’s popular option and tomorrow’s expensive and inadequately researched consequence. That New Zealand, because of the low investment of the private sector, has one of the lowest research and development spends as a percentage of gross national product – around one percent – of any other developed economy is hardly coincidental. “Just do it. She’ll be right mate.”

This philosophy extends to leadership of the education sector. The linkage between what educators, universities in particular, of-fer and the graduate skills the nation needs are rarely made. We therefore cap graduates in specialisations in which there are few or insufficient real opportunities in New Zealand. Their acquired

skills, loan-funded, are understandably taken to more welcoming and better paid climes.

Science and food industry graduates, in particular, are critical to the future of a nation that earns 50 percent of its export income from agriculture-linked industries. And agricultural graduates more so, but we produce a mere handful each year. And we do not have sufficient organisations of the scale and capability required for us to truly succeed on the global stage. As industry leader and AgResearch chairman Sam Robinson stresses, New Zealand has just one com-pany in the world’s 50 largest food and beverage businesses, yet we are a nation heavily dependent on this sector.

The leaders for our times have an outstanding platform upon which to build. Issues raised in this essay notwithstanding, New Zealanders live on a small cluster of magical islands. We are all, in one way or another, migrants. Our forebears came looking for a bet-ter life and greater opportunities.

We pride ourselves on being innovative and resourceful. We stand up for and believe in our values. We champion equality, community

and the importance of personal freedom. We are resourceful and take pride in our relationships with the tangata whenua and all the diverse cultures which make up this nation. We work to put right the wrongs of the past.

The world is in serious trouble. It is running short of essential re-

sources for economic prosperity and wellbeing. There is a global shortage of fresh water, secure and affordable energy, productive land, primary resources and raw materials. Demand is outstrip-ping the supply of essential needs, including food. Would it be surprising if soon the world sees our natural blessings through envious eyes?

New Zealand is, if it has a mind to be, uniquely placed to play a positive global role. Indeed, the world will expect us to play our part. We are, by world standards, under-populated. Countries are short of water – we are often awash with it.

Oil and now nuclear energy face extinction or at least dramatic modification. New Zealand is a country abundant with renewable energy resource options – sun, wind, rivers, tides and geothermal.

Our natural resources and land allow us to produce food more efficiently than most. But we must grow these foods in sustainable ways and, by doing so, protect the land. To take advantage of our growth we need clean technologies and creative savvy. That means we need smart people and much smarter business models to deliver the future. And this requires collective vision, collaboration and a willingness to work together: and a philosophy that we can provide for our own future and not depend on others. It also requires a compelling picture of the future which is exciting for our children to stay and be a part of.

All this is achievable if New Zealand can identify, encourage, de-velop and unleash the courageous, compassionate and committed leaders for our time.

Committed leaders have … “a single-minded passion for what they do, an

unwavering desire for excellence in the way they think and the way they work”. – Jim Collins, From Good to Great

25WINTER 2011

Agriculture’s leadership challenges

Agriculture accounts for nine percent of New Zealand’s gross domestic product, generates 50 percent of our

export income, and underpins 13,300 sheep and beef farms and 11,400 dairy farms plus 9000 horticultural enterprises.

Sam Robinson’s first, but by no means only, concern is for the state of leadership within some sectors of the industry. And that concern is based on the fact that while collectively, sheep, beef and dairy farms represent a major slice of New Zealand productive economy, they are basically 25,000 small to medium enterprises (SMEs). And therein re-sides a major leadership problem. SMEs, of whatever breed, are notoriously difficult cattle to muster, so to speak.

Robinson’s point is that each of those businesses is an SME, but if they can be encouraged to behave collectively they represent an economic powerhouse.

The dairy industry, he concedes, has been led more wisely than the sheep and beef farming sector. “Dairy farmers have used their [collective] power base and pushed their investment, influence, thinking and product and information flows beyond the farm gate, penetrating down toward the market with a good clear line of sight,” he says.

“We need better leadership on the farm, to coalesce and organise farmers to think collectively and beyond the farm gate. The next step is to get leadership beyond the farm gate to manage the value chains.”

And while Sam Robinson concedes that he isn’t personally sure how to effect the necessary leadership changes, he sees creating the right environment as critical to the process. “Environment spawns leadership,” he says. “In the case of dairy, they have been practis-ing since 1930 with the original Dairy Board Act. Collectivism has been there for 80 years.”

The appointment of Bernie Knowles as general manager of the Dairy Board between 1975 and 1985 was, says Robinson, also critical to the success of the dairy industry. “He was an absolutely inspirational man. He was both a great leader and possessed a great intellect. He made things happen. The culture of invest-ing beyond the farm gate and using the industry’s collectivism to build value chains started seriously with Bernie’s moves to

cut New Zealand’s dairy industry away from camp mother in England.”

The process was almost reversed in the sheep and beef industry. Basic and long overdue leadership changes didn’t start to happen in the sector until the 1980s. “But I find it difficult to pre-dict what circumstances will result in sheep and beef farming leadership act-ing in a more cohesive way,” he says. “Meat farmers have not seen the ben-efit to them in acting collectively. They are short-term smart traders. There are some good leaders in this sector but it

is short on depth.”Robinson thinks both the dairy and kiwifruit industries provide

good examples of the cooperative model working well in New Zealand. Their collective ownership, commitment and behaviour at the farm gate led to strong penetration into global markets. “Cooperatives don’t always work,” he adds. “Think about ENZA – the apple and pear industry’s single desk operation.” He thinks poor governance and management that lost touch with its growers effectively undermined its performance. Another leadership issue.

The cooperative model is not the only option. “How the business is owned is a factor,” he says. “But what is more important is how the business is led and run.”

There are also important leadership issues outside the agriculture sector that impact its global success and long-term future viability. Politicians for example. On that score Robinson is currently more optimistic. He sees policy settings emerging that are “encouraging” for agriculture. “Farmers need strong economic settings,” he says. “And they are coming through.”

He is also enthusiastic about the scientific reforms taking place in agriculture. “Important leadership decisions are being made based on the making of important connections between science and ag-riculture. It will take three to five years to show palpable monetary returns but, the reforms are happening,” he says.

Leadership issues aside, Robinson is optimistic about the future for New Zealand agriculture generally. “And that optimism is in large measure driven by the increasing global shortage of fresh wa-ter,” he adds. “We are in a soft commodity boom that seems likely to remain that way for another decade or two. The underpinning of [higher] pricing is that we have a globe that is getting wealthier, growing in size and wants quality food.”

New Zealand’s agricultural industries are critical to the nation’s future economic wellbeing. But they face some leadership issues as Sam Robinson, an acknowledged farming leader and the current chair of the board of AgResearch, outlined to the Leadership New Zealand programme in May.

programme speaker

“Important leadership decisions are being made based on the connections between science and agriculture.”


Minnie Baragwanath is a Leadership New Zealand alumnus. She tells Jo Brosnahan about how she went on to discover the Land of Be.

Minnie Baragwanath’s journey to…the Land of Be.

The Be. Trust has an impressive list of trustees and other support-ers. Minnie, however, has been the driving force and this is her story.

“This has been a journey for many people, getting Be. to this place. It is interesting now that it is alive, but we have created some-thing bigger than we had imagined.”

In 2001 Minnie was working for Inside Out, a television pro-gramme focused on the disability space. She decided, however, that she wanted to effect social change rather than simply report on what was happening. She applied for and was appointed Auckland City’s first Disability Advisor. She didn’t understand the job, she says with a laugh, but a mentor thought it would be just the job for her. She was given a budget of $5000 to make Auckland accessible. “Just as well I was too naïve to realise what a huge challenge it was. I had no idea how to do the job, but on the other hand, I also had no preconceptions.”

Minnie Baragwanath’s beautiful laugh is the first thing you notice. It captivates and entrances.

And her laugh was in full voice recently in the dramatic foyer of the Auckland War Memorial

Museum where, Minnie launched her newest discovery and crea-tion, her Land of Be.

New Zealanders of every hue and heritage were there to cel-ebrate the new initiatives captured by Minnie’s dreamchild – Be. Accessible and Be. Leadership. Be. is about changing the dynamic of life for those who are disabled people. As Minnie explains through a powerful statistic, the disability community involves one in five people, and the proportion will dramatically increase as our popula-tion ages. The launch, however, was inspiring, made more so by an accompanying announcement that the Government had commit-ted $3 million to back the initiative.

27WINTER 2011

cover sTory

Back then, a whole government strategy was prepared around disability and an inclusive society. It took a medical view and put these in a social perspective. The approach troubled Minnie. It did not, she felt, go far enough in presenting a way forward that could be truly transformative. “I wanted to know why we were defining a world in which there is disability, rather than ability?”

Mark Bradshaw, a high profile Australian social entrepreneur and tetraplegic who is now a trustee of Be., crossed the Tasman and worked with Minnie and friends to produce a whole-of-life approach. Disability, they said, requires cross-sector collaboration: for government, community and society to come together. The ap-proach involves three key pillars: physical (footpaths etc), social (changing the prevailing social attitudes toward disabled people to see them as a pool of talent), and personal (investing in the capacity of disabled people themselves).

The pillars became Minnie’s road map, giving a clear sense of the how, and providing a new way to work forward. But her role at Auckland City gave her no input to strategy. It was during this initial strategic thinking stage that she knew changes needed to take place. “I had many conversations, but could not achieve substantial change,” she says.

She felt stuck. She decided that she needed some personal and professional development. Her search for an appropriate pro-gramme led her to Leadership Plus in Australia (a community lead-ership programme for those with disabilities) and she also learned about Leadership New Zealand.

She became one of the early recipients of a Leadership New Zealand scholarship. Her 2007 year on the programme led to some important personal discoveries. She had, she says, come from an en-vironment where leadership was synonymous with management. Leadership New Zealand gave her another perspective.

Minnie found the programme “nourishing” and describes it as a “gear shift”. The same year she visited Tamarack in Canada with a group now involved with Inspiring Communities and discovered the impressive work being done with cross-sector community-led development around the eradication of poverty. She finished the year inspired.

After the Leadership New Zealand programme, she took a week off work “to make the most of the year”. She used the time to write a plan for New Zealand. “Why couldn’t New Zealand be the coun-try in which every part of our success is based upon the story of our social wellbeing?” she asked. “How could New Zealand’s place in the world be such that is it based on goodness, such as that dem-onstrated by [eco-designer] Peri Drysdale and [scientist/entrepre-neur] Sir Ray Avery?”

Most people emerge from the Leadership New Zealand pro-gramme wanting to connect in some way with the social sector, through its SkillsBank activities or some other form of volunteering. Minnie was from this sector. She decided that she needed to know more about the economy and began a post graduate diploma in economic development. She was interested in the social economy, and particularly in the value to our future economy and society of social entrepreneurs.

Back at the Auckland Council, the Disability Advisory Group to Council started looking for ways to leverage the Rugby World Cup to produce a legacy for disabled New Zealanders and their com-munities. “It is ironic that the Rugby World Cup could bring about the greatest change in disability provision in New Zealand,” Minnie laughs, “particularly as I am not a great rugby fan.” This programme, focused on using the Cup to improve the physical environment for disabled people, has now a nationwide initiative driven by Be.

The creation of Be. was, for Minnie, a natural progression. She needed an organisation to drive the projects and the Be. Leadership programme for leadership in the disability community. She devel-oped the programme in association with former Leadership New Zealand chief executive Lesley Slade.

Minnie is now the CEO of Be. Be. Accessible is about focusing on outcomes rather than barriers. The organisation delivers on the three pillars, with an emphasis on leadership and innovation around social change. “I needed to carve out a new space and to model the change,” she explains.

“This [approach] enables us to hold the vision of creating New Zealand as the most accessible country in the world, while holding the social and economic elements in tandem. There is a lot to learn, it is crazy, exciting and a little terrifying. I have been humbled by the goodwill and generosity of the amazing people who want to make it happen.”

So where did this powerful vision come from? Minnie is par-tially blind. She was, however, brought up by a mother who was a powerful role model, who believed in equity, and in “doing what is right, knowing that things can be better and not accepting the sta-tus quo”. She went to a mainstream school and attended university, leaving with skills that could make a difference and which provided a sense of responsibility.

“Leadership New Zealand gave me the courage to create Be.,” she says. “All of the leaders who spoke [to the programme] had decided that things needed to happen and did not wait for others. They stepped up and took risks; they changed history. It removed the mystique around leadership. They were great people who had just made stuff happen. They were focused on something bigger than themselves, were courageous, passionate and had great values. They had a sense of meaning and connection.

“In the final event, leadership is about alchemy, seeing how to take the difficult parts of life and find a way to convert that chal-lenge into light and provide greater benefit for all. Ray Avery is the ultimate alchemist – as a leader there is nothing more motivating than being surrounded by people who actually believe in you and the vision you hold. It creates a truly unstoppable and contagious energy,” she says.

Thankfully Minnie has taken this leadership path. She could have taken the advice of a well meaning family friend who, during her childhood, said: “Minnie, you are going to be a switchboard opera-tor.” Switchboards are, or at least were, about connections. Perhaps to that extent there was a little truth in the prediction. Who, after all, could have seen the scale and scope of the connections Minnie would go on to make?

aLumni news

Key Partners

Supporting Partners

Event Partners

acknowLedgemenTs

Scholarship Partners• The Tindall foundation and inspiring Communities for leadership programme

scholarships • The Tindall foundation for the generous support of skillsBank• alumni who so generously contributed to the alumni scholarship for the 2011

leadership programme• new Zealand Management magazine leadership programme scholarship• hayGroup leadership programmme scholarship • Kerridge & partners leadership programmme scholarship• Cpa australia leadership programmme scholarship

Event Hostswe would like to individually thank all our hosts for hosting our various events so generously. • stephen Guerin (fruitfed supplies) for providing assistance and sponsorship

for the 2011 programme opening.• peru Coffee for providing us with gifts for our café events.• university of auckland and fale pasifika for hosting our May Conversation

event.• Toi whakaari for hosting our June Conversation event.• Botanical Gardens for hosting our June leadership and Mindfulness workshop.• The Edge, Town hall auckland for hosting our leadership week dinner.• stephen waspe, webfilms.• Tama potaka for being MC at our 2011 programme opening.

Café Speakerswe thank all speakers for their generosity in giving their time and their stories; they are the backbone of leadership new Zealand.• dr Marama Muru-lanning (The university of auckland), Bruce waters

(Mighty river power), penny howard (artist), doug poole (poet), MC selina Tusitala Marsh (leadership new Zealand alumnus 2010, poet, author and Tenured lecturer at The university of auckland) for their contribution at our May café event.

• Christian penny (director, Toi whakaari: new Zealand drama school and alumnus 2009), dr Karlo Mila (poet, writer, Mother, Columnist, researcher and academic), Jessica prendergast (project director 2058, sustainable future institute), nick astwick (General Manager Consumer finance, Kiwibank and leadership new Zealand alumnus 2010). MC: richard Moss – director, institute of Judicial studies and Chair, Toi whakaari: new Zealand drama school.

Programme Speakers:february:• louise Marra and anouk Graav from spirited leadership.• our fabulous speakers: Tim Miles, Bob harvey, Teresa Tepania ashton (alumnus

2006).March:• refugee Youth action network (rYan) Centre and selwyn College – who pro-

vided a venue for our leadership programme.• Mangere refugee Centre and Counties Manukau police dhQ for speaking to

us about the wonderful work that is done there.• our wonderful speakers: Gary poole, pat snedden, Milton henry (alumnus

2006), professor Manying ip, dr John hinchcliff.

april:• Tim o’rourke, oceania Coachlines – who provided transport for our participants.• whangarei library for hosting us during our leadership programme visit to

whangarei.• debbie and ngahau davis and the he iwi Kotahi Tatou Trust for welcoming us

into your whanau in Moerewa.• Te Tii Marae, waitangi for your generosity and care during our stay at your marae.• George riley for your wise words and generous spirit.• Karam Meuli for bringing the gift of song.• our wonderful programme speakers: debbie and ngahau davis, Chris farrelly

and pita Tipene.• Chris farrelly and the team at Manaia health.May:• Grant Bunting and the team at pGG wrightson – who generously hosted the

leadership programme. • Massey university, palmerston north for providing the venue for our

leadership programme.• farm Visit – waitapapia station, hugh and roger dalrymple for hosting us on

their farm and speaking to us about their wonderful work.• Greenhouse Gas research Centre for an informative tour.• our wonderful speakers: Jacqueline rowarth, sam robinson, nicola shadbolt,

dr Morgan williams, and Grant Bunting.

Contributing Partners• nick hadley and the team from Kudosweb for their invaluable web and iT

assistance.• Mike Johnston and the team at Canon for support with our printing and

copier needs.• Bell Gully for assistance with legal advice around our commercial lease

arrangements.• david williams of Baleringe for overseeing and stage managing the leadership

week dinner.• reg Birchfield for his significant contribution to the magazine.• Toni Myers, fran Marshall, Gill prentice, Jan-Michael david and the team at

Mediaweb.• pricewaterhouseCoopers (May lundberg and her team) for providing us with

accounting and financial assistance.• Mark otten for providing us with financial advice.• rewi spraggon (alumnus 2005), leisa siteine (alumnus 2005), hilary sumpter

(alumnus 2010), reg Birchfield (Trustee) and Vicky pond dunlop for helping us with the 2011 leadership week dinner.

• all invited contributors and people who gave their time to be interviewed for this magazine.

• Members of the leadership new Zealand alumni who have given their time, talents and energy at various events and skillsBank projects so far this year.

• all of our Trustees, advisory Trustees and funding partners for their ongoing support and invaluable advice.

• all of our conversation session speakers who have provided us with evoca-tive and inspiring stories provoking us to think differently about leadership and narrative.

• all of our programme speakers who have generously shared with us their leadership stories, time and thoughts.

Our sincere thanks to…


A Life in Leadership

Applications for the 2012 Leadership Programme close on 16 September 2011

CALL FOR NOMINATIONS FOR THE2012 LEADERSHIP PROGRAMMEWe are searching for leaders to take responsibility

for New Zealand’s future…

leadership new Zealand provides a unique opportunity for leaders with potential to engage with new Zealand’s senior leaders in conversations about the issues of greatest concern to new Zealand’s future, creating a

platform for deep personal growth and insight.

A Life in Leadership

• Take personal leadership learning beyond natural boundaries and across sectors

• Learn to build dialogue with other leaders from different backgrounds and viewpoints

• Be challenged… to really listen and contemplate

• Be exposed to new perspectives and different environments, and begin a journey of a life of leadership in your organisation, with your teams and within your community

• Hear the frank opinions and concerns of leaders from across New Zealand and learn from their experiences

Candidates should:

• Have demonstrated leadership capability

• Ideally have 10-15 years experience in their fields of expertise

• Care about New Zealand and its future

• Be prepared to commit to the community through Leadership New Zealand’s SkillsBank Programme

• Have support from their organisation

• Be ready to make a substantial commitment of two to three days per month over nine months, starting 17 February 2012

Candidates are drawn from diverse backgrounds and are selected based on merit. places are limited to a maximum of 34 participants each year. some scholarships are available to assist community

leaders who would not otherwise be able to participate in the programme.

For further details go to www.leadershipnz.co.nz or contact us on 09 309 3749 or [email protected]

Key Partners

Supporting Partners

accident Compensation Corporationwww.acc.co.nz

asB Community Trustwww.asbcommunitytrust.co.nz

Bell Gullywww.bellgully.com

foodstuffs (auckland) ltdwww.foodstuffs.co.nz

new Zealand postwww.nzpost.co.nz

altris ltdwww.altris.co.nz

Bartercardwww.bartercard.co.nz

Boardworks internationalwww.boardworksinternational.com

Canon new Zealandwww.canon.co.nz

hay Groupwww.haygroup.com

iTC services www.itcservices.co.nz

Kerridge & partnerswww.kerridgepartners.com

Mediawebwww.mediaweb.co.nz

nZ Management magazinewww.management.co.nz

Documents

Leaders 2011