Leadership NZ Yearbook 2015 by Curative

YEARBOOK 2015

THE PEOPLE

VISION Enriching New Zealand through active leadership in a connected community.

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

MISSION Growing, celebrating and weaving together New Zealand’s leaders through conversation.

VALUES Courageous Generous of spirit Inclusive Acting with integrity Innovative Apolitical

LEADERSHIP NZ TRUSTEES Peter Garnett – Chair, Leadership NZ; Company Director Nick Astwick – Deputy Chair, Leadership NZ; Chief Operating Officer, Kiwibank; Alumnus 2010 Carol Bellette – Group General Manager Shared Services, Te Runanga o Ngai Tahu; Alumnus 2012 Martin Fenwick – Chair, Altris Ltd Tara Pradhan – Head of Vision Partners, World Vision; Alumnus 2007 Neville Pulman – Chief Code Cracker, The Customer Code; Alumnus 2006 George Riley – Trustee, Te Tii Waitangi (B3) Ahu Whenua Trust; Alumnus 2009 Samuelu Sefuiva – Public and Social Policy Consultant Hilary Sumpter – CEO, Auckland Communities Foundation; Alumnus 2010 Sarah Trotman – Director, Executive Education Programmes and Business Relations, AUT Christien Winter – Executive Director, Sheffield

Celebrating diversity

LEADERSHIP NZ TRUST PO Box 5061 Wellesley Street, Auckland 1141 T: +64 9 309 3749 E: info@leadershipnz.co.nz W: www.leadershipnz.co.nz

LEADERSHIP NZ STAFF Sina Wendt-Moore – Chief Executive Louise Marra – Programme Director Annette Bartlett – Programme Leader Judy Whiteman – Network Connector Tania Hack – Communications &

Office Co-ordinator

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. YEARBOOK 2015

LEADERSHIP NZ ADVISORY TRUSTEES Sir Bob Harvey – Chair, Advisory Trustees; Champion for Auckland – Overseas Investment, Auckland Council David McGregor – Deputy Chair, Advisory Trustees; General Counsel, Envirocounsel Reg Birchfield – Publisher, RJMedia Jo Brosnahan – Founder, Leadership NZ; Company Director Tony Carter – Chair, Air New Zealand; Director, Fletcher Building, ANZ Bank NZ; Corporate Director Maureen Crombie – Director, Monterey Art Gallery; Alumnus 2006 John Hinchcliff – Emeritus Vice Chancellor, AUT University; President, Peace Foundation Peter Kerridge – Director, Kerridge and Partners Ltd Chris Laidlaw – Wellington Regional Councillor; Writer Louise Marra – Director, Spirited Leadership; Leadership NZ Programme Director Tim Miles – CEO, Gen-i, Australasia Tony Nowell – Director, Valadenz; Corporate Director Suzanne Snively – Executive Chair, Transparency International; MD, More Media Enterprises; Corporate Director Dr Morgan Williams – Chair, WWF New Zealand PATRON Lady Beverley Reeves EDITORIAL TEAM AND CONTRIBUTORS Reg Birchfield, Sina Wendt-Moore, Judy Whiteman, Kimberly Rees, Tania Hack, Ophelia Buckleton, Louise Marra, Annette Bartlett, Curative Ltd

STOP PRESS! Leadership NZ Alumni Snapshots Our Leadership NZ Alumni Snapshots can now be found on our website, at www.leadershipnz.co.nz/alumni/snapshots/

YEARBOOK 2015

CHAIR’S FOREWORD

What an eventful year 2015 has been for our nation as we have, selecting but a few highlights, commemorated Gallipoli and the beginning of what is now our proud ANZAC tradition; joined the United Nations Security Council; faced and handled economic challenges; celebrated successes with our talented and world leading sports men and women; and provided much needed support and aid for the people of Vanuatu and Nepal following the disasters both nations experienced earlier in the year. Throughout each of these we have observed many examples of fearless leadership being displayed by Kiwis of whom we are proud. So it was appropriate Leadership NZ chose “Fearless Leadership” as our theme for this year, following on from our previous themes of Intergenerational Leadership in 2012, Disruptive Leadership in 2013 and Creative Leadership last year. The participants on our 2015 Leadership Programme have embraced this theme as they have worked through the year on their leadership journey. They have grown from talented individuals into a cohesive group I am confident will take our vision of “enriching New Zealand through active leadership in a connected community” back into their work, community and personal life environments. I am reminded of Nelson Mandela’s words “The mark of great leaders is the ability to understand the context in which they are operating and act accordingly.” And this truly reflects the strength of our Leadership Programme where we: • blend together human connection, conversation and building of trust within each year’s group - all underpinned by Aroha; • provide the tools and processes to deepen their understanding of the art of conversation and reflection; and, • provide them with the opportunity to listen to and then engage in robust and challenging conversations with senior New Zealand thought leaders and each other about the issues that matter for New Zealand. Our theme of Fearless Leadership was carried through to our other two annual keynote events. “Dinner with a Difference” was held in the Sir Paul Reeves Building at AUT University on 1st July during Leadership Week. The

format of the Dinner was very different from past years. Participants literally had to be fearless. Each being assigned to an activity related group and given a task to develop an item to present back to the others. While it did place most out of their comfort zone, everyone thoroughly enjoyed the experience of this successful and stimulating event which was well organised by our Curative partners, working with our own competent team. This year we were honoured to have the Right Honorable Helen Clark, Administrator of the United Nations Development Programme, present The Sir Paul Reeves Memorial Lecture held in the Sir Paul Reeves Building at AUT University on 26th August. Helen, one of New Zealand’s fearless leaders, spoke on “The Promise and Challenge of 2015.” She talked about current global challenges and the work being done to get agreement on Sustainable Development Goals for the future. This will require strong and fearless leadership, across the globe, to ensure that they become a reality by 2030. On behalf of the Trustees, I again acknowledge and thank our generous funders and volunteers for your ongoing support. It is appreciated and very important for this small not for profit organisation to continue to deliver its valued Leadership Programme. We invite others, who would like to support scholarships to enable continued participation by a full diversity of New Zealanders, to make a donation to our Sir Paul and Lady Reeves Scholarship Fund (information is available on our website). Our congratulations go to the Graduands of 2015. We look forward to following you as you continue on your leadership journey. I leave you with these words from Nelson Mandela “The spirit of ubuntu, that profound African sense that we are human beings only through the humanity of other human beings – is not a parochial phenomenon, but has added globally to our common search for a better world.”

Peter Garnett Chair

CONTENTS

CHAIR’S FOREWORD

Peter Garnett

THE PROMISE &

CHALLENGE FOR SUSTAINABLE DEVELOPMENT

Sir Paul Reeves Memorial Lecture 2015 by Helen Clark

LEADERSHIP IN 2030

Partner’s Perspective KPMG

GRADUATION SPEECH

Morehu Wilson and Nikki Burns

PROGRAMME OVERVIEW + EVENTS

CONSCIOUS LEADERSHIP

An inner and outer journey Louise Marra

2015 LEADERSHIP NZ

A photo essay

GRADUAND BIOGRAPHIES

From the Class of 2015

PUMANAWA KAIARAHI O AOTEAROA

The Guardians of Leadership in New Zealand Sina Wendt-Moore

PHIL O’REILLY ON BEING FEARLESSLY GLOBAL

Reg Birchfield

DEVELOPING A UNIQUE PARTNERSHIP WITH EVERY NEW ZEALANDER

Partner’s Perspective, ACC Judy Whiteman

ALUMNI CONNECTIONS

DINNER WITH A DIFFERENCE

Kimberly Rees & Ophelia Buckleton

Tania Hack

ACKNOWLEDGEMENTS

LEADERSHIP NZ’S BISHOP SIR PAUL REEVES 2015 MEMORIAL LECTURE Delivered by The Right Honourable Helen Clark ONZ SSI

The promise and challenge for sustainable development The attributes of fearless leadership are needed to meet the huge challenges confronting today’s world. “Fearless leadership, however, is not only a quality needed at the (highest) national and global levels – everyone, whatever their walk in life, has an opportunity to practise it,” former New Zealand Prime Minister and now Administrator of the United Nations Development Programme (UNDP), Helen Clark, said when she delivered Leadership NZ’s annual Bishop Sir Paul Reeves Memorial Lecture in Auckland in August. Addressing the ‘promise and challenge of 2015 for sustainable development’, Helen said; “Ours is the last generation which can head off the worst effects of climate change. Ours is the first generation with the know how to eradicate extreme poverty and secure a more hopeful future for all. For this, fearless leadership is needed from all of us.” “This year presents many opportunities to set a new course for people and planet – major global agendas related to development are now being written. These new agenda must be bold and transformational. They need a genuine commitment from citizens, civil society organisations, heads of state and governments.” New Zealand’s future was, she said, closely linked to the state of the global economy, global ecosystems and global peace and stability. “All countries need economies which generate jobs and opportunities, especially for today’s largest ever youth generation, many of whom don’t have a lot to look forward to right now. We need societies and political systems which are more inclusive and cohesive. We need healthy ecosystems. We need peace. Development plays a

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major role in advancing all these ends.” Leaders from most of the United Nations member states would sign a declaration on advancing sustainable development and launch the Sustainable Development Goals (SDGs) when they met in New York in September, she said. The new agenda would, said Helen, be universal and apply to all countries at all stages of development. “Sustainable development in the 21st century isn’t something which happens to somebody else, somewhere else. We all have a stake in it – and every country has work to do to progress towards it.” The UN Summit on Sustainable Development was just one of four big development-related conferences taking place this year and the global agendas set by them matter greatly, she said. For many reasons, including the accelerated degradation of ecosystems, the world needed a new, bolder, sustainable development agenda which aimed to go to zero on eradication of extreme poverty and to confront many other global challenges including: · growing inequality and ongoing discrimination; · the jobs deficit and its implications, particularly for youth; · mounting environmental challenges, including climate change; and, · the impact of conflicts and disasters. Inequality was, said Helen, rising in many rich and poor countries. UNDP estimated that seventy per cent of the citizens of developing countries are living in societies which are less equal today than they were

in 1990. “Gender inequality remains pervasive – yet societies are clearly poorer if they fail to tap the full potential of half their population. Around the world, where women are ‘out of sight, out of mind’ – disempowered and underrepresented in decision-making circles - meeting their needs often doesn’t get prioritized. Let’s salute the fearless leadership of Malala who, as a beacon of hope for girls around the world, defied serious attacks on her life in Pakistan and advocates globally for girls’ education.” “Malala also reminds us of the hopes and aspirations of another major global group - today’s generation of adolescents and youth which stands at 1.8 billion people – the largest our world has ever seen. Most of these young people live in developing countries. The energy, hopes and innovation of this large youth generation can bring a huge demographic dividend to countries.” Inequalities also continue to adversely affect indigenous people, including in our own country, she said. “Indigenous people have struggled for centuries to protect their ways of life and the fabric of their societies. And inequalities and discrimination affecting lesbian, gay, bisexual, transgender and intersex (LGBTI) people are also now prominent on the global agenda.” Environmental sustainability and equity were, said Helen, inextricably linked. “Climate change, deforestation, air and water pollution and biodiversity loss affect us all, they affect the poorest and most vulnerable the most.”

“Fearless leadership to tackle environmental degradation is required. I know it’s not easy, having witnessed farmers’ protests against being included in a carbon tax, few people wanting to pay more for petrol and even objections to mandatory energy efficient light bulbs.” “And there can be no sustainable development without peace and stability – right now the world suffers a big deficit in this respect. Humanitarian emergencies fuelled by war and conflict are overwhelming the international community’s capacity to respond. Humanitarian relief spending has trebled in the last decade. On current trends, there will never be enough money to meet vital needs for relief.” “Humanitarian needs will shrink when and where long-term sustainable development based on peaceful and inclusive societies is achieved. New Zealand can lead in this area: our country has a reputation for being fair-minded and wanting to contribute to the resolution of the world’s conflicts.” However, the solutions to many of the world’s problems lay in the implementation of the agendas. The best agendas were nothing more than words on paper unless they are advanced, said Helen. “The good news is that our world

has more wealth, more knowledge and more technologies at its disposal than ever before. The challenges we face are mostly human induced. We can tackle them, but not if we keep doing business as usual and expecting different results. Fearless leadership is needed to realise the better world envisioned in the SDGs.” Leadership is needed to find the funding required to solve many of the world’s greatest problems. “Money isn’t everything, but it certainly helps,” she said. “Broad coalitions of leaders are also needed. Governments acting alone can’t achieve the goals envisaged in the new global agenda. Broader leadership from civil society – NGOs, scientists, researchers and academia; and from local government too – was also critical,” said Helen. “The private sector must also be engaged. How business does business and where it invests will have a huge bearing on whether the SDGs can be achieved. New business models and innovative partnerships must be built.” Everyone needed to be on board with sustainable development and developing countries backed a ‘common but differentiated responsibility’ approach to action on climate change, she said. “Those who’ve contributed to most to the

“Sustainable development in the 21st century isn’t something which happens to somebody else, somewhere else. We all have a stake in it – and every country has work to do to progress towards it.” – Helen Clark

problem historically, should do the most. That leadership should be embraced by developed countries. If that leadership is shown, and if there is greater support for developing countries to make the transition to a green economy, then I believe developing countries too will lift their level of ambition on greenhouse gas emissions reductions. The UN development system now has the challenge of working with countries on advancing the big, new, complex, sustainable development agenda. This is a once in a generation year for development,” said Helen. “By advancing on all these agendas, there is a chance to meet the world’s citizens’ aspirations for a more peaceful, prosperous and stable future, and for preserving the health of our planet’s ecosystems.” Sustainable development would remain elusive and global instability and turbulence will continue to undermine prospects if business as usual continues, she said. Leaders needed, therefore, to understand that: · The realities of the world we live in must be acknowledged, so that there is earlier, more proactive and more pre-emptive investment in risk-informed development; · The growing inequalities and unchecked discrimination which undermine social cohesion need to be tackled head on; · Environmental degradation must be arrested; and, · The downward spiral of conflict, instability and crisis must be halted; “Volatility is the new normal,” said Helen. To read the full transcript of Helen Clark’s speech go to www.leadershipnz.co.nz YEARBOOK 2015

PARTNER’S PERSPECTIVE KPMG

Leadership in 2030: are you ready? What kind of organisation will you be leading in 2030? What will your markets look like, and who will be your customers? What kind of team will you be leading, and what jobs will they be doing? KPMG International has released a report, Future State 2030, which analyses the top nine global megatrends that will impact societies, governments and business.

panies listed on the NZ Stock Exchange, only two of those companies existed on the NZX in 1995 in their present form.” Changing global demographics

Ross Buckley, executive chairman of KPMG New Zealand, looks at these trends through a leadership lens – and shares some key insights on what it means for leaders of the future. Innovate, or bust

Another key megatrend that will impact New Zealand business is the dramatic shifts in global demographics. Two of the major trends are the shift to ‘super-aged societies’, and the exponential growth of the middle class.

One of the most critical megatrends for businesses in the future is the sheer pace of innovation – and the fact it will be crucial to continually innovate in order to survive.

Today, there are just three countries where 20% of the population is 65 years or older. By 2030, that is projected to grow to 34 countries; including New Zealand, the UK, USA, Canada and Korea.

As Ross Buckley points out: “You may be part of a successful company today, but that’s no guarantee you’ll be around tomorrow.”

Ross Buckley says there are a number of implications for New Zealand businesses.

“Companies that had been around for decades – the likes of Kodak and Compaq – have all been replaced by the new wave of young, innovative companies like Facebook, Google and Alibaba.com.” In 2011, The Economist reported the dramatic shrink in the average number of years a company will spend on the S&P500 Index. In 1937, a company could expect to stay in the ranks for 75 years; in 2011 it had dropped to 15 years. By 2025, it is forecast to be a brief five years. Ross Buckley says this trend is similar for New Zealand companies. “When we look at the NZX20 Index today, of our 20 largest and most liquid com-

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“If you are providing products or services to these countries, you need to start planning for the different needs, wants and buying behaviors of those older consumers – who will make up 20% of your potential market. “Secondly, as populations get older, shareholders will be expecting companies to return more cash, rather than invest for the future or spend on innovation.” The predicted shifts in global wealth – particularly in Asia and India – represents another huge opportunity for New Zealand. A 2012 OECD report shows China and India claiming 39% of global GDP by 2030, and 46% by 2060. By 2030, 62% of the world’s population will be defined as middle class, and the majority will reside in Asia.

“New Zealand is already developing strong trade relationships in these markets, so our businesses will be wellplaced to capitalize on these changing demographics.” Automation of jobs The rise of automation and robotic technology will significantly impact the future role of a leader – and who (or what) they will be leading. Research from the Oxford Martin Institute forecasts that 47% of the 702 current occupations in the US could be automated within the next 20 years. “As a leader, you need to look at your business and analyse what is likely to be automated; and what will be the key skills required for the future,” says Ross Buckley. Some of the occupations most likely to be replaced by automation include telemarketers, accountants and auditors, retail salespersons, real estate agents, drivers, and those involved in repetitive manufacturing processes. However, there is good news for leaders and CEOs, along with the likes of personal trainers and recreational therapists. “Any role that requires one-on-one human interaction is difficult to automate,” says Ross Buckley. “Likewise, any leadership position is a good space to be in…your role is likely to be safe.”

Digital disruption Leaders who embrace the adoption of new technology – and use it to disrupt their market – will be increasingly valued in future. Their role will be less about managing infrastructure, and more about predicting and analyzing consumer behavior. “Take Uber, for example. It is now the world’s largest provider of taxi services, but it doesn’t own a fleet of taxis,” says Ross Buckley. “Similarly, Air BnB is predicted to become the biggest provider of hotel accommodation and beds by the end of 2015; yet it doesn’t own any hotels.” Aside from technology, the key point of difference of these new digital business models is that they are built on trust. “The consumers evaluate those businesses – but those businesses also rate or evaluate their consumers. It’s effectively a two-way contract that allows the business to operate in a more laissez-faire manner.” A key take-out for leaders is to be aware of the small but powerful market disruptor. “Don’t just worry about your traditional large competitors. It’s the small innovative start-up that’s more likely to disrupt you.” Ross Buckley’s advice is not to be afraid

“Don’t just worry about your traditional large competitors. It’s the small innovative start-up that’s more likely to disrupt you...[don’t be] afraid of the smart emerging players...collaborate with them.” of the smart emerging players – but to collaborate with them. As an example, KPMG has entered into a strategic partnership with Xero in a number of markets, including New Zealand and the United Kingdom. Cross-market collaboration is key In a similar vein, future leaders will increasingly need to collaborate with organisations that operate beyond their own sector. Key findings from the Millenial Disruption Index (MDI) showed that 73% of the Gen Y population surveyed would be “more excited about a new offering in financial services from the likes of Google, Paypal, or Apple than from their own bank”. “I’d argue that most of the current innovation in financial services is coming from outside the sector,” says Ross Buckley.

In another example, Ross Buckley says KPMG Global has formed a joint venture partnership with Formula One team McLaren Group, to develop projects at the leading edge of data analytics. “Every time the car goes around the track, they’re analyzing six million pieces of data that is fed back to the driver to make the next lap quicker. In future, KPMG will be using the same predictive analytics for the benefit of our clients. “The role of a leader is to make those connections and forge those collaborations. Look for companies that will help you challenge your business model, or better understand your customers, or do something smarter or more efficiently.” You can download a copy of KPMG International’s full report, Future State 2030, from www.kpmg.co.nz.

“Financial institutions are now having to collaborate with Silicon Valley.”

TOP 10 QUESTIONS FOR LEADERS: 01. What will your customers of the future look like? 02. How will the industry value chain be impacted, and what role do you want to play? 03. How will your proposition and service model need to change to meet evolving customer needs? 04. What are the implications for your brand and market profile? 05. What opportunities are available to extend or reshape your existing geographical footprint to take advantage of emerging market developments? 06. Have you got the right operating model for the future? 07. How are you capturing and leveraging internal and external data to help you better engage with customers and remain relevant? 08. How are you ensuring that a risk focus is embedded within your organisation? 09. What people skills and capabilities will you require in the future? 10. Where do you see the key risk of market discontinuity coming from? YEARBOOK 2015

GRADUATION SPEECH Morehu Wilson Nikki Burns

The Art of Korero Two representatives of this year’s Leadership NZ 2015 cohort, Morehu Wilson and Nikki Burns provide their thoughts as the year comes to an end. MOREHU WILSON: Leadership is the word on everyone’s lips and minds today when confronting issues and navigating challenges in an organisation or grouping. Leadership has many connotations and is assumed to be unilaterally understood in a generic sense. But what really is meant by this word, leadership? If we separate the syllables and look at the base words, we see different contexts. Lead: in the minds of rural folk, may conjure up images of shepherds with their sheep, and of dogs herding and guiding cattle to their determined destination. A leader, however, is thought of as someone who is strong in character and resolute in decision. Leadership can be thought of as the art or function of leading; of guiding and directing others. In its most basic sense, leadership can possibly reflect leading the family pet dog to the local park; yet, in its wildest sense it can mean something wonderful and fulfilling; like acting as a catalyst for social change and reform such as Dame Whina Cooper and her hikoi to Wellington from Te Hapua in order to raise the awareness around Te Reo Maori, or Louisa Wall with her same-sex marriage referendum. Such is the contextual range of this very important word; this significant concept. In the Maori world, the word rangatira is often used to

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describe our native leaders. In this context, ranga is used to describe the art of weaving as in rangaranga or rāranga, and the second word tira describes a group or an assembly of people. Thus, within the Maori context, a rangatira is a person who is able to weave / plait people together for a specific purpose. Leadership NZ has settled on the phrase ‘Pumanawa Kaiarahi o Aotearoa’ as an appropriate translation to describe the organisation and its primary goal. Pu refers to the skilled and wise one. While manawa has many meanings it is focused on the heart in this instance. Kai indicates the doer of an action while a is to drive, urge or compel, and rahi is a term used for large / great or multitudes. Once again, we see that when the syllables are combined, they build on their base meanings to give a wider context as in ‘Pumanawa Kaiarahi; Skill Hearted Drivers of the Multitudes (Talented Leaders). Aotearoa means many things to each and every one of us; and this word, more than anything embodies and appropriately illustrates this notion of interpretation. I once had a tutor, a Kai ako, kai; the doer of the action, and ako; teach or learn. He is an esoteric Maori tutor who often challenges his students to interpret words in a way that are significantly different to what they are used to. He would say; ‘what

does ‘kei te pai’ mean to you?’ The reply was good. He would then say ‘Why not use fantastic, awesome or unbelievable even?’ It was then that his students realised that education processes and other processes that they were exposed to had led to a conditioning of thinking. Their vocabulary was constrained to an extremely mundane and sterilised database. Just as the kaiako (Hohepa Ramanui) had opened the students’ eyes to the wonder and illumination of imagination and experimentation of vocabulary, Leadership NZ has opened a door for the entire 2015 cohort to the world of future leadership; be it fearless, servant, disruptive, experimental, imaginative or whatever. We have been enriched and nourished and we want to make a difference, we want to become effective leaders, but more importantly, we want to become better people. We have learnt that leadership is organic; that it indeed needs to be innovative, consistent, visible and evolutional. We have seen that the Texan Coastline is rather appealing, that the Vivekean Blue Sea Slug may mate with others not his own kind; that the InterGalactic Judge has loose ones, and that the immaculate conception is actually, quite suspect. I acknowledge our partners and families who have been with us on this journey and who have kept the home fires burning in order for the 2015 cohort to develop

and grow. I especially want to take this time to acknowledge those of our cohort whose loved ones have passed on. Okioki atu ai koutou ki roto i te ahuru mowai o te Matua. Haere, haere atu ra. I bid you all glad tidings from the cohort of 2015 and leave you with these words: Rushy was looking to own a supermarket and the first rule of leadership in the supermarket business is that before you lead, you must walk with your staff. So in the spirit of this philosophy, Rushy began at the bottom of the hierarchical chain. About part way through this journey, he was loading the shelves in the supermarket with product. At one particular time, he noticed a family walking towards him when the father recognised Rushy and said to his young son beside him, “Hey son, that’s Rushy, the greatest sevens rugby exponent in the world ever.” Rushy said that pride swelled within his chest and before he could acknowledge the family and say hello, the mother immediately turned to the boy and said, “That’s why you have to get a good education so that you don’t end up stacking shelves like him.” Rushy’s advice: never really take too much notice of what people are saying about you. Rushy is the proud owner of New World Kaikohe. _____________________________________ NIKKI BURNS: Words are not only a communication process but a creative process. I have learnt this year that Design is about function and form. Our words and how we use them create the function and form of our relationships, interactions, sense of community and adventure! Our words previously may have been used like we are playing ‘Chinese whispers’ where we say something, thinking it’s about communicating. But when we whisper something, it creates something in the receiver - a response, an atmosphere, a thought pattern that they take and ‘communicate’ in a way that is altered slightly to the next person and so on, until we end up with the end result being vastly different from the original whisper – and we can misunderstand each other.

Then our strengths, our weaknesses, our diversities and our communities can reflect this. Or it’s like the game we played as children with the Paper Cup telephone - a piece of string between 2 paper cups with each person ‘communicating’ to each other. This game wasn’t about communication so much either, as about the atmosphere it evoked by trying to communicate in a new way. Depending on the length of the string the messages became more muffled and garbled and tension rose the longer the string got and the outcomes more ridiculous. If we decided to communicate in a new way - slowing down, being up close and authentic, within our spaces, places and communities, we too would create a new atmosphere I believe. We have been learning this year to do away with Chinese whispers and Paper Cup telephones. To hear face to face the story of people from Governance spaces, community groups, and also of each other’s personal spaces through the ‘My Lives’. While the words have been full of joy, pain, insights, acceptance, confusion and some swearing: these words have created something in the group, something in us collectively and also as leaders in this game of life. As we have done away with Chinese whispers and Paper Cup telephones we have created something new with our conversation - new responses, new thought processes, and for some of us - new behaviours. I think of the game my children played for years, where they go into the hallway, turn the lights off and whoever is ‘it’ is blindfolded and then has to find everyone in the dark. It always starts well and there are bangs and crashes, bumps and bruises, shrieks of delight - mixed, with yelps of fear and the hilarity that they can’t believe that someone is so close, but they hadn’t ‘found’ them. Eventually though everyone is found. Our korero has shades of this game. In the rush, in the space of social disconnect because of external pressures and internal dialogues, we are like the child in the game, in the dark, blindfolded and unsure of how to locate people in our world. But with the same childlike enthusiasm to

explore, to take some knocks and to get close and intimate - we too ‘find’ each other and when we find each other, there are shrieks of delight at what we discover in one another. This year has been an unveiling of diversity, complexity and richness of what each person brings when they bring themselves to the conversation. In the art of korero we might do well to mimic the blindfolded child in the game in the hallway – put our hand up, be willing to be ‘it’, take some knocks and bang about a bit in the dark to find another, because the joy of finding another and what they bring is worth it to us as leaders. Ultimately though what our conversations have been about as leaders, is the future hearing people in our governance spaces, communities and each other, is altering not only our personal future as we take home new experiences and new windows into others worlds but more importantly we are altering the future of those we lead and influence. With the conversations had, we now lead differently - more empathically, more expansively and hopefully much more invested in the value of risk, vulnerability and a multiplicity of perspectives. The korero then moves from me and us to others - to what we want to create now through our korero that others will step into in the future. It’s likely that when Jo Brosnahan, founder of Leadership NZ had her many conversations it was a ‘korero in the now for the future - a future space being created for other leaders.’ We have stepped into that space 10 years later. When Sina considered the CE role, I can imagine there was some korero, both private and professional that created space. Space for herself to step up and into this role and space for us as leaders to encounter the diversity, community and connection that we have now in 2015. The art of the korero is an underestimated tool. We rush and hurry and leave lying a tool that is actually a time machine. One that honours the past, and the people who have gone before us, one that captures the now and a machine that creates a future for others to step into. Let’s jump in this machine, with childlike trust, a simplicity of outlook and an adventuring spirit and see where the korero takes not only us but the others we lead into the future.

YEARBOOK 2015

The 2015 Programme Overview February: The Journey – Exploring Leadership – Old Government House, University of Auckland, Auckland Team-building day; tools, inspiration and connecting; exploring leadership models Peter Garnett

Chair, Leadership NZ

Sina Wendt-Moore

Chief Executive, Leadership NZ & Leadership NZ Alumnus

Louise Marra

Programme Director, Leadership NZ; Director, Spirited Leadership

Dr Karlo Mila

Post-Doctoral Fellow, University of Auckland, & Leadership NZ Alumnus

Sir Bob Harvey

Chair, Auckland Waterfront Development; Chair, Advisory Trustees, Leadership NZ

Wikuki Kingi

QSM, Tohunga Whakairo, Executive Trustee, Cultural Symbologist, Tohunga Toi Ake

Traci Houpapa

Chair, Landcorp; Chairman, Federation of Maori Authorities

March: Our Roots, Our History – Manaia Health PHO, Whangarei; He Iwi Kotahi Tatou Trust, Moerewa; Kohewhata Marae, Kaikohe; Waitangi Treaty Grounds Our history; Maori perspectives; the Treaty of Waitangi; health, community and community leadership Chris Farrelly

Chief Executive Officer, Manaia Health PHO

Debbie & Ngahau Davis

Joint General Managers, He Iwi Kotahi Tatou Trust

Matua Sid Tau

Kohewhata Marae

Dr Aroha Harris

University of Auckland

Professor Peter Adds

Victoria University

May: Our People: A Civil Society – Ko Awatea, Middlemore Hospital; Pacific Business Trust, Papatoetoe

Elements of a civil society; ethics; values; communities; community engagement; social entrepreneurism; deprivation; human rights; diversity; migration; refugee resettlement; the long tail of underachievement Pat Snedden

Business Advisor

Margie Apa

Director - Strategic Development, Counties Manukau DHB

Vicki Sykes

CEO, Friendship House

Sarah Ward

Refugee Resettlement Coordinator, Ministry of Business, Innovation and Employment

Sita Selupe

CEO, Rise Up Trust

Alan Johnson

Social Policy Analyst. Salvation Army Social Policy & Parliamentary Unit

Les Morgan

Director of Operations, Sudima Hotels

Chris Clarke

CEO, World Vision

Douglas Lang

Director, Altris

Martin Fenwick

Director, Altris; Trustee, Leadership NZ

June: Our Economy – Caccia Birch House, Palmerston North

Rural New Zealand; primary industries; agribusiness; science and research; food technology; natural resources Mavis Mullins

Director, Paewai Mullins Shearing Ltd

Sarah von Dadelszen

Farmer; Company Director

Jean Kibblewhite

Director, Splashzone Ltd & Leadership NZ Alumnus

Richard Kibblewhite

Director, Splashzone Ltd & Leadership NZ Alumnus

Professor Claire Massey

Director, Agrifood Business, Massey University

Janine Sudbury

Sudbury

July: Sustaining our Wellbeing and Values – Kimihia Research Station, Lincoln and Heritage Hotel, Hanmer Springs Sustainability – the outer world of environmental sustainability and the inner world of resilient leadership needed to sustain this; our environmental scorecard; green growth – merging the economy and the environment; how Maori view and balance the environment and economy; our own relationship with the environment Mitchell Coll

Director, Coll Architecture

Sir Tipene O’Regan

Founding Chair, Ngai Tahu Holdings Corporation

Paddy Pawson

Adventure Therapist, St John of God Waipuna

Peter Townsend

Chief Executive, Canterbury Employer’s Chamber of Commerce

August: Forces that Shape Our Thinking – Q Theatre; AUT University, Auckland

The influence of the arts, media and culture, and how each determines the way we think and shape our national identity; introduction of design thinking Qiujing Wong

Founder and Chief Executive, BORDERLESS

Philip Patston

Social Commentator & Leadership NZ Alumnus

Dr Wayne Hope

Associate Professor AUT University, Co-Director of Journalism, Media and Democracy Research Centre

Rewi Spraggon

Chef, Artist, Musician and Broadcaster & Leadership NZ Alumnus

Dr Michelle Dickinson

Senior Lecturer, Chemical and Materials Engineering, University of Auckland

Dave Wild

Futurist, Smith & Wild

www.leadershipnz.co.nz

September: Governance in the 21st Century – Parliament, ACC and Toi Whakaari, Wellington

The forces that determine how we lead and govern ourselves; the changing role of the state; relationships with business and civil society; societal expectations; the opportunities and challenges of diversity in Aotearoa New Zealand for leadership and governance, and our future potential The Rt Hon David Carter

Speaker, NZ House of Representatives

Andrew Kibblewhite

Chief Executive, Department of Prime Minister and Cabinet

Sid Miller

Chief Customer Officer, ACC

Sina Wendt-Moore

Chief Executive, Leadership NZ & Leadership NZ Alumnus

Berlinda Chin

Director, Office of Ethnic Affairs

Dr Lee Mathias

Director

Kaye-Maree Dunn

Director, Make Everything Achievable; Permaculturalist, Facilitator, Poet, Motivational Speaker & Leadership NZ Alumnus

Murray Hickman

Artistic Director & General Manager, Strike Percussion & Leadership NZ Alumnus

Christian Penny

Director, Toi Whakaari & Leadership NZ Alumnus

The Rt Hon Jim Bolger

Former Prime Minister; Former Ambassador to The United States; Chancellor, University of Waikato

October: Fearless and Shameless Leadership – Onetangi Community Hall, Waiheke Island

Understanding fear and shame and how these inhibit our leadership, effectiveness and creativity in enacting our purpose in the world. Rosie Walford

Innovator for Creative and Ethical Leadership

Frank Olsson

Omnifarium doctus, Honorary Swedish Consul

Courtney Sina Meredith

Writer, Arts Manager, Poet & Playwright

Guy Ryan

CEO, Inspiring Stories

Steve Hollins

Living Theatre

November: Closing Retreat – Drawing the Threads, Waitakere Estate, Waiatarua, West Auckland

Visions for New Zealand - group visions and visions from the speakers; what that means for New Zealand Leadership; gathering the learnings and the journey ahead. Lana West

Head of People, Customer Fulfilment Services and People & Communications, BNZ

Ranja Patel

Founder & Director, Nirvana Health Group

Craig McIvor

Chief Executive Officer, Telfer Young Ltd

Jo Brosnahan

Founder, Leadership NZ

Rod Oram

Journalist, Sunday Star-Times; Broadcaster

Leadership NZ Events 2015 FEBRUARY 19

Mihi Whakatau: Matt Prichard, National Managing Partner, Strategy and Markets, KPMG MC: Eddy Royal, Founder, Curative & Leadership NZ Alumnus Speakers: Ross Buckley, Chairman, KPMG; Michelle van Gaalen, CEO, Pinnacle Life & Leadership NZ Alumnus; Peter Garnett, Chair, Leadership NZ; Lisa Paraku, Leadership NZ 2015; Sina Wendt-Moore, CEO, Leadership NZ & Leadership NZ Alumnus; Louise Marra, Programme Director, Leadership NZ

JULY 1

Mihi Whakatau: Rewi Spraggon, Leadership NZ Alumnus MC: Eddy Dever & Chris Parker Mentors: Marcus Powell, CEO, Crescendo Trust; Olivia Taouma, Founder/

Programme Launch KPMG, Viaduct Harbour, Auckland

Dinner with a Difference: Fearless Leadership Leadership Week Dinner Sir Paul Reeves Building, AUT University, Auckland

AUGUST 28

The Sir Paul Reeves Memorial Lecture Rt. Hon. Helen Clark The Promise and Challenge of 2015 Sir Paul Reeves Building, AUT University, Auckland

NOVEMBER 21

2015 Graduation Event Q Theatre, Auckland

Director, The Lima Dance Theatre Company; Murray Hickman, Artistic Director/ General Manager, Strike Percussion & Leadership NZ Alumnus; Selina Tusitala Marsh, Senior Lecturer, University of Auckland & Leadership NZ Alumnus; Mark Scott, Improv Bandits; Anna Jackson, Lecturer, Colab; Eddy Royal, Co-Founder, Curative & Leadership NZ Alumnus; Jade Tang-Taylor, Co-Founder, Curative & Leadership NZ 2015; Jess & Jason Holdaway, Co-Founders, Frank Stationery

Mihi Whakatau: George Riley, Leadership NZ Trustee & Alumnus MC: Jim Mora, Radio NZ Host Speakers: Rt. Hon. Helen Clark, Administrator, UNDP; Peter Garnett, Chair,

Leadership NZ; Rob Allen, Acting Vice Chancellor, AUT University; Sina Wendt-Moore, CEO Leadership NZ & Leadership NZ Alumnus

Welcome: Mihi Whakatau: George Riley, Leadership NZ Trustee & Alumnus MC: Elizabeth McNaughton, Leadership NZ Alumnus Speakers: Ross Buckley, Chairman, KPMG; Morehu Wilson and Nikki Burns, Graduand Representatives

YEARBOOK 2015

PROGRAMME DIRECTOR CONTRIBUTION Louise Marra

Conscious leadership – an inner and outer journey Let’s face it. Leadership is difficult. Largely because if we are honest, we find it hard enough to lead ourselves and know ourselves, without even beginning to lead others. Leadership is an artful dance, it is not separate from the human journey, it is a journey I believe that demands our full humanness in all its extraordinary and murky elements. I find, in being both a practitioner and a teacher of leadership, that many have idealised this journey and made it different than a human journey, like a mantle or cloak you put on yourself, rather than what you open to and take off yourself. It is important we see this difference, as otherwise leadership becomes another persona or mask we put on, rather than the journey being a challenging and fulfilling one to our wholeness and full humanity. It is also important because we are not going to change the world, to transform anything with this approach and with this energy. We keep talking of transformation, of society transformation, of changing outcomes, as if it is all “out there.” It isn’t. It is also in ourselves. We can’t keep projecting out the need to change society and refuse to change ourselves. The energy and the mana in which we bring into the issues we work with are just as important as the tasks we take out. Too often leadership becomes slogans and layers to put on ourselves. Too often it is still the ego in disguise, trying to look good, be good, striving for perfection. Being authentic is not the same as being perfect, it is about deepening, ripening and staying in the learner archetype – with ourselves, others and life and the way it meets us each day.

www.leadershipnz.co.nz

One of the biggest transformations society could experience is if every parent and every person and every child has the cultivation of their deepest wisdom, essence and love (or something akin to this) to add to this world as their main goal in their life. Then they bring their deepest, most grounded and highest self to their work they can in any given moment, and more than that they bring their true essence which represents their purpose, gifts and strengths to this world. This sounds all a bit esoteric or easy to say and I know it is a very difficult path. We are not machines and we can’t hunt down our wisdom, it is a relationship that needs to deepen over time, and that needs to see us expand every day to include aspects of us that we project onto others, projects, organisations or the world. Leadership for a better world or social innovation is aiming to tackle wicked problems or societal change in a completely different manner. To do this, it has to be fuelled by a completely different energy that determines our actions, which means our energy as individuals needs to be different. Modelling the change we want to see, being the change we want to see in the world as Gandhi put it, is a wonderful aspiration, and one we are still to realise as a global community facing global crisis. We are all indigenous to this planet, we all have a role to each other and to our home (this planet) to bring our wisest and authentic beingness to the actions we take. And the world needs this to

transform. Social innovation also requires that we don’t assume our brain is the only wisdom on any topic, it requires that we demand everyone’s wisdom to learn and grow together. It is not about solving, it is about experimenting, inquiring, learning. We are whole yes, but really we are whole together, we all have our own gifts that our prime responsibility is to bring them to the world. I don’t have yours, which is why I need you and you and you. And you need me. And leaders really need to be able to be minstrels of creating wise and deep containers for others to bring their full gifts and wisdom and this is truly an art. So let’s think about what our goal is for ourselves for our leadership, what is our deepest wisdom and love, how do we contact it, cultivate it and grow our ability to come from it? For this type of leadership, we need new capacities. It includes working with our not knowing and our own way of being, holding a curiosity for what future could emerge. In the Leadership NZ Programme we work with some of these new capacities, building on and deepening the great skills people bring with them. It is a Programme aimed at transformation, of the self, organisations and society. It is leading edge in the work it is trying to do with diversity and leadership and withholding both the inner and outer elements of leadership. At Leadership NZ, the starting point is that leadership is inherently about wisdom and love.

8 6

2015 LEADERSHIP NZ 1. Kotahi Syndicate. 2. Back row: Nigel Kapa, Astrid Andersen, Julia Hartshorne, Marianne Scott. Front row: Jade Tang-Taylor, Traci Houpapa, Lauder Erasmus. 3. Julie Pye, Sarvesh Datt, Jackie Curry-Malolo.

4. Lisa Paraku, Ainsleigh Cribb-Su’a, Traci Houpapa, Jackie Curry-Malolo, Julia Hartshorne, Wyndi Tagi, Jenni Heka. 5. David Udy. 6. Nicola Campbell, Louise Marra. 7. Sarvesh Datt, Nikki Burns, Joanne Walker, Adam Bevins, Chris Farrelly, Wyndi Tagi. 8. James Hassall, Nikki Burns. 9. Alan Williams, Ainsleigh Cribb-Su’a, Tamsin Evans. 10. On the Kohewhata Marae. 11. Stephen Harris. 12. The 2015 cohort at Kohewhata Marae.

12 YEARBOOK 2015

2015 LEADERSHIP NZ 13. The 2015 cohort at Pacific Business Trust. 14. Adam Bevins, Quentin McCarthy. 15. Astrid Andersen, Pamela Bell, Mark Wilkshire, Jackie Curry-Malolo, Lisa Paraku. 16. Jackie Curry-Malolo, Andrea McLeod, Ainsleigh Cribb-Su’a, Wyndi Tagi, Jean Kibblewhite. 17. The 2015 cohort at Caccia Birch House, Palmerston North. 18. Alan Williams.

19. Jade Tang-Taylor. 20. Ryan Crawford, Sir Tipene O’Regan. 21. The 2015 cohort at The Heritage, Hanmer Springs. 22. Julie Pye, Jane Liu. 23. Sir Tipene O’Regan. 24. Annette Bartlett. 25. Claire Richardson, Marianne Scott, Alan Williams, Joanne Walker, Jane Liu, Astrid Andersen. 26. The 2015 cohort in Christchurch. 27. Pamela Bell, Jenni Heka. 28. Grant Palmer, Dave Norman.

36 35

2015 LEADERSHIP NZ 29. Ryan Crawford and the group. 30. Andrea McLeod, Ryan Crawford, Sarvesh Datt, Lauder Erasmus. 31. Philip Patston with the group.

32. Elizabeth McNaughton, Sina Wendt-Moore. 33. Morehu Wilson, Berlinda Chin, Dr Lee Mathias, Kaye-Maree Dunn, Sina Wendt-Moore. 34. Rt. Hon. Jim Bolger, Claire Richardson, Sina Wendt-Moore. 35. The 2015 cohort at Toi Whakaari. 36. Claire Richardson and Wendy Tagi. 37. The 2015 cohort at Strike Percussion. 38. Jenni Heka, David Udy, Sina Wendt-Moore. 39. Lauder Erasmus, Andrea McLeod, Mark Wilkshire.

www.leadershipnz.co.nz

Graduand Biographies From the Class of 2015

BACKGROUND: I have worked in the area of public infrastructure management for over 24 years for the Rangitikei District Council, Opus International Consultants and currently Downer Ltd. My roles have covered technical and project management roles across various civil engineering projects, however specialising in the area of infrastructure asset management. From 2008, I have held leadership roles across multi-disciplinary teams on strategic projects and in 2012-13 was involved in a national task force looking at road maintenance practices across New Zealand. In 2013, I finished both a Masters in Engineering and an MBA and see myself as a life-long learner.

Adam Bevins National Lead – Asset Management Downer Ltd

REFLECTION: Leadership NZ’s Programme is an experimental (prototyping) learning approach. Leadership NZ has given me a richer and fuller picture of what it is to be a New Zealander and the challenges and opportunities we have to make our country have a better future for all. My world view of who is benefiting in society and, in particular, my efforts and more importantly who is not has been challenged. I have been honoured not only by the high quality facilitator provided by Leadership NZ in Louise to take us on this 10-month journey, the fantastic speakers but also my fellow cohort members that have made this a most memorable year. The ‘diversity by design’ by Leadership NZ in the 2015 cohort allowed me to come across people from across a broad spectrum of roles and world views which I would never normally have the opportunity to meet, with many being different than my own…which was GREAT! This year has provided me new tools and skills to navigate life, to take a step back, and see the world from other perspectives. Looking back over the year I have seen subtle changes in my way to engage and lead through first listening and understanding ‘their’ perspective rather than projection of my own views. I have enjoyed the Programme, people, spaces and time created by Leadership NZ. I have been honoured to be part of this experience. SKILLS OFFERED: Governance; strategic planning; change management. LOCATION: Whanganui

Dr Ainsleigh Cribb-Su’a Clinical Team Manager, Clinical Psychologist & Director – Mental Health Division Counties Manukau Health

BACKGROUND: Ko Ngati Maniapoto te iwi. I have been a practicing Clinical Psychologist for more than ten years, having worked mainly in South Auckland within a kaupapa Maori context. I have undertaken leadership roles within Child and Adolescent Mental Health (CAMHS) both in clinical and operational capacities. Currently, I am employed with Counties Manukau Health as a Clinical Manager. As a recent recipient of a Vodafone NZ Foundation research grant, I have extended my skills in undertaking research focusing on Maori youth success in South Auckland. I hold Academic Fellowships with both The University of Canterbury and AUT University. I have lectured in the Professional Psychology programmes of both The University of Auckland and AUT and continue to provide both academic and clinical supervision. I consult to multiple mental health and whanau health initiatives, programmes and organisations, and am beginning to undertake opportunities in leadership within governance. REFLECTION: I was given the enviable opportunity to participate in the Leadership NZ 2015 Programme thanks to the inaugural Counties Manukau Health Diversity and Inclusion Scholarship. The Leadership NZ Programme has provided me with experiences and connections that I would never otherwise have had access too. The Programme has enabled me to develop relationships with leaders from a wide breadth of industries and sectors. Delving into areas of significance to NZ society, outside of my own sector, has opened my eyes to critical issues that impact upon my sector (health), but more importantly our people and our country. The opportunity to genuinely foster relationships with others who have a passion for our communities and people has been most valuable and heartening. Hearing from Maori leaders (particularly wahine) throughout the motu has been pertinent to my personal development through the Programme, but also in terms of sharpening the image of the Vision for Aotearoa. This Programme has both challenged and inspired me immensely #fearlessleadership. Feel the fear and do it anyway. Whaia te iti kahurangi, ki te tuohu koe me he maungateitei! SKILLS OFFERED: Academic research; governance; operational and people management; clinical supervision; consultation. CURRENT COMMUNITY INVOLVEMENT: All aspects of my career and research pursuits are community focussed. I am a mother of four very busy Maori /Samoan tamariki. They keep me extremely busy with their various academic, sporting, cultural and personal pursuits. I am the Chair of the Clinical Advisory Board for SPARX - an online therapeutic computer programme that helps youth with depression. My husband and I also participate in various ministries in our church, including community and social service activities. LOCATION: South Auckland

BACKGROUND: My working career has focussed on the leadership of the finance, treasury and IT teams within New Zealand corporates. I’ve loved the challenges presented within a range of diverse industries from the primary sector to financial services. Since 2013 I’ve had the privilege of working with a new set of complex challenges at World Vision NZ where our whole focus is towards making a difference in the lives of the world’s poorest and most vulnerable children and communities.

Alan Williams GM Finance & Operations World Vision New Zealand

REFLECTION: I came into this year with Leadership NZ not really knowing quite what to expect. I thought perhaps I would learn some new skills and find a better understanding of some of the issues facing New Zealand. What I have found is a great broadening of my views and a privileged glimpse of some of the amazing and inspiring people that are leading our nation from both seats of power and humble homes. I have been challenged at every turn, not only about my response to issues but more importantly challenged to find my place – where is my real passion? Where can I, should I lead? The year has provided skills as well, but surprisingly these have been not so much around ‘how to lead’: instead I’ve found deep skills around ‘how to listen’, presence, resilience and an understanding of just who I am. I am more than ever convinced that we have an amazing nation here in Aotearoa New Zealand. To me, our great challenge will be how we find a path to walk together to the future that holds equity high, harnesses the diversity of all our people, in the creation of a just society. SKILLS OFFERED: Strategy and planning; finance; governance; mentoring. CURRENT COMMUNITY INVOLVEMENT: I am engaged in a governance issues for Greenpeace NZ and have a number of mentoring relationships. LOCATION: Auckland

YEARBOOK 2015

Graduand Biographies From the Class of 2015

Andrea McLeod General Manager Enliven Presbyterian Support Northern

BACKGROUND: My professional career has been in the health sector commencing as a student nurse then as a Registered Nurse with a focus on community and gerontology nursing. I then moved into management roles within Private Hospitals, District Health Boards including Charge Nurse and Service Management in a range of area’s including Women’s Health, Laboratory Services and Older Peoples Health. For the past nine years I have worked for NGO’s in the home and community health sector, most recently as General Manager. I have completed a Post Graduate Diploma in Health Management and am very involved in the leadership for the sector including chairing the review of the Home and Community Support Service Standards, development and review of qualifications and service delivery models and board membership of the Home and Community Health Association for over eight years. REFLECTION: I am incredibly grateful to Presbyterian Support Northern for supporting and encouraging my application for

the Leadership NZ Programme and providing me the space to engage in all the Programme has to offer. The Programme has challenged me in ways I had not anticipated; it created an environment to have some incredibly challenging discussions with myself as well as debates amongst the group and with presenters. The range and calibre of the speakers and experiences throughout the Programme have been exceptional. We have met and heard personal perspectives on leadership, events and situations that made an impact for them and changed the way they practiced leadership, even if they might not be approaches I would subscribe to, they provided learning. An absolute highlight for me is the group of people who are the cohort of 2015; they are diverse but incredibly open, trusting, nurturing and willing to share their life and leadership experiences. Has it been a life changing event? Despite initial scepticism on hearing this repeated time and time again from previous alumni, I have to say yes. Not some huge change with fireworks and grand epiphanies but a gentle change opening and challenging my thinking, exploring diversity, recognising the importance of self-reflection and understanding yourself and the how this adds to your leadership. SKILLS OFFERED: Relationship management; people development; coaching; process improvement; strategic planning. CURRENT COMMUNITY INVOLVEMENT: Chair, Home and Community Health Association. LOCATION: Auckland

Angela Parquist Customer Delivery Manager Waikato District Council

BACKGROUND: I am very proud of my fifteen-year career within the insurance industry; of the discipline and work ethic it has taught me and the opportunities that it presented. My current role with Waikato District Council sees me privileged to lead an amazing team of customer service professionals across six libraries, a contact centre and two council offices – combining my commitments to great leadership, customer experience and communities. I grew up with sand between my toes in a little place called Otamarakau; demonstrated teenage angst in a fabulous fashion that Te Puke and Whangarei will never forget; found love and became a mother in Auckland; left NZ with my husband and daughter to chase the gold mining dream in Western Australia; spent two magnificent years in Tasmania before returning to Aotearoa in 2012 - with two children and a deep desire to reconnect with community, with place and with people. Ngaruawahia is our new home. REFLECTION: Leadership NZ has allowed me space and a place to explore the fabric of our society on an authentic level. The enriching value that this Programme offers can be attributed to the values it nurtures, the meaningful contribution by the Leadership NZ team and the committed participants I have grown to love and admire. The care and attention that is given to the facilitation of each session leaves you with reason to reflect in a purposeful and sustainable way that I have valued immensely. I have been left inspired by recognised and courageous leaders; through rich conversation and by having my world view challenged. This year sees me with a new belief that I can contribute to positive and meaningful change across communities and society. This year is not something that I will reflect on as participation in a Programme but instead the setting of a foundation that will sustain me for a life in leadership. SKILLS OFFERED: People development; community engagement; leadership development; facilitation; process improvement. CURRENT COMMUNITY INVOLVEMENT: Community engagement through district wide library initiatives; Local Welfare Manager and Alternate Regional Welfare Manager within Waikato Civil Defence and Emergency Management. LOCATION: Ngaruawahia, Waikato

BACKGROUND: My career spans more than 30 years in event management, fundraising, marketing, communications, brand management, business planning, change management and strategy development. I have worked in a variety of fields from agriculture to sport, from music to horticulture, from community development to environmental promotion, from health to tourism, from gourmet food to construction. The depth and breadth of my experience has given me a strong understanding of a variety of business practices. As CEO of Architectural Designers New Zealand (ADNZ) my role is to provide strategic leadership and expertise to the organisation ensuring ADNZ is resilient, financially sound and providing exemplary service to members and stakeholders.

Astrid Andersen Chief Executive Officer Architectural Designers NZ Inc

REFLECTION: Leadership NZ has challenged me, inspired me, energised and excited me. I am far more aware of where and how I direct my energy, and the impact this has on others. I have reevaluated my world view and questioned my core values. Life changing stuff! I have met some extraordinary people – not only those who gave of their time to speak to us, but those on the Programme with me who have shared such incredible insight, their personal journeys and their wit. I know that that my Leadership NZ experience has had a positive impact on my life and I am looking forward to contributing more effectively to my community as a result. SKILLS OFFERED: Strategic development; governance; change management; fundraising; marketing. CURRENT COMMUNITY INVOLVEMENT: Having “inherited” three children, I have been limited in my free time. But 2016 brings an end to the tyranny of business. LOCATION: Christchurch

www.leadershipnz.co.nz

BACKGROUND: Having lived and worked internationally, in the film industry and then the international NGO sector, I returned home to New Zealand in 2008. As a result of my secondment into the Auckland Transition Agency in 2010, I had a front row seat at the biggest amalgamation of local government in Australasia. I could see huge potential to contribute to the emerging opportunities for our city and address the challenges faced by many in our communities. Now working for Auckland Council alongside the Chief Operating Officer, and previously as the chief advisor to the Deputy Mayor, I am privileged to be part of the direction setting and service delivery that affects Aucklanders, now and into the future. I am grasping that responsibility with both hands, doing what it takes to make a difference and lead change.

Claire Richardson Executive Officer Auckland Council

REFLECTION: My Leadership NZ journey has been full of unexpected twists and turns. It has rewarded and challenged me and catalysed a more personal exploration of who I am as a leader than I expected. My views of identity, self, community, power, innovation, possibility, leadership and contribution have all been confronted and disrupted. As a result, I have grown in courage and capability. To be brave is to risk failure and Leadership NZ has taught me the real meaning of how failure is not only ok but fundamental to success. I now understand the strengths I have and need to harness to be part of Aotearoa’s response to opportunities and issues like climate change, building a bicultural nation as the foundation of our multi-cultural society, global conflict, rapid technological innovation and increasing social and economic inequality. I am incredibly grateful for the exposure and insights this year has provided; the extraordinary New Zealand leaders I have heard, met, talked with and learnt from. I am also deeply grateful for my Leadership NZ whanau. The gift of spending a year with a group of diverse, talented leaders all willing to be human and honest in the face of challenge has reminded me to always look beyond the surface of the people I am in relationship with; family, community and colleagues. Thank you to a group of strangers who have become a life-long network of friends. This year has been a year like no other and has changed me for the better. SKILLS OFFERED: Future thinker who can inspire others; strategic direction setting – can sort through the clutter to the most effective path; leader developer – spots and grows people’s talents; relationship builder – operates with integrity and empathy. CURRENT COMMUNITY INVOLVEMENT: I have made a commitment throughout my life to contribute to the communities I live and work in. I have been involved with various community organisations such as the Red Cross, Community Prophets and this year I am walking the Auckland half marathon, raising money for the Mental Health Foundation. LOCATION: Auckland

BACKGROUND: I have worked in the telecommunications sector for 30 years in a career that has spanned engineering and sales as well as operations and client service leadership roles. In my current role, I head up a team delivering outsourced IT services to enterprise clients. I was educated at University of Auckland where I graduated with an honours degree in Electrical Engineering. I am married to Jan and have two beautiful boys aged 14 and 9 who help keep things in perspective. Sailing is my passion and I love living in Auckland as it enables me to spend time on the water with my family.

Dave Norman Head of Operations Spark Digital

REFLECTION: I feel truly privileged to be a participant in the Leadership NZ journey. It is providing me the opportunity to pause and reflect on what it means to be a leader in a uniquely New Zealand context. Prior to attending the Programme, I had a very naïve understanding of some of the history and context of the issues that we face. The sessions are thought-provoking and have challenged my assumptions and views on the issues we face in New Zealand society. A real highlight of the Programme is the chance to hear stories and perspectives from some truly inspirational guest speakers making a difference in our community. The fact that you undertake this journey with a remarkable group of diverse but passionate individuals from Corporate, Government and Not For Profit sectors provides a richness and colour that I have not experienced in other leadership development programmes. I have learned so much already and am looking forward to the next steps in my leadership journey. SKILLS OFFERED: Change management; sales; facilitation; coaching; relationship management. CURRENT COMMUNITY INVOLVEMENT: Local sporting and school organisations. LOCATION: Auckland

BACKGROUND: A significant majority, though not all, of my working life, has been as a public servant. I believe that New Zealand needs an effective and efficient public service given our size and place in the world. I’ve held a variety of leadership roles at Inland Revenue over the last wee while. Working in large public sector organisations provides many opportunities to make a difference, in my most recent role I take pride from turning around our Collections’ business, from can’t do anything different (August 2011) to achieving year on year double digit percentage increases in the amount of outstanding tax and returns collected; and significantly increasing staff engagement at the same time. The investment in our people has provided benefits far beyond what we, the Collections Leadership Team, imagined as we began our journey just four years ago.

David Udy Group Manager Collections Inland Revenue

REFLECTION: The Leadership NZ Programme stretches and shapes you in ways that I find difficult to put into words. Feedback from my peers is that I’m more centred, become even more ‘thoughtful’, reframe often and well and more likely to seek to understand before directing conversation than when I started out on the Programme. I’ve found the Programme uniquely New Zealand, traversing the big critical issues facing the country through a lens of diversity and lived rather than espoused values. The Leadership NZ team has been outstanding, with facilitator Louise pushing our learning edges with just the right amount of challenge, positioning of alternatives in which to view the paradigms that we develop for ourselves and gentle humor to make points stick. It has been a privilege to be involved in this Programme, to gain exposure to incredible wisdom shared by inspirational leaders from all around the country and to explore their thinking within the extraordinary Leadership NZ 2015 cohort. The Programme has provided me with the opportunity to gain new connections that have assisted me in determining where I should focus my future efforts which stem out of a strong desire to explore how I could go about giving back to New Zealand more than I do. A bonus was sharing my knowledge and experience with others on the Programme. SKILLS OFFERED: Change management; coaching; governance; strategic planning; leadership development; process improvement. CURRENT COMMUNITY INVOLVEMENT: Supporter of Wellington City Mission, Karori Sanctuary Trust (Zealandia) and Life Flight Trust. LOCATION: Wellington YEARBOOK 2015

Graduand Biographies From the Class of 2015

BACKGROUND: I was raised and shaped in the amazing Nelson / Marlborough regions; I refer to them as my playground where I enjoyed a family upbringing influenced by the great outdoors, growing up with sand, beaches, lakes, sounds and wilderness. I enjoy trout fishing, spearfishing, skiing, tramping, sailing and sea fishing. I met my lovely wife Michelle in New Zealand’s premier wine country. My career has been diverse, having been involved in the NZ Fire Service, Department of Labour, NZ Employment Service, Ministry of Social Development and the New Zealand Defence Force. All of these organisations have involved my passion for helping people. My raison d’etre is ‘service to others’. I am proud to be a New Zealander.

Grant Palmer Army 2020 Strategic Programme Co-ordinator NZ Army, HQ NZ Defence Force

REFLECTION: I felt privileged to be nominated by NZ Army to participate in the 2015 Leadership NZ Programme. I was drawn to Leadership NZ as our values in NZDF are strongly aligned. What an amazing group of people on the Programme. I love the camaraderie of our cohort, I have learnt so much from our shared experiences. The Programme offers such an enriching mix of interactions, diverse topics, speakers and locations which allow us to learn and grow from. One of the key things I have learnt is that conversations are the greatest tool to allow us to explore, understand, and grow and resolve issues as leaders, and that our journey is about threading the fabric of NZ Society to make a difference for good in NZ. In the same way we do in the NZDF, we are a force for NZ, a force for good. SKILLS OFFERED: Complex problem solving; strategic planning; facilitation; leadership; relationship management; event planning; marketing. CURRENT COMMUNITY INVOLVEMENT: Youth leadership development; mentoringl Dive club - Clean Oceans; DPMC Fernleaf; RSA support; Pink Ribbon support. LOCATION: Wellington

Jackie Curry-Malolo Business Consultant, Pacific Business Trust; Tutor/Director, Business Spacific

BACKGROUND: Talofa lava, I was born in Auckland, raised in Samoa and have spent my life in between the two countries and cultures. In my early career I gained experience and passion for working with Pacific communities. Then in Samoa I managed various family businesses, worked in marketing roles, the tourism industry and as an Educator for the National University. I returned to New Zealand to pursue my Postgraduate studies in Business and delivered a Small Business Management programme for Pacific Business Trust & Te Wananga o Aotearoa. For the last 5 years, I have been running my own business, Business Spacific which delivers business & financial literacy programmes and advising small businesses. Recently, I returned to Pacific Business Trust as a Business Consultant. I am passionate about working within Pacific communities to improve economic prosperity through developing entrepreneurship & improving financial literacy within the community. REFLECTION: Leadership NZ has enabled me to step outside of the chaos of life every month and have the opportunity to reflect on my purpose in life and how I can contribute to the “bigger picture” in New Zealand society. This Programme has changed my life, as well as challenging my thinking about myself and others and my perspective on so many relevant issues. There is no better way to learn about an area/region and the particular issues they are facing than to physically be there and hear from the local leaders. This Programme has provided that opportunity to BE THERE in different locations around New Zealand. The calibre of speakers has been outstanding and we have had the privilege of them sharing some of their personal stories, which have shaped them into the leaders they are today. The speakers who most resonated with me were Pat Snedden, Traci Houpapa and Mavis Mullins; absolutely inspirational people who have challenged the norms and influenced change. Our facilitators, Louise and Nicola, and the leadership tools they have shared have had a profound impact on my leadership and personal development. Finally, I have been blessed to get to know intimately a group of passionate, awesome people who are all committed to work towards a better New Zealand future together. SKILLS OFFERED: Coaching; mentoring; training; facilitation; marketing; community engagement. CURRENT COMMUNITY INVOLVEMENT: Executive Member, Samoa Business Network; Founder/ Facilitator of Poto Money Financial Education Program. LOCATION: Auckland

BACKGROUND: I was born in Malaysia, and migrated to New Zealand when I was two years old so I’m what you would call a ‘Chiwi’. In all honesty, I’ve had a relatively linear (yet exciting and progressive) creative background; an undergrad in Graphic Design, worked in the Web Design/Digital industry and then studied a Master of Arts Management; where the focus of my research was around Creative & Social Entrepreneurship. This led me to co-founding a creative social enterprise; Curative - a boutique agency that works on projects that help make the world a little bit better.

Jade Tang-Taylor Co-founder and Director Curative

REFLECTION: My Leadership NZ journey has been a deeply regenerative and incredibly humbling one. I’ve had to overcome the preconceived traditional definitions of what it means to be a leader and find my own voice and style of Leadership. I’ve also learnt the importance of how your worldview is shaped and the significance in a name, who you are and where you come from. I’ve had to step up and into new positions, challenging situations which I would usually find daunting and rather uncomfortable. I’ve also connected with some sectors I would never usually have the opportunity to encounter, share with and learn from. It has been a year of rollercoaster rides with internal & external provocations… I’ve really appreciated the tasters of the overarching issues NZ is facing, which have given me a much broader understanding of what NZ is now, what it has been in the past, and what we may need to do now and in the future to move forward together. I look forward to utilising my skills and background to delve into some of these issues further, collaborate with our Leadership NZ 2015 cohort and connect across Leadership NZ alumni years to create some positive social change for Aotearoa… Now, the only challenge is to find the common vision ;) SKILLS OFFERED: Design; digital strategy; marketing/communication; creative/art direction; social media. CURRENT COMMUNITY INVOLVEMENT: Inspiring Stories, Festival for the Future community; CreativeMornings community; Design Assembly friends; Designers Institute of NZ member; Design for Social Innovation network; AsiaNZ Leadership network; NZ Asian Leaders network. LOCATION: Auckland

www.leadershipnz.co.nz

BACKGROUND: My career in law followed time in banking and teaching English in Japan. I have worked in two large national law firms primarily in the areas of litigation, resource management and local government. After being seconded to the Auckland Transition Agency to help set up the Auckland “Super City”, I decided being on the inside of local government was where I wanted to be. When my current role became available, I jumped at the opportunity to continue my involvement in shaping Auckland. I haven’t been disappointed and have worked at the heart of many recent big issues facing Auckland.

James Hassall Manager, Litigation & Regulatory Auckland Council

REFLECTION: Having the opportunity through the Leadership NZ Programme to hear from and interact with many different leaders from across New Zealand has left me incredibly heartened with the state of leadership in our country. We are in very good hands! The leaders have been inspiring and challenging at many different levels. One of the consistently strong messages delivered in different ways is that leaders need to find and hold to their own purpose; they need to know why they get up in the morning. My personal journey is to find my purpose. While I love my work and the organisation I work for, Leadership NZ has opened my eyes to broader possibilities for my purpose. The range of topics we have covered, the readings, the speakers and the exercises presented have been outstanding: thought-provoking, confronting, intriguing and many other adjectives. They have left me feeling like a child in a candy shop wanting to rush and sample as much as possible. It has also made settling on a purpose difficult. I suspect doing so will be a work in progress and that I will need some time to revisit and digest what I have learned on this amazing Leadership NZ journey. SKILLS OFFERED: Legal; risk management; public speaking; governance; strategic planning. CURRENT COMMUNITY INVOLVEMENT: Alternate Group Welfare Manager for Auckland Civil Defence. LOCATION: Central Auckland

BACKGROUND: I grew up in Shanghai and immigrated to New Zealand in early 2000. I was truly overwhelmed by the stunning landscape of the country, the unique culture, true entrepreneurship, and most of all, the amazingly down-to-earth attitude of the people. Throughout my time in New Zealand, I have been working with New Zealand Trade & Enterprise, the nation’s international business development agency. The agency’s mission to make NZ a better place and help businesses grow bigger, better, faster in the international stage truly resonates with me. I have been working with NZ companies over the years to help them develop knowledge, build connections and grow sustainable business in China.

Jane Liu Market Manager – Greater China Region NZTE

REFLECTION: The Leadership NZ Programme has provided me an unbelievable opportunity to meet prominent New Zealand leaders and subject experts who generously shared with us their invaluable knowledge and insights. It enables me to have a comprehensive understanding of the culture, the society and the current issues facing New Zealand which have continuously challenged me on how an individual is able to utilise one’s contribution to influence others in a positive way. The Programme broadened my horizons and in many ways has inspired and stretched me. One thing important that came out for me was it made me step out of my preconceptions and self-judgment, to have deep reflection on who I am as a person, what my true purpose and contribution to the wider New Zealand society can be. Other valuable learnings for me were the improved effectiveness and increased self-confidence. It has been a privilege to be a member of the Leadership NZ group this year. I am confident that the experience and relationships developed during this year will make a positive influence on my leadership growth in the future. SKILLS OFFERED: Event planning; project management; marketing. LOCATION: Auckland

Jenni Heka Facility Manager, Te Oro, Auckland Council; Independent Producer, Hekama Creative Productions Limited

BACKGROUND: After spending the last 20 years working in the arts, in January I took up the position of Manager of Te Oro - Glen Innes Music and Arts Centre. Prior to taking up this role, I was the Producer for Massive Company and produced independent Pacific and Maori work with my own company Hekama Creative Productions Ltd. I have worked in film, television, theatre, festivals and museums in New Zealand and overseas. I founded and coordinated the Banana Boat Writers Group – a Maori and Pacific Island writers’ initiative. This group grew out of my work with Playmarket for who I worked for five years, as the Maori, Pasifika and Asian advisor. My recent credits include Rough, Raw & Ready, Matariki Festival 2012, Goodbye My Feleni 2012, Going West Festival 2014, Massive Company’s The Brave tour, My Bed My Universe and Wellington & USA tour of The Brave for 2015. REFLECTION: When the opportunity to join the Leadership NZ Programme presented itself, I was at a crossroads. The opportunity at Te Oro had presented itself and I was of two minds in taking this up. This was an important turning point for me. Not only did I take up the set-up of Te Oro but I was accepted by Leadership NZ. The Programme has been an incredible and important journey for me personally and professionally. It has allowed me to have the time and the space to explore and better understand myself as an individual, as a manager and a leader; to understand my leadership style, values and how this influences and benefits those around me; to reflect on my values and dig deeper into the issues that impact New Zealand and the world. The diversity and quality of the speakers has been a phenomenal way to tap into a wealth of knowledge and experience. Mavis Mullins, Tracey Houpapa and Christian Penny were the speakers who had the most impact for me. I was reminded about my passion and why I started to work in the arts and challenged the way I tackle obstacles, collaborate with my team and other creatives as well as celebrate all the wins. I have been honoured to work alongside and get to know the incredible cohort of 2015. This Programme has given me a set of tools, experiences and an understanding of self and the confidence to be a more effective leader for my organisation, community and family and for that am incredibly grateful. Kia Manuina. SKILLS OFFERED: Event planning; facilitation; governance; project management; sales; strategic planning; youth leadership development; mentoring; community engagement; people development; coaching. CURRENT COMMUNITY INVOLVEMENT: I am directing reading of E Ono Tama’I Pato by Maureen Fepulea’i for White Ribbon Month in November. I recently joined the Tamaki Pasifika Womens Network and continue to serve on the trust for Banana Boat Trust. LOCATION: Glen Innes, Central Auckland YEARBOOK 2015

Graduand Biographies From the Class of 2015

Joanne Walker Flight Service Manager Air New Zealand

BACKGROUND: I am an experienced leader with an extensive background in customer service gained in hospitality and travel. This has led to leadership roles with responsibility for up to 50 staff and budgets of up to $6 million for major hotel chains and smaller boutique lodges. Currently, I am responsible in leading a team of Flight Attendants and well as teams on board the aircraft for Air NZ. This has involved improving productivity through effective management of crew’s wellbeing and revenue/cost management, assisting in creating a world class airline through zero complaints and zero harm, business administration excellence and communication, visible leadership and driving a team culture that surpasses all others. In addition I have led and implemented a number of key projects for Cabin Crew, working collaboratively with key stakeholders and our union partners establishing standards and innovative approaches towards the way in which we deliver a world-class service experience for our customers. REFLECTION: Initially, my interest and excitement for the Leadership NZ Programme was really focused around how I could step up and in what areas I could best contribute towards supporting the local communities within New Zealand. While the Programme has assisted me in exploring that further the personal growth and development that has been untapped has proved life changing. My thoughts have become more useful and my confidence much deeper. The Programme has really supported decisions in my everyday work life and by defining my values my world, in every aspect has become much clearer. I have learnt that by allowing failure we invite growth and innovation, that we need humility to keep learning and that it’s wrong to be right too soon. To sleep on it and allow me to dream, opens up a whole new view of the world. Most of all I have come to understand it doesn’t matter what I expect from life but rather what life expects from me. Life ultimately means me taking responsibility to find the right answer to its problems and to fulfil the tasks it has set me. SKILLS OFFERED: Change management; leadership/people development; project management; process/continuous improvement; customer service excellence. CURRENT COMMUNITY INVOLVEMENT: This is an area I am still exploring as the Air New Zealand Cabin Crew team have very much been my primary focus and ‘community’ to date. I am actively looking for a couple of key areas to focus my time of which I will willing give in 2016 to help develop and support our Auckland community. LOCATION: Auckland and Greater Auckland areas BACKGROUND: My working career has largely been in the transport sector predominately with Ports of Auckland (POAL). I have held a number of frontline leadership roles and senior operational and business unit responsibilities, until recently undertaking the new role of Senior Manager Operational Change and Employment Relations. From 2007 I held the position of Manager Stevedoring where we embarked on a significant amount of operational change within that business unit, focusing on people, culture, performance and operational improvement with huge success, along with other changes that were made within the organisation where POAL is now one of the highest performing ports in the region.

Jonathan Hulme Senior Manager Operational Change and Employee Relations Ports of Auckland

REFLECTION: To be part of the Leadership NZ Programme this year has been a fantastic experience for me personally and while at times it’s been nothing short of a roller coaster ride where there have been moments I’ve had full clarity on leadership and the challenges facing NZ and then there have been other moments where I needed more clarity. One thing’s for sure; the Programme has challenged my thinking as well as my views on leadership and the issues facing our fantastic country. Of real value to me have been the learnings around self-reflection; these have improved my effectiveness in the many leadership roles I have from home, work and into the community. The Programme has been challenging for everyone at various stages along the way and I know my core beliefs and values have changed as a result of some of those challenges, conversations and experiences. I feel confident that I am now equipped with a new set of tools and experiences to continue my leadership development into the next phase. It’s given me the inspiration and clarity I needed to help and encourage others to get involved, contribute and make a difference. The Leadership NZ participants of 2015 have been able to share rich experiences and learnings that have enabled us all to grow and develop throughout the year, giving us all a wider perspective of leadership and what it means at all levels along with the challenges and issues facing New Zealand and how they can be tackled. SKILLS OFFERED: Change management; employment/industrial relations; operations planning; operations management; performance management; leading change. CURRENT COMMUNITY INVOLVEMENT: Coach, junior cricket; board member, Auckland University Cricket. LOCATION: Auckland

BACKGROUND: Educated at Queen Victoria Maori Girls Boarding School, my Mum would say, “Be a Leader not a sheep”. These words echoed throughout my life. At 16, with mild Cerebral Palsy, I completed an American Field Service (AFS) Exchange. This formed the blueprint of my life. My AFS experience now comes to new life. As a Registered Social Worker in the Disability sector, I see young people with disabilities do not get this life-enhancing opportunity. Born from my passion to ensure that young disabled people have the same opportunities as their peers, I established our Trust, Achieve 2B - an inspiring intercultural exchange programme for young people with disabilities. A privilege, challenge and reward I embrace. I am blessed with the love of a beautiful Mum and an encouraging husband.

Julia Hartshorne Founder, Achieve 2B Whangarei

REFLECTION: Leadership NZ is a transformative journey, capturing the essence of ‘What is Leadership?’ I did not see myself as a leader nor did I set out to be one. A passion has encouraged the desire to learn, obtain and use skills to enable me to get a job done and do it well. Leadership NZ is an outstanding example of ‘culture’. A culture is based on authenticity, respect, whanaungatanga, multiculturalism, warmth, caring and nurturing yet professionalism. I used to think that leadership was in a box, but now I appreciate its holism. The connection between the head, heart, soul and an awareness of the connection between the social, economic, political and cultural. Continuously living, breathing, forming and then reforming. The Programme helps me to take an honest look at myself. It constantly reminds me of the importance of self-care in order to serve. I appreciate the diversity of our cohort. This enhances our ability to serve the diverse communities we belong to. I have felt humbled sitting at the feet of New Zealand’s esteemed leaders. Their experiences helps to broaden our thinking. Leadership NZ is an inside / outside journey. An inside journey of self-discovery, identity and definition. An outside journey of understanding the NZ and global contexts we live in. This ultimately embodying my own personal allegiances to the Servant Model of Leadership. SKILLS OFFERED: Facilitation; organisational development; project management; community engagement. CURRENT COMMUNITY INVOLVEMENT: Founder, Achieve 2B Trust; Children’s Liturgy Coordinator, Ruakaka Catholic community. LOCATION: Northland, Whangarei

www.leadershipnz.co.nz

BACKGROUND: I have worked for ACC for 20 years where I am currently the South Island Business Manager. I love what I do. ACC is a great place to work, full of opportunities and awesome people to work with. I am passionate about our people, watching them grow and develop to be the very best that they can be. I am a born and bred South Islander, and a one-eyed Cantabrian.

Julie Pye South Island Business Manager, ACC

REFLECTION: “You have to be fearless and take chances. Don’t live life fearing what comes next. That’s not what living is about.” The Leadership journey has been one of personal reflection and growth, broadening and challenging the status quo. It has been with an open mind and an open heart that I began the Leadership pathway in February along with my fellow participants - a group of diverse, fantastic and talented individuals, all exploring, growing and learning together. The unique approach taken by Louise, the Leadership NZ Programme Director, allows you the time to reflect, discover and grow while introducing you to the many diversities, challenges and opportunities. It is up to us as individuals to be fearless and tackle these head on. The Programme also gives you permission to be you. Leadership NZ has been careful in its approach exposing you to an assortment of world views and stimulating you with inspirational speakers. It has been fun, motivating, challenging and thought-provoking. I have loved the journey and very much enjoyed the friendships. I will miss our retreats. The Leadership NZ pathway has been a rich experience for me. I feel privileged to be part of the Class of 2015. SKILLS OFFERED: Coaching; leadership; people development. LOCATION: Canterbury

BACKGROUND: I have a background in local and central government, youth and community development and a passion for not for profit leadership having worked in the community and not for profit sector for over 20 years. Many years ago I completed an honours degree in Cultural Anthropology and more recently a Post Graduate Diploma in Social Practice. I am very honoured to be part of a team at Women’s Health Action that continues the necessary legacy of promoting and protecting women’s and consumers health rights in Aotearoa. I live in Central Auckland with my wonderful wife Annalise. REFLECTION: The Leadership NZ Programme is nothing like what I expected and it is so much more than I could have

Julie Radford-Poupard Director Women’s Health Action Trust

anticipated. I believe it will take time to fully appreciate and integrate the learnings and benefits of this amazing experience. The opportunity to be involved over a year has meant that I have made friendships and connections that will last my lifetime and which have already enriched my life. My experience of Leadership NZ has played out in four parts; firstly enhanced self-refection, I have come to understand that great leadership demands a profound relationship with oneself and Leadership NZ introduces you to the tools and practice to nurture this self-reflection. The second, learning from mistakes, it was surprising to me that my considerable learnings have not come from what I have done well in leading organisations but rather in the mistakes I have made. In these learnings lie opportunities for change, identifying skill gaps and for doing it differently in the future. The third gift is a reconnection with my passion, deepening and acting on what I am passionate about, understanding where and with whom I get energy and having insight into what really matters. Finally, the community, the opportunity to be a part of a fabulous leadership collective, where I constantly learn, find inspiration, relish in challenge and have lots of fun. I feel like I have extended my family. It’s a wonderful, challenging, upsetting, stretching and life-changing opportunity, I highly recommend it! SKILLS OFFERED: Strategic development; mentoring and leadership development; facilitation; community engagement; governance. CURRENT COMMUNITY INVOLVEMENT: Interim co-chair Auckland Council Rainbow Communities Advisory Panel; co-lead Auckland Not for Profit leadership development network; member National Council of Women. LOCATION: Central Auckland

BACKGROUND: I graduated from Auckland University and joined KPMG in 2003 where I worked both in New Zealand and in Belgium. In 2009 I moved to the UK and worked for a privately owned power utilities group and then a listed telecommunications company where I was responsible for a team delivering internal and external financial reporting. Having left the UK in February 2012 and travelled for 6 months throughout Asia and America, I returned to New Zealand to work for KPMG. I am a Director focussing on working with privately owned NZ businesses. Arriving back in NZ it became very clear the opportunities our country offers us and this has been my inspiration to working with NZ business owners to achieve their goals.

Lauder Erasmus Director KPMG

REFLECTION: The Leadership NZ Programme has been a rewarding experience, giving me a deeper understanding of the big issues impacting New Zealand. I have personally grown, reassessing my values, learning to appreciate different perspectives, re-evaluating my opinions and understanding the meaning of true collaboration. I have been privileged to listen to a range of inspirational speakers who have shared their vision for New Zealand’s future and challenged my thinking. The Leadership NZ 2015 cohort are a diverse group who all have a strong desire to see New Zealand and its people prosper. The Programme has given me a valuable set of tools, experiences and friends to help grow my personal leadership style. SKILLS OFFERED: Financial; governance; commercial; project management; mentoring; strategic planning and relationship management. CURRENT COMMUNITY INVOLVEMENT: I enjoy regular inter-club tennis and with the benefit of my time in the UK I have returned to playing regular football with a social 11 a side soccer team. LOCATION: Central Auckland

YEARBOOK 2015

Graduand Biographies From the Class of 2015

BACKGROUND: I hail from Ngati Tamatera within the mighty Hauraki. My dad’s side is represented in names Paraku, Rapana and Harrison. My mum’s in McIlroy, Wall and Hennessy. My husband’s surname is Swallow. My boys are Harrison and Hennessy. I have a great whanau. I was born and bred in Tokoroa a farming and forestry town, further shaped in Christchurch and travel in Asia, UK, Europe and have settled in Wellington. My working life has been spent in Service Management across hospitality, tertiary education and currently information communications technology – connecting in a digital nation. I am fascinated by people, their stories and how we can achieve outcomes together.

Lisa Paraku Head of Solution Aggregation Spark Digital

REFLECTION: According to my peers I have become braver, more able to shine my own light where needed, more able to accept a compliment with grace. I am so proud of that feedback. To be fair, I have also had the comment… “it’s because of that blimming Leadership NZ,” where my ‘standing up’ has perhaps not been convenient LOL. I am clear on what I stand for and I know that there is work to do. As a result of Leadership NZ, I feel more equipped to serve. We, the 2015 whanau, have been given the most precious gift, the gift of connection. Connections with amazing people, doing amazing things for our country, our people and beyond. The resulting gift must now be, to have the courage to pay it forward. We have seen, heard and shared so many critical issues facing Aotearoa - our land, our people, our heritage, our future. There is an excitement that is growing in me, there is a realisation that it is possible, that I... yes me, a girl from Tokoroa, can connect with others and together we can bring about change – at the very least, open a conversation! Nga mihi, must go out to our Leadership NZ Leadership whanau who have led the way so beautifully; my Programme whanau - you guys rock, I have so much love for you all; and all of those alumnus and leaders who take the time to guide us on this incredible journey. Ehara taku toa i te toa takitahi, engari he toa takitini. Tena ra koutou katoa. SKILLS OFFERED: Change management; organisational development; relationship management; people development; process involvement; project management; public speaking. CURRENT COMMUNITY INVOLVEMENT: Board member, Waiomu Trust; board member, Kumitau Trust; member, Hauraki Collective; Sands Wellington-Hutt Valley Committee; international student family host; netball, boxing and touch rugby. LOCATION: Wellington

Marianne Scott Master Planner, Strategic Planning Counties Manukau Health

BACKGROUND: The public health sector has been a constant throughout my professional life journey. This has taken me from early years as a community pharmacist in Wellington, through to clinical hospital pharmacy and a range of quality and service development projects. Travel provided me with the opportunity to meet and learn from a diverse range of people who encouraged and supported me to pursue different work experiences that spanned New Zealand, Australia and the United Kingdom. I joined the Counties Manukau District Health Board in 1998 and through a variety of roles have the privilege of working with extraordinary people committed to the health and wellbeing of our local population. I have found my passion for facilitating change and collaboration across traditional boundaries of service, discipline and experience. Since 2012, I have focused on developing a collaborative approach to strategic planning in a way that everyone can participate in and better see how they can contribute to positive health system transformation in their daily work. REFLECTION: Leadership NZ has tested, challenged and affirmed where I can make a meaningful contribution to the

well-being of the diverse and vibrant communities that call New Zealand home. Leadership NZ has a unique and engaging way of grounding the big issues for our country. Louise facilitated our sessions with a conversational style that enabled authentic reflection, space and safety to think, dream and debate our world view. I experienced a number of aha moments of self-awareness, making my unconscious behaviours more visible to me with a better understanding of how critical this is in shaping my leadership style. I am both challenged and encouraged that this is a lifelong journey of discovery and to make deliberate choices about how and where to grow my capabilities. The fearless leadership theme for our year was exemplified in the challenging topics, inspiring and relatable speakers. Both the speakers and my Leadership NZ whanau, role modelled what it means to be human; that courage often means both risk and opportunity to grow and inspire others to take action. I was frequently confronted by the personal stories of life experience in New Zealand that were so different to my own. I have always been grateful for my life, now even more so and with a clear drive to give back, share of my life skills and collaborate with others to contribute to a positive future for New Zealand. We cannot achieve this alone and I am excited to be part of a diverse network of people that have a shared commitment to New Zealand’s future. SKILLS OFFERED: Facilitation; strategic planning; change management; process improvement; relationship management; people development. CURRENT COMMUNITY INVOLVEMENT: In my work at Counties Manukau Health I continue to encourage community engagement in our thinking, planning and service development. LOCATION: South Auckland

www.leadershipnz.co.nz

BACKGROUND: An experienced leader in banking, with more than 20 years working in the banking and finance sector. Gained a broad base of experience working as a Management Consultant with KPMG, before working in funds management, then with two of the major Australian banks during the roller-coaster period that included the ups and downs of a property cycles, followed by the Global Financial Crisis. Currently enjoying the opportunity to apply all of that experience at our very own home grown Kiwibank with responsibility for creating customer propositions and management of our product portfolios. In addition, I have oversight of our life insurance company that is a rapidly growing part of the Kiwibank financial services group.

Mark Wilshire General Manager, Customer and Product Kiwibank; CEO, Kiwi Insurance Ltd

REFLECTION: It has been a real privilege to become a member of the Leadership NZ fellowship. We have shared our experiences in leadership and life in general, with a level of honesty and depth that has been a unique learning experience. Working in small group triads, syndicates and as a complete year group we have been taken through a comprehensive peer learning approach. On reflection, one of the most significant benefits has been the method of learning from each other and creating a trusted environment. We have had a line-up of seasoned leaders come in and offer the gift of their insights and perspectives. Many of these leaders have come before or know that Leadership NZ is a safe place where they can open up and share their incredible personal journeys. Sir Bob Harvey was one of the first and after his address to us it was clear this was going to be a Programme that was unlike any other. From spending time on the Ngapuhi Marae to the old legislative council chambers in Parliament we have covered a lot of ground, on topics that are important to our nation and with a diverse range of people. We have challenged each other and ourselves, with a theme of fearless leadership and while the year is coming to a close and we have been equipped with new tools and techniques, it does feel like we have just started a process of change rather than finished. SKILLS OFFERED: Change management; marketing; financial; leadership development. CURRENT COMMUNITY INVOLVEMENT: Primarily through family, sporting and school connections. LOCATION: Wellington

BACKGROUND: I was born in Auckland, raised in Otara and spent many holidays in a sleepy coastal village called Kaiaua. I received my secondary education at St. Stephen’s College, Bombay, before working as a Clerk for the Otahuhu Justice Department in 1982. I then landed a role as a firefighter in 1983. I have enjoyed many part-time employment positions during my time as a fire fighter. I married my teenage sweetheart at 19 years of age and we have this year celebrated our 31 years of unity. We have two awesome sons who we appreciate and love. Both our parents are the source of our family unity and they each continue to play important roles in our lives. We are very much a part of a wider family grouping with which we share many precious moments and events.

Morehu Anthony Wilson Crew Chief Auckland International Airport

REFLECTION: The Leadership NZ Programme has exposed me to a melting pot of diversity, experiences, challenges, self-awareness, broader understanding and acceptance. The courage displayed by many of our cohort within the Programme has resurrected my faith in humanity and impressed upon me the power of humility and compassion. What has become very apparent to me is the value in appreciating each other; the time we invest in each other, the time to communicate, time to connect and to just be real. This is perhaps the most refreshing and sustainable value that I have observed throughout the year. I have enjoyed the opportunity to listen, assure, challenge, share and celebrate reflections. The outpouring of human connection and thoughtful countenance has been nurtured and nourished by the safe environment established by Louise, Sina, Annette and Judy. We have had some great fun, and in the immaculate sense, the conception of this Programme has helped to promote that. I look forward to a better NZ and challenge myself to think more provocatively within my own spheres of influence. The Leadership NZ cohort of 2015 will emerge from their year, a better, enriched and nourished group of fearless leaders who can take our country to the threshold of a new beginning and beyond. SKILLS OFFERED: Fundraising; governance; training; youth leadership development; mentoring; community engagement; people development. CURRENT COMMUNITY INVOLVEMENT: Marae Trustee; Iwi Historian; Iwi Treaty Negotiator; Kapa Haka; touch football coach. LOCATION: South Auckland

BACKGROUND: In 2007, I joined PGG Wrightson Seeds after many years travelling and working around the globe. With PGG Wrightson Seeds, my role allows me to be connected to and support rural New Zealand but also provides continued international involvement especially in South America and Australia. I am a qualified accountant but spend the bulk of my time leading business development initiatives across the business. I lead and influence a diverse group of people – bringing them together for collective benefit isn’t without its challenges but is immensely satisfying. It is important for me to have a sense of purpose and feel I am contributing to New Zealand. Coming home to Christchurch has been very rewarding – New Zealand is a great place for quality of life and to raise our children.

Nathan Marsh General Manager Commercial PGG Wrightson Seeds Ltd

REFLECTION: My experience of the Leadership NZ Programme has been wholly positive. Highlights are the quality and diversity of speakers and their willingness to engage deeply with the group to discuss and debate very personal and important subjects. Understanding their experiences and the events that have formed their chosen paths has been nothing short of inspiring. Different aspects of the Programme resonate differently for everyone involved. Two key aspects have resonated with me. Firstly, I have had a complete transformation in the understanding of what it means to be a New Zealander and various perspectives and views that are facing us as a nation. In understanding the diversity of NZ culture and the issues prevalent in our society has been refreshing, surprising, daunting all at the same time. It has provided me with a new perspective to consider both everyday situations in my life and the big issues facing us as a nation. Secondly, from a more personal level I am amazed at the extent that I have evaluated and questioned my values and how alignment to action is so very important. The Programme has made me into a more balanced leader with a greater appreciation and perspective on almost every issue and its relative importance. I can see myself changing almost daily as I move forward. The 2015 cohort and facilitators have made the Programme what it is – a fun, challenging and transformational journey. Most highly recommended. SKILLS OFFERED: Financial; governance; strategic planning; risk management. LOCATION: Christchurch

YEARBOOK 2015

Graduand Biographies From the Class of 2015

BACKGROUND: I am a proud father of three beautiful girls who are my life. Being a parent is the hardest journey in leadership, but also the most fulfilling. I have always been in leadership roles whether in sports, music or in my many and varied careers. In 2005, I was asked to teach a class of young people how to cook a simple meal as part of an Alternative Education programme. What I didn’t know at the time was that this would shape the next ten years of my life and career. Being able to witness the ‘aha’ moment in the faces of the 13-16-year-old young people from South Auckland and realising that I helped them learn something was life changing for me. It changed my focus and I started to understand the difference I could make.

Nigel Kapa Regional Manager Northern Ministry of Youth Development

REFLECTION: “He aha te mea nui o te ao What is the most important thing in the world? He tangata, he tangata, he tangata It is the people, it is the people, it is the people”

In the past year I have had amazing experiences, learnt new skills and had my world view challenged relentlessly by the Leadership NZ Programme, but the one greatest reflection I have about the year is the amazing ‘fearless’ leaders I have had the privilege to share the journey with. The diversity of our cohort, their willingness to share and grow together has been exceptional. SKILLS OFFERED: Strategic planning; governance; people development; youth leadership development; facilitation. CURRENT COMMUNITY INVOLVEMENT: I mentor a youth focused NGO and support the organisational development to improve outcomes for the young people who use their services. LOCATION: Auckland

BACKGROUND: Nga mihi nui kia koutou katoa. Born and raised in Christchurch and now living in Southland I find my heart resides in both places. Married for 23 years to Andrew with three awesome teens I find my work life productive, invigorating and full of heart all at the same time – I count myself blessed. After working and training in the Health Sector, parenting our children, fostering and caregiving to young children and older teens, I now find myself a Trustee of a Charitable Trust. The Trust is becoming a ‘Hothouse hub for community development’. My external world and the wonderful people I get to interact with, reflect my internal world values of ‘he tangata, he tangata, he tangata’.

Nikki Burns Trustee Poppycock Trust

REFLECTION: This has been a ‘white water rafting’ year as a multitude of speakers, readings, opinions and compelling insights both external and internal have positioned me into new outlooks and experiences. I have been very grateful for the 2015 cohort’s collective underpinning of aroha during the year. We have been fortunate to have had a cohort who has added real breadth and depth to each other to take back to our various sectors, leadership roles, whanau and communities. I desired to do the Leadership NZ Programme for the hope it would be holistic, challenging and engaging. It has been all of that and more. I have experienced leaders from all walks of life who have shown me a generosity of spirit as I journeyed a private path in a public forum and became a clearer leader and better person for it. This now leads me to listen more carefully around the issues affecting Aotearoa and how I can best serve those around me. Arohanui to the Leadership NZ team and my cohort. SKILLS OFFERED: Facilitation - people and projects; community connection; ideas; innovation; governance supports. CURRENT COMMUNITY INVOLVEMENT: Innov8 Invercargill forum; C3 Church Leadership; Community ‘Lay Counselling’ role. LOCATION: Invercargill

Pamela Bell CEO PrefabNZ

BACKGROUND: My path has led through architecture (MArch), Olympic-level sport (Winter Olympics Japan 1998), enterprise development (Fruition Apparel Ltd and NZ Snowboard Academy Ltd), governance (Snow Sports NZ), social entrepreneurship (PrefabNZ Inc) and business management. Three recent experiences have formed the hub of my interest in innovative construction, and these are located at the exciting intersection where design meets business. My ‘Kiwi Prefab’ Master of Architecture thesis was turned into a book and exhibition ‘Kiwi Prefab: Cottage to Cutting Edge’ at Puke Ariki museum in New Plymouth over the summer of 2012-13. At the same time, PrefabNZ was set up as a design and construction industry association to inform, educate and catalyse the prebuilt sector. Since 2010, PrefabNZ has grown to represent a diverse range of designers, engineers, manufacturers, builders and researchers. The driving force is to create better delivery of buildings to more people at higher quality in the most cost-effective way. REFLECTION: The 2015 Leadership NZ cohort are an amazingly diverse and talented group of people. There is as much to learn from each other as there is from the intelligent and provocative guest speakers. The reading list provides a valid doorway to explore and prepare on a wide range of carefully curated issues. It is a great privilege to be part of this group, to progress on the lifetime journey of self-knowledge, and to be open to learning more about NZ Inc. - this vibrant country that we are all so lucky to live in. I strongly believe that the accessibility of well-designed affordable housing is at the heart of many of the challenges that New Zealand society faces today and into the future. I look forward to exchanging ideas and cementing action towards better housing provision in Aotearoa. SKILLS OFFERED: Governance; strategy; events; innovation; advocacy. CURRENT COMMUNITY INVOLVEMENT: I am a Trustee at the Mt Victoria Community Centre. LOCATION: Wellington

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BACKGROUND: I have spent the past 13 years in the IT and Finance sectors. During this time, I have worked with small to large organisations on delivering exceptional value to clients, colleagues and to myself. By utilising new technologies, collaborative approaches and a desire to be proud of the work I do, I have succeeded throughout my career and personal life. Previous to this, I worked in most industries in a wide array of roles in South Africa and New Zealand. This has taught me a great appreciation for my colleagues and clients as well as finding fulfillment in whatever activity I devote my time to. In my current role, I have more responsibility for staff than ever before as well as more responsibility to add value to the company I work for/ alongside. Our success is intrinsically tied together and that drives me to evolve and succeed.

Ryan Crawford APAC Settlements Manager FNZ Ltd

REFLECTION: I didn’t have any expectations coming into this Programme at the start of the year; I had a recommendation from my mentor as I was looking at completing an MBA; however, he recommended I review this Programme first. Boy, am I glad I was accepted. From experiencing the historic, current and future challenges of New Zealand to listening to the sounds of the forest in the deep south, I have experienced so much in our retreats. I have grown stronger and deeper, I prototype now, am more aware and present than ever before. I have a deeper awareness of those around me and find my life overall, more fulfilled. I especially appreciate the opportunity to really get inside New Zealand, as an immigrant, I’ve only glossed over some of the issues we’re covered. Since being on the Programme, I’ve had opportunities to truly experience the forces that have shaped this country I call home, paradise. I’ve also found deeper and more meaningful connections in my engagements with my partner, family and friends. The ever-changing paradigms are now opportunities to grow and learn where previously these would make me retreat to former versions of myself. I am truly blessed and appreciative of the amazing experiences I have had the opportunity to be a part of throughout this year, an experienced truly enriched by my fellows on the Programme and the inspirational course facilitators and leaders. Namaste. SKILLS OFFERED: Career development; risk management; budget management; social responsibility; mentoring; user acceptance testing; local & international settlement of traded investments; sales extraordinaire; social media interaction; employee engagement; business analysis; governance; procurement & licensing; recruitment; cash management; project management; strategy implementation; process documentation; musician; brewer; artist. CURRENT COMMUNITY INVOLVEMENT: Lyall Bay Surfing Community; FNZ volunteer facilitation; Wellington Soup Kitchen LOCATION: Wellington

BACKGROUND: I grew up in Fiji and immigrated to New Zealand in 2002. I have found NZ to be a safe haven for my family and me where my skills and capabilities have been truly recognised. I have had the opportunity to work in both the private and public sector organization. The best part of my career has been in the accident insurance business in a number of customer-facing, relationship management and operational leadership roles. I am passionate and take great pride in the responsibilities of my current role – opportunity to develop a diverse team and leading a large business unit through a period of change. I have a Bachelor’s Degree in Business and a Master’s Degree in Business Administration. My recreational hobbies are trail biking with my two boys, long distance running and ocean swimming.

Sarvesh Datt Manager, Auckland Branch ACC

REFLECTION: The Leadership NZ Programme has been a journey of self-discovery. It has taken me on a very personal journey to better understand myself as an individual and has taken me to the edge of my comfort zone. It has given me a set of valuable tools to enable me to confidently move forward to the next phase of personal growth and equip me to be able to contribute effectively to my workplace and society. I have found real value in a number of underlying themes of the Programme and the deeper meaning of empathy and diversity. I have enjoyed listening to and questioning some of New Zealand’s well-renowned leaders as well as hearing the inspiring stories of their leadership journeys. The Programme has completely challenged my perception of leadership and I believe myself and those around me are benefitting from it daily. The Leadership NZ Programme has greatly influenced the direction of my life. It has encouraged me to challenge my perceptions about people and the world, to expand the horizons. The Programme has helped me to find my true purpose and to live life to the fullest. The Programme has provided insight and conversation on leadership and societal issues that have broadened my world view. This experience has inspired and energised me as a leader, both at work and in the wider community. I feel privileged to have had an opportunity to experience all that Leadership NZ offers, and would like to thank all the people who help make this Programme such a success. SKILLS OFFERED: Change management; relationship management; coaching; project management. LOCATION: Central Auckland

BACKGROUND: In 1984 I shelved a promising start as a newspaper reporter to go to Auckland and Victoria Universities, which in turn took me to Harvard. Freelance journalism funded my studies and afterwards I re-entered its mainstream, working as a reporter for newspapers and radio in Germany and New Zealand; then in 2001 I joined MFAT as a mid-career recruit. In the meantime I have worked in trade policy, had three fascinating years as Deputy Ambassador in Germany – and wrote a book while there about the night time air battle above that country during WW2. After returning to New Zealand in 2009, I worked in Middle East and African affairs, helping to map ‘exit with honour’ for our troops in Afghanistan. Since late 2011, I have headed our diplomatic network in 18 countries of South and South East Asia, regions of foment and great potential.

Stephen Harris Divisional Manager, South/ South East Asia Ministry of Foreign Affairs and Trade

REFLECTION: Henry David Thoreau exhorted readers to “dwell as near as possible to the channel in which your life flows,” and in that spirit I am using this year to reset my compass. Studying with inspiring individuals in the US 25 years ago taught me that finding solutions is up to me. The Leadership NZ Programme has pushed me to ‘get on with it’. It has sharpened our awareness of some of the complexity of social, economic and environmental challenges facing New Zealand and what my contribution might be to addressing them. I have valued immensely the rich company of other Programme participants along this journey. Because we’re drawn in roughly equal thirds from the private sector, NGOs and the public service, our perspectives, motives and ambitions are in constant, productive agitation; we leave our ‘day jobs’ at the door and quarry in honesty and mutual trust down to our personal essence and our collective potential. The unreserved support we have all experienced from each other has been a gift of both delicate poignancy and power. The result has been transformative in sensitising me to feel the finest wind shifts as well as the tidal changes in myself, and to help me grow in confidence to explore the implications. SKILLS OFFERED: Story-telling; change management; achieving synthesis from diversity; negotiation; governance domestic and international. CURRENT COMMUNITY INVOLVEMENT: All Saints’ Anglican Church, Evans Bay Yacht and Motor Boat Club. LOCATION: Wellington

YEARBOOK 2015

Graduand Biographies From the Class of 2015

Tamsin Evans Deputy Chief Executive & Group Manager Community Services Kapiti Coast District Council

BACKGROUND: Since emigrating from the UK in 1996 I have worked in a wide range of local government and corporate functions, from delivering major infrastructure projects, to key strategic and policy initiatives and organisational change projects, to front line and core services. I have been operating in second or third-tier roles for thirteen years. Relationship and stakeholder management are my strongest skills. I enjoy working with elected representatives, colleagues, central government, agency partners and the community. Strong, effective, collaborative relationships are a fundamental aspect of effective government and something I work hard to achieve. For me, it is essential to respect and recognise the knowledge and experience of others. I have chosen to work in local government because I want to work for my community. I believe it is important the services and facilities a community uses and benefits from every day are delivered to the highest possible standard. REFLECTION: If I measure 2015 by the knowledge I have gained as we traversed the issues facing us as a nation and as people, as we absorbed the different perspectives brought to our discussions and as we acquired new skills and tools, I would describe the Programme as a success. I am beginning to understand what I can do as a leader to make a meaningful difference in New Zealand. My self-awareness and awareness of others is deeper and more multi-faceted than ever before. That can only improve my leadership as I observe my own actions critically and apply my new skills and tools. I thought I knew myself pretty well and I was right, up to a point. Now my eyes are open more widely to my own potential and to what I can do to help others see and realise their possible futures. Our cohort formed into a strong, close group with an ease and speed that surprised me but which I can see is a testament to the structure and delivery of the Programme. The facilitation has been excellent and is a critical ingredient. The year has been challenging and intensive. In every session, I have enjoyed something I didn’t expect to like, learned something I didn’t know and done something that pushed me sometimes far outside my professional and personal worlds. In 2016, the challenge will be to make the learning real and active every day and delivering benefits to more people than just myself. CURRENT COMMUNITY INVOLVEMENT: Member of the 85 strong Kapiti Chorale, rehearsing weekly for three concerts throughout the year. LOCATION: Kapiti/Wellington

BACKGROUND: I was born and have lived in Auckland for my entire life. I married my amazing wife in 2007 and have two beautiful daughters. I went to the University of Auckland and graduated with a Bachelor of Commerce and Graduate Diploma of Commerce. I started my career at one of the ‘big four’ accounting firms and qualified as Chartered Accountant whilst working for them. Since then I’ve had the opportunity to work in a number of financial and commercial roles through various NZ companies. I’ve been with Auckland Airport for the last four years and have had four different roles with them during this time. I’m lucky to be part of a vibrant team who challenge me and inspire me to be the best I can be.

Vivek Rajendran Manager, Commercial Performance – Aeronautical Operations Auckland Airport

REFLECTION: Leadership NZ has been an amazing journey and I feel privileged to be sharing this opportunity with such a wonderful group of leaders. It’s been inspiring being able to have exposure to the incredible wisdom shared by members of the Leadership NZ 2015 cohort as well as inspirational leaders from around New Zealand. Whilst this has been a powerful inward journey of self-discovery, which has helped me to deepen and clarify my world view, this process has also helped to widen my perspective on a diverse range of critical topics relevant to New Zealand. Leadership NZ has helped me to realise the impact and difference that I have the potential to make on the communities around me. Thank you Leadership NZ and the 2015 cohort for your friendship and for making this year brilliant. SKILLS OFFERED: Commercial management; relationship management; finance; process improvement; strategic planning. LOCATION: South Auckland

BACKGROUND: Previous to starting WE Accounting, my 15 years of experience within banking and retail have given me a strong foundation in customer service, sales, marketing, banking and finance. It was during these years I realised my passion for helping people to achieve their financial goals. Four years ago my husband and I decided we wanted to fulfill our passions, so started our own accounting business. Through our business, we’ve been able to help SME’s all over New Zealand to grow and realise their goals. I’ve also been able to play an active part in the community through the business associations and networks, sports clubs and school committees that I am part of. A particular interest of mine is helping young Maori and Pacific people to dare to dream big and work hard towards achieving them.

Wyndi Tagi Director / Business Manager WE Accounting & Business Services

REFLECTION: I started the year anxious about what was in store; the internal critic in me creating feelings of self-doubt, however being part of the Leadership NZ Programme this year came at just the right time for me. Fearless leadership; the theme for this year’s Leadership NZ Programme, quite a fitting theme given the many opportunities to practice being fearless throughout the year and with facing the fear increasing my confidence and an appetite to do it again! We have had a diverse and outstanding range of speakers this year, some challenging my thinking, some with stories that resonate with me and each producing pieces of gold that have stuck with me. I’ve appreciated their honesty, transparency and openness. To our facilitators and the Leadership NZ team, thank you for providing me the opportunity to be part of Leadership NZ this year. Thank you for broadening my world view, for challenging me, nourishing me and for opening my eyes to the broader issues impacting on New Zealand. To my fellow Leadership NZ cohort (the best year, so far) thank you for your deep conversation, for your acceptance of not only me, but of each other, for your friendships, for also helping me to grow as a person and as a leader. I look forward to my learnings from this year unfolding further in the years ahead. SKILLS OFFERED: Financial; mentoring; customer engagement; relationship management; sales; business growth. CURRENT COMMUNITY INVOLVEMENT: Treasurer, Ponsonby Rugby Junior Committee; executive committee member, Samoa Business Network; board member, Grey Lynn Business Association; committee member, St Peter’s College ‘Te Kura Teitei o Hato Petera’ Maori Community; manager, Ponsonby U13 Rugby team; mentor, Best Pacific Leadership Academy. LOCATION: Auckland

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CHIEF EXECUTIVE ARTICLE Sina Wendt-Moore

Pumanawa Kaiarahi o Aotearoa – The Guardians of Leadership in New Zealand The whole topic of superheroes and leadership was sparked for me when I went to research the meaning of our Maori name ‘Pumanawa Kaiarahi of Aotearoa’ (Leadership New Zealand). “With great power comes great responsibility” - Spiderman As a child I imagined I was a superhero with superpowers to do good for the world! If you were like me there were many battles of good against evil in your childhood. Thanks to Marvel Comics and Disney, we envisioned ourselves – the Guardians of the Galaxy - leading fearlessly, to make the world a better place! Every year, movies continue to be released about gangs of superheroes saving the world. These epic tales appeal to our humanity and hopefulness to conquer over forces that conspire to obliterate our planet.

– from Christopher Reeves’ “Superman” and Lynda Carter’s “Wonder Woman” – to the Avengers, the Fantastic Four, Guardians of the Galaxy – superteams of the 21st century. Given the complexity of the challenges we face as leaders today – it’s recognition that we can’t solve these wicked problems on our own – that a core strength and superpower of 21st century leadership is our ability to work with others to create and innovate – to find new solutions. “Govern yourselves with love, kindness and service to others” - Wonder Woman

Pu = source; Manawa = heart; Arahi = guide, leader, mentor, guardian; Kai = to do, to make.

At the heart of leadership is power – superheroes are leaders when they can harness and control their power for good. A big challenge of 21st century leadership then is how we learn to share power, to value and harness the individual superpowers we have, to share our powers for good with each other – to ultimately amplify the overall power (and impact) we have as a group. That is Pumanawa Kaiarahi o Aotearoa’s vision; it’s reason for being.

Pumanawa Kaiarahi of Aotearoa = the guardians of leadership, the heart of leadership in New Zealand.

“The most important weapon in your arsenal will be your ability to adapt” - Batman

I wondered about how, as “guardians of leadership” for Aotearoa, do we use our leadership superpowers to do good; the opportunity to galvanise and leverage the collective strength of all the leadership guardians to lead, shape and influence the world? How we define leadership has morphed from something that a single ‘hero’ does to being about people working together to harness their individual superpowers to have collective impact. We have seen this shift in the movies too

We bring leaders from across the diversity of New Zealand - we connect them about important issues, broaden their leadership

The whole topic of superheroes and leadership was sparked for me as I researched our Maori name ‘Pumanawa Kaiarahi of Aotearoa’. I asked some of our alumni to help me and they came up with several ways to distill the meaning.

“How we define leadership has morphed from something that a single ‘hero’ does to being about people working together”

mindset and challenge them to use their superpowers to make a difference – for themselves, their organisations, for the country and for the world. The superpowers imbued in the Leadership New Zealand Guardians of Leadership are: • Inclusive and respectful of diversity; • Self-aware; • Courage; • Generosity of spirit; • Resilient; • Act with integrity and humility; • Innovative; and, • Empower, enable others “When you decide not to be afraid, you will find friends in super unexpected places” - Ms Marvel We are blessed to connect with diverse superheroes from right across Aotearoa – from all sectors, industries, and communities. You will get insights from many of them in this Yearbook. As Guardians of Leadership in Aotearoa, we have the opportunity to collectively use our superpowers for good - superpowers enable ordinary people to do extraordinary things! I end with Phil O’Reilly’s challenge for us to take our fearless leadership superpowers to the world! He believes our integrity, our ability to connect and cross boundaries, to really talk with people is special – there is global understanding that these qualities, our culture and “the way we do things makes us powerful and impactful to others.” “I think a hero is anyone who is really intent on making this a better place for all people” - Maya Angelou YEARBOOK 2015

SPEAKER’S PERSPECTIVE Reg Birchfield

Phil O’Reilly on being fearlessly global “Know yourself if you want to be an effective leader.” That’s the advice of Phil O’Reilly, the 52-year-old leader who steps down next month (December) after 11 years as Business New Zealand’s Chief Executive. He talked to us about his time at the top of perhaps New Zealand’s most influential business advocacy group. He offers some thoughts on the importance of, and what constitutes good, fearless leadership. “Effective leaders are self-aware. They understand their personal strengths and weaknesses,” says Phil O’Reilly after pausing to reflect on what defines an effective leader. “It’s about knowing how to contribute by understanding those things about yourself. The alternative is to look and sound like a bit of a blowhard.” “Effective leaders have a sense of what’s valuable. It’s not just about them as the leader. It’s about who they’re working with. It’s about understanding what’s going on, trying to move forward and being constructive. It’s about engaging with people on every level.” The career steps along O’Reilly’s path to the top of BusinessNZ include industrial advocate for the Auckland Employers’ Association; Executive Director of the Newspaper Publishers’ Association and heading up Westpac Bank’s Employment Policy & Communication team in Sydney. He returned to New Zealand in 2004 to take up his current job. Phil is now also chair of the Board of the Business and Industry Advisory Committee to the OECD and a member of the governing body of the International Labour Organisation. The world has, O’Reilly concedes, changed dramatically while he’s been

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piloting BusinessNZ. Have the characteristics required to succeed as a leader changed in sync with this global transformation? “They certainly have in New Zealand,” he says. “And the biggest (change) is the need to have an increasing understanding of our place in the world. Becoming more globally engaged means you can’t now be (an effective) leader in New Zealand without a good understanding of our super-diversity and place in the world.” O’Reilly is now heavily involved in offshore leadership activities. He’s discovered what he calls “something about being a New Zealander” that other countries find interesting. “Specifically, the fact we’re not corrupt; that we’re able to talk with, rather than at, people; that we are engaging and, that we want to connect because we are essentially powerless,” he adds. “There is a growing global understanding of our culture and appreciation that the way in which we do things makes us both powerful and impactful to others. This realisation is the greatest change I’ve witnessed over the past decade.”

fearless leadership is about engaging people, drawing them forward from where they are and being fearless about doing that. It’s about being open with people, sharing your strengths and weaknesses and admitting that sometimes you don’t know exactly what lies ahead either. “Fearless leadership can be about making and taking tough decisions but, it’s also about making decisions such that others understand what you’re trying to do and why. It’s about engaging with people to take them to new places.” Since Leadership NZ was established, it has, says O’Reilly, made, and is still making, an important contribution to New Zealand’s leadership conversation and debate. “We must better understand what leadership looks like from a New Zealand perspective. Leadership NZ is helping us to understand just what and who we are, why we are as we are and, what are our limitations and possibilities,” he adds.

Leadership NZ has this year embraced the concept of fearless leadership. How does that concept square with O’Reilly’s observations of changing leadership dynamics and demands?

“Leadership NZ facilitates an authentic conversation around what New Zealand leadership is all about. If that conversation means people walk out (of its Programme) saying: ‘I’m a leader and I’m a leader in New Zealand and I feel confident about having conversations globally’, then it will have done an important job. That’s why I support it.”

“Fearless leadership does not mean being stupidly brave. I think it is a valuable and more positive concept,” he adds. “To me,

O’Reilly’s own leadership has, he says, evolved to keep pace with the changing world in which he operates. His job at

BusinessNZ has taught him the value of listening and of being positive and constructive in his dealing with virtually all the groups he’s worked with. “The more open and positive I’ve been with people, the more they come back for more leadership conversations. The approach seems to speak to the New Zealand psyche,” he adds. He’s used this approach with different governments and sector groups on any number issues. “I’ve learned that in the New Zealand context, engaging constructively is better than adopting a destructive and more confrontational style. The conversations can still be forthright and energetic but, using words that take people with along with you works for me.” Has Phil O’Reilly enjoyed his leadership ride at BusinessNZ? “Every day of it! I’ve met the most extraordinary people. And I’ve sat in the most extraordinary rooms. And when I started doing some of the global stuff, I never needed to apologise for being a New Zealander,” he says with the enthusiasm that hallmarks his demeanour. “If you’re elected to the position and in the room, then you have the right to be there and make a contribution to the discussion. People listen and ask for my opinion.” That said, O’Reilly’s imposing 6ft 6inches of lock forward physique make him a tad more difficult to ignore when he’s in a room, be it in Geneva, New York or anywhere else. O’Reilly is convinced that New Zealand is “one of the happiest, wealthiest, least corrupt, most efficient and easiest places in the world to do business. One of our greatest competitive advantages, and one that we hardly ever

talk about, is that we are one of the world’s least corrupt societies. We have a judiciary that works, an independent police force, a bureaucracy that functions properly, we have universal, easy and fast access to the law, an open media and political and regulatory transparency. We take all these things for granted but in fact, they are incredibly valuable to us in ways we don’t realise until we go overseas and encounter the ugliness of the alternatives.” New Zealand is, he says, well run and well lead but all the advantages that we take for granted are, to his mind, just table stakes. “Those things won’t make us as successful as we’d like, and indeed need to be. We must think more about how to resolve the complex issues that now confront us. We’re particularly prone to think that, for every complex problem there is bright shiny and simple solution. There isn’t.” Our problematic approach to tackling tough topics is, O’Reilly opines, probably a consequence of the reality that size does sometimes matter. “Because we’re small we lack things like sophisticated think tanks. We also have a dearth of public intellectuals and too few business leaders willing to articulate what’s really on their minds. I’d like to see us build and maintain sophisticated and complex conversations across a range of complex and critical issues.” “We need more capacity to think about things in a sophisticated fashion that is based on our culture, which understands and appreciates the value of contributions by others and which leads to testable conclusions.” How, then, does he propose developing and promoting stronger leaders and thinkers?

“Becoming more globally engaged means you can’t now be (an effective) leader in New Zealand without a good understanding of our super-diversity and place in the world.” – Phil O’Reilly

“By both identifying and training them,” he says. “Leadership NZ has an important role to play there. We’re not doing enough to professionalise this process. We’re getting better at it but, as a country we’re not good enough yet at identifying, grabbing, developing and collectively celebrating promising leaders and thinkers.” New Zealand must then expose its talented leaders and thinkers to the ways of the world, says O’Reilly. “It won’t be possible to be an effective leader in future without having a deep understanding of what’s happening globally.” Notwithstanding Phil O’Reilly’s reservations about some aspects of the state and status of New Zealand’s local and global leadership he is, he says, stepping down from his BusinessNZ leadership role in surprisingly good heart. “New Zealand businesses and leadership have improved remarkably in the past 10 years. Now we’re debating our relationship with China, how to tackle high-value manufacturing and the economic and social role of the internet community. Business is even involved in social impact issues such as child poverty. That’s an enormous step forward.” But thorny issues that will really test the quality of our leadership capability and, according to O’Reilly, need to be addressed include: • Understanding and determining what our future leadership strategies in the Pacific will be; • Showing greater support for and understanding of the importance and development of Maori business leadership and community; • More effectively embracing all aspects of diversity in business and all other aspects of the economy and society; and, • The need to think more deeply and creatively about the local and global importance of sustainability and to provide greater leadership around this issue. “These are critically important issues that New Zealand will need to show some real leadership skills to tackle and resolve.” Reg Birchfield writes on leadership, governance and management. Email: reg@rjmedia.co.nz

YEARBOOK 2015

PARTNER’S PERSPECTIVE ACC Judy Whiteman

Developing a unique partnership with every New Zealander ACC has been a partner of Leadership NZ since its inception. Debbie Barrott, Chief Talent Officer for ACC reflects on this partnership and the importance of leadership today in ACC. What is it that has led ACC to send 22 people on the Leadership NZ Programme and continue the partnership for over 10 years? To answer this, we need to rewind to 2004 for some Leadership NZ folklore! As Leadership NZ Founder Jo Brosnahan tells it, she went to meet then ACC CEO (Garry Wilson), planning to advise him that the first Programme (in 2005) may not start as she hadn’t found enough participants. On arrival Garry apparently asked (before Jo could say anything) when the Programme was starting as he had already nominated two ACC people. Jo felt she had no choice but to confirm the Programme was going ahead and headed off to make it happen! The rest is history. Debbie knows this story and has seen first-hand the benefits that come from being involved in the Programme. She recalls a colleague who was on the Programme and observed how they grew and developed; more open to being challenged and thinking from different perspectives. Since Debbie joined ACC in 1999, there have been some challenging times, many played out in the public domain. She says, “there has been a huge requirement to step into challenging situations and for ACC people to come together to solve problems. Stepping into these challenges requires fearless leadership – having the courage to question, challenge and debate; being curious about options; mobilising others to solve a problem; asking questions to allow issues to bubble up.” “Our leadership challenges are not just about the issues of the day. It’s also about ensuring the sustainability of the ACC scheme into the future.” 30

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“Leadership is important for ACC to achieve its goals. It’s a key competency and includes being curious; seeing things from different perspectives; having challenging, constructive conversations; being open to debate. Leadership NZ is known for creating an environment to have such conversations.” Debbie has seen Programme participants becoming more open to debate and “being comfortable in the uncomfortable, embracing not having the answers to a situation or issue, but working through it.” Debbie believes the Programme helps increase curiosity, awareness and perspective. “The Programme structure - through its location, themes/topics and range of speakers - helps participants increase their knowledge and awareness to think from different perspectives.” She believes that it’s important for leaders to look inside themselves first before leading others. This is also a key part of the Programme. Sid Miller, Chief Customer Officer, has been sending his people on the Programme. He sees a change in a person’s growth and knows that leadership makes a real difference. “The proof is in the pudding.” Leadership is core to ACC in transforming the way they have a relationship with the New Zealand public

“Our leadership challenges are not just about the issues of the day, but to also ensure sustainability of the ACC scheme for the future.”

and how they design their services. Some of Sid’s people have moved into bigger roles at ACC after the Programme. Having ACC people on the Programme, whilst providing the opportunity to promote ACC, allows the participants to be exposed to different ways of thinking. This comes from the diversity that is the core of Leadership NZ; diversity across many aspects including sector, location, gender, age and ethnicity. Debbie values this diversity and encourages participants to embrace how this expands their thinking. When Debbie was asked why ACC remained a partner of Leadership NZ, she said it demonstrated an ongoing commitment to growing people. “ACC has ‘skin in the game’. Partnership is so much more than just sending someone on a course.” To be successful ACC needs incredibly strong partners. Over the last couple of years, ACC has thought about what they are here to do and have reviewed their vision and values. The essence of its new aspirational vision is to have a unique partnership with every New Zealander to reduce the incidence and impact of injury. This sits well alongside the Leadership NZ vision of enriching New Zealand through active leadership in a connected community. Both organisations have community at the core of what they do. When Debbie describes the various challenges on ACC’s radar, it requires ongoing leadership that she describes requiring “courage, tenacity and perseverance.” Which is, when you think about it, probably what Jo Brosnahan displayed all those years ago when Leadership NZ and ACC began their partnership.

ALUMNI CONNECTIONS Kimberly Rees

Stephen Henry Leadership NZ Alumnus (2008) Stephen has always been professionally attracted to complexity, tackling difficulties and developing solutions. He attended the Leadership NZ Programme in 2008 while Group Manager, Customers, Strategy and Enterprises at the NZ Post Group. Stephen says that he chose the Leadership NZ Programme over others on offer, because he liked the idea that it was 2-3 days each month over a year so there was more time to immerse yourself into the learning. “The intellectual stimulation that Leadership NZ provides is amazing,” he says and admits that he relished the fact that the Programme tackles complex social issues within New Zealand. “Every month over a couple of days we learn about issues facing New Zealand, hear from top influential people on that topic and learn about their personal leadership journey and how they got to where they are now. We are given space and time to ask questions, have a real dialogue, reflect and learn at a much deeper level than you would get anywhere else,” Stephen says. When asked how his organisation benefited from his attendance at the Programme he immediately says, “It helped me do my job better!” He then adds, “We are a customer service focussed organisation. Leadership NZ gave me the insight into the breadth, depth and complexity of our customers and how to better serve them.” After being in the Programme for the year, Stephen undertook some volunteer work through the Leadership NZ SkillsBank (a service that matches the numerous

requests from not-for-profit organisations for pro bono support to the skills of Leadership NZ alumni to those requests) and helped Neighbourhood NZ with their sustainability planning while still in his full-time GM role at NZ Post. “Again,” Stephen says, “this gave me the chance to get to know real everyday people and to think about how our business can be better in that context.” In 2012 Stephen switched to the government sector and took up the role of Chief Operating Officer at the Ministry of Foreign Affairs and Trade (MFAT). Stephen says “Prior to going on the Programme, I was immersed in the business world of revenue and profitability. But in the Programme you are working alongside, and in teams of, people from not-forprofits, government agencies, creative industries, etcetera who are making a real difference and grappling with complex problems that you just don’t get to see very often on the commercial side.” Therefore, when the opportunity came up at MFAT to test his ‘transferable skills’ and see what value he could bring to the government sector, Stephen jumped at it. He admits that he probably wouldn’t have taken on a high-level government position

Stay authentic – don’t be afraid to try something different nor to express your opinion or perspective because everyone has his or her value to add.

prior to attending the Programme. Now looking back on it, Stephen says that in the beginning, some of the commercial ideas he brought to MFAT were considered high risk at the time. “I believe that the exposure I gained through the Leadership NZ Programme around the value of diverse perspectives when addressing complex issues made my time and the programmes I developed at MFAT ultimately successful,” he says. Stephen has recently moved jobs and into an entirely different sector. He is now General Manager, Services at the New Zealand Racing Board. Only a few weeks into his role, it seems that Stephen is already taking-on new complex challenges with a diversity perspective and is not afraid to challenge the status quo. He says he is looking forward to helping address the issues such as internationalisation and digitisation of the changing world and the impact on the racing industry, and consequently rural and principal New Zealand. When asked what his key advice is for future leaders, Stephen says, “Stay authentic – don’t be afraid to try something different nor to express your opinion or perspective because everyone has his or her value to add. Otherwise, we all end up running with blinders on.” In realising that he is has created a metaphor linked to his new workplace, Stephen expands his advice for future leaders or those considering the Leadership NZ Programme and says, “Start the race, go forth and be fearless – you can’t win if you don’t start. It is the best way to find out what it is that you are really good at.”

YEARBOOK 2015

ALUMNI CONNECTIONS Ophelia Buckleton

Gillian Dudgeon Leadership NZ Alumnus (2008) In 2007, after 22 years in banking, Gillian Dudgeon made the move into risk management at ANZ Bank, or what she so avidly describes as the ‘dark side’. Perhaps this statement was somewhat of a premonition, as the moment Gillian took the reigns, the global financial crisis struck. “After years in roles which were about selling to customers’ needs and maximizing opportunities, the rules of the game changed. Our staff found themselves spending all day talking to customers who felt under stress and pressure.” This string of events led Gillian to enter the Leadership NZ Programme in 2008. “It was an absolutely amazing opportunity to spend quality time over a year with a very diverse group of individuals.” Gillian laughingly recalls the challenge of being partnered with a dancer and choreographer, whose creative background proved polar-opposite to her financial one. However it was experiences as such that provided a much stronger platform for Gillian to stand as a leader, managing teams which inevitably stem from diverse backgrounds. “The Programme allowed

“There are some very challenging days, but Leadership NZ supported me to increase my resilience which really is a core competency for working at EQC.”

www.leadershipnz.co.nz

us to stand in other peoples shoes… which helped me think more broadly during these difficult times and to challenge the status quo.” It is this power of diversity, of thinking and ideas, that Gillian says was the most important thing she took from the Programme. “Never take anyone at face value. We got to meet such a diverse array of speakers and attendees that I would never have normally met. It got me to view leadership through a very different lens.” For Gillian the Programme provided the impetus for a sea change. Although this did not come immediately, Gillian says the Programme was influential in her decision to leave “the safer world of banking.” In 2013 Gillian joined the Earthquake Commission. Despite her nervousness of entering an unfamiliar world, she says the Programme challenged her to expand her horizons as such and explore the world. Gillian acknowledges that there are no “quick fixes to rebuilding a city”. “There are some very challenging days, but Leadership NZ supported me to increase my resilience which really is a core competency for working at EQC.” It is Gillian’s ability to see the immense devastation in Christchurch, as an opportunity to make a difference to people’s lives, which distinguishes her as a fearless leader. Gillian believes that in order to be fearless one must stand on their own for what they believe. “You can sometimes doubt yourself during these times, and they don’t always go smoothly, but that’s always part of the challenge.”

“Nothing is impossible and we can always learn and change. Feeling out of your depth is okay, but you need support around you and sometimes this comes from unexpected places.” It is exactly this fearlessness that Gillian says allowed her to step out of the bank and embrace the opportunity of working with an eclectic mix of people driven by a social cause - to rebuild and support Canterbury. “I also now have two colleagues who have done the Leadership NZ Programme, which is awesome!” Since graduating in 2008, Gillian’s ongoing connection with Leadership NZ has allowed her the opportunity to participate on several interview panels. “It is so much fun to see and help shape the next intake. It also provides a great opportunity to catch up with other graduates of the Programme, all with a common bond.” Gillian’s advice for future leaders is just as humbling, wise and genuine as she is herself. “Expose yourself to as many different environments, people and places you can. Leave New Zealand so you can really appreciate what we have here on our doorstep. This will also enable you to bring back ‘different thinking’ which will contribute to NZ’s success in the future.” Gillian says she has been able to encourage her two children to go out into the world, to explore, experience and chase their dreams. “The Programme taught me to take the time to understand and get lots of different perspectives before making decisions. Don’t assume anything. This is such an important lesson we need to use everyday”.

ALUMNI CONNECTIONS Kimberly Rees

Teresa Tepania-Ashton Leadership NZ Alumnus (2006) Teresa Tepania-Ashton credits her humble parents for her success. As the oldest of her siblings, she saw her father work three jobs to make ends meet for their life in South Auckland. At a young age, she worked alongside her family in developing their own tree felling business which taught her to be adaptive and gave her a variety of core business skills. “My parents always told us to be proud of who we are and that we can do anything and everything. They encouraged me to do as much as I could do, and then some more! They also said not to be afraid, to take on new challenges and to walk on your own two feet.” Perhaps this is why at the age of nineteen, Teresa was doing anything and everything (administratively) for a small engineering company. Later she spent two years in Demark working at the company’s head office. This was a big challenge and a brave step into the unknown for a young Maori girl from South Auckland in the 1980s. “It was because I had a strong sense of values and the belief that I could do anything,” Teresa says. “I jumped at the chance to live in a foreign country, outside of my comfort zone. Being overseas actually strengthened my Maori identity because it made me appreciate how being Maori was core to who I am.” Teresa’s next professional challenge came when she transferred to Citibank at the age of 25 where she worked in both a sales and service role, building relationships with the largest corporations in Australia and New Zealand implementing global transactional banking strategies. Teresa says, “I’m so lucky to be born Maori because I inherently used

the values of manaakitanga (respect and care for others) in my work when dealing with very different people in different environments. Utilising my Maori values provided the confidence for me to make hard decisions.” After 12 years of success in the corporate world, Teresa made the hard decision to leave in order to spend more time with her family and reconnect with her larger whanau, hapu and iwi. “This had its own challenges as it required a very different way of thinking and living for me, coming from being totally immersed in the business world - it certainly tested my ability to be adaptive,” she says remembering. A few years later in July 2004 Teresa was appointed as CEO of Te Runangaa-Iwi o Ngapuhi. This role was tough but rewarding as it allowed her to focus on developing the assets of her iwi and the aspirations of the Ngapuhi people. Teresa says “It was such a complex and busy time in my life – juggling family and this important CEO role. Attending the Leadership NZ Programme in 2006 kept my sanity. It was pivotal in clarifying so many things for me and keeping me on

“I also realised that being a CEO is not about being in charge – but instead, it is about appreciating the unique skills in others and supporting them to be and do their best.”

track. The Programme re-instilled my father’s mantra about being able to do anything and doing more on a grander scale.” “Through the Leadership NZ Programme,” Teresa says “I learned not to be afraid to be open and sharing. I also realised that being a CEO is not about being in charge – but instead, it is about appreciating the unique skills in others and supporting them to be and do their best.” Teresa praises the Leadership NZ Programme in not only giving her this insight, but also the tools and processes which helped her take Te Runanga-a-Iwi o Ngapuhi through a decade of expediential growth and development. Her legacy, she jokingly says, was that she left the iwi with “a succession of operational leaders.” Since November 2013, Teresa is CEO for Maori Women’s Development Inc, a micro-lending organisation providing business loans to Maori women and their whanau. She considers this her dream job. “I am helping women to be fearless, to overcome adversity and to be self-sufficient in their own business; which is adding to the economic success of Maori and making a valuable contribution to this country as a whole.” When pressed for final words of advice for future leaders Teresa says “Don’t hold back, be brave, adaptive and embrace change. Be clear about your values and stay true to yourself.” Teresa Tepania-Ashton is a petite person in physical stature but very large in mana – she is a great role model of courage and authenticity in leadership.

YEARBOOK 2015

ALUMNI CONNECTIONS Ophelia Buckleton

Taane Mete Leadership NZ Alumnus (2008) For Taane Mete, the value of the Leadership NZ Programme is clear – it allows you to connect with yourself and identify where you belong in the community. It has been seven years since Taane completed the programme and his success in that time has been immense, including founding Okareka Dance Company. “I always knew that being a director was a role I wanted to undertake, but I never had the tools. The Programme gave me vital leadership qualities and the ability to decide what I wanted my shoes to look like before I stepped into them. I had to ask myself, do I fit into these shoes or are they far too big? Or do I need to keep changing what those shoes look like?” Taane has certainly filled these shoes, gaining his company recognition on the international stage, with sold out performances in London and Edinburgh this year. Upon reflection, Taane says the secret to his success in New Zealand and internationally can partly be accredited to what he gained from the Programme. “I learnt that you have to take care of your product and assure that it is the best quality it can be. Find a niche market that it belongs to, find the connection that enables that product to prosper and then go for gold!” Although the Programme didn’t click for Taane immediately his advice to future alumni is to “let it sit” and call on the relevant material when required.

www.leadershipnz.co.nz

“I’m still gathering the tools I learnt to this day. I often remember a lecture, or someone I met, or a small quote someone said and it will spark something.” However what Taane did gain immediately is an insight into how to connect with the community and create productive relationships that facilitate your own thinking. He does just that by providing dance education in schools through a programme run by Okareka. “It allows Okareka to extend our gift, the power of dance, to young people. They are the next Aotearoa so by giving them strength, we are making the country stronger.” When asked why he runs this programme in the community, Taane says it is about helping other people with the skills you have to offer. For Taane, these skills come alive on stage through the unique beauty and power of his politically challenging works.

“I happily live in my skin as a takatapui because at the end of the day, leadership is about being authentic. It’s not beating around the bush. It’s basically letting your guards down, being a little bit vunerable and letting others see the true you.” This inevitably requires a sense of fearlessness. Taane relates this notion to his experience of performing on Broadway as part of Black Grace dance company in 2005. “I was definitely out of my comfort zone. So I had to connect to myself and connect to my culture. The response from the audience was that we were stand alone because we were different. Not technically or in terms of how high we could jump, but because we came with mana and strength. And that’s exactly it, being fearless in being different.” For Okareka Dance Company, being different means speaking the truth without what Taane describes as “power dressing or all the formalities.”

The Programme was a catalyst for Taane to openly discuss difficult issues in his work, including his identity as a takatapui, or gay male in New Zealand.

Seven years after completing the Programme, Taane says he still sees many of the alumni around town and sometimes at his shows. It is the creation of this tight-knit community that he loves.

“The Programme gave me vital leadership qualities and the ability to decide what I wanted my shoes to look like before I stepped into them.”

Taane advises people do the Programme to identify what they look like, not only as an individual but in their community, and outside of New Zealand. “Connecting to your culture resonates internationally because if you can’t have a sense of yourself and a sense of Aotearoa-ness, then who are you?”

LEADERSHIP WEEK Tania Hack

Dinner with a Difference 2015 The process of creating Dinner with a Difference began with a simple question – how could we make it different? Three years ago, the previous Leadership

up with battle cries, but still the envelopes

The Movement Storytelling Workshop come

NZ event was reinvented into Dinner with a

stay sealed. Finally, with an audible gasp

down to the stage, to rehearse their the-

Difference. But now some of the “difference”

from the audience in response, the night is

atrical looking individual pieces. The Art &

had been worn away. How could we craft

unveiled and envelopes are torn open. The

Drawing Workshop try to hide their creations

an event that was truly different and that

attendees will be more than just an audi-

from us, getting ready for the big reveal.

also embraced our 2015 theme of Fearless

ence tonight – they will be the performers.

Leadership? The word fearless conjures

Through accessing the creative part of our

The final portion of the night sees the

up all sorts of meanings, generally around

brains and taking to the stage, we can expe-

auditorium refreshed into long tables for

being in a situation which creates fear that

rience what fearlessness means to us. When

each group. 200 nervous participants wait

is then overcome. So the easy answer was

was the last time you wrote a poem? Walked

their turn on stage – some eager to get

we just needed to make all our attendees

a catwalk? Told a story with movement?

it over with, others relishing in the chal-

face their fears and overcome them. And for

By embracing our fears, we can all become

lenge. First to take the stage is Movement

most people, one of the most fear-inducing

more fearless.

Storytelling, silencing the audience immedi-

situations is being on stage.

ately. We watch a group of people, some still There is a moment of panic as people

dressed in their suits from work, use only

Fast forward a few months and it’s opening

realise what is being asked of them. This

their bodies to communicate a story about

night. Our attendees are a mix of people

quickly gives way as everyone is ushered

what ‘fearless’ means to them. I turned to

that have attended a previous Dinner with a

to their breakout spaces. Dinner is served

Eddy and Jade from Curative, absolutely

Difference and are suspicious about the lack

in a casual style as we each start meet-

speechless. The three of us had sat together

of banquet tables, as well as some fresh

ing our Creative Mentors and Workshop

less than three months ago, brainstorming

faces excited to be at their first Leadership

Participants. Over dinner, different groups

an idea that would allow all our attendees to

NZ event. Everyone clutches a red envelope

start discussing what fearless means; what

show what being a fearless leader meant.

and a notebook, handed out on arrival. The

courage means; what has been holding

In that one performance, I felt that we had

notebooks have been made for the event

them back; how they can be more fear-

really achieved that. The following six perfor-

and their covers are graced with fearless

less. Themes emerge, the wine flows, the

mances are equally breath-taking and give

leadership quotes. These are the only clues

drums start echoing across the building.

each participant the opportunity to truly

to the evening. No-one is too sure what

Turns out even the soundproofing couldn’t

be fearless.

exactly is happening and everyone seems

hold back our twenty-five fearless Music

to linger near to the exit, too cautious to

Workshop participants led by Murray from

The event would not have been possible

venture too far into the atrium of the Sir Paul

Strike Percussion. The Digital Storytelling

without our event partners stepping up

Reeves Building.

Workshop participants roam the building,

and being fearless with us – thank you to

capturing key moments of fearlessness and

Curative and AUT Business. Thank you to

Rewi Spraggon breaks the silence with the

preparing everyone for having an audience.

our event supporters, who also trusted our

mihi whakatau, with a group of Leadership

The Improv Workshop’s laughter echoes

fearless concept and came along for the

NZ alumni singing in response. The MCs

across the auditorium. The Poetry Workshop

ride. And most of all, thank you to everyone

take the stage next and everyone seems to

practice being fearless with a choir of hums

who joined us on the night and showed me

lean in, eager to understand exactly what

behind them. Drawing out the themes from

how we can all be more fearless.

is to come. Our MCs – Chris Parker and

the participants, the Crescendo Trust team

Eddy Dever – help get the crowd warmed

weave together lyrics in the Song Workshop. YEARBOOK 2015

10 8

DINNER WITH A DIFFERENCE 2015 1. Leadership NZ representatives sing in response to Rewi Spraggonâ&#x20AC;&#x2122;s mihi whakatau. 2. Our MCs, Eddy Dever and Chris Parker, get the crowd warmed up. 3. The Poetry Workshop preparing. 4. The Movement Storytelling Workshop showing their fearlessness.

5. Guests eager to hear what is happening. 6. Our own fearless leader, Sina Wendt-Moore. 7. Agnes Masoe and Sarah Trotman from AUT University. 8. Battle cries with the MCs. 9. Jason and Jess Holdaway from Frank Stationery. 10. The envelopes are opened for the big reveal! 11. Lady Beverley Reeves, our Patron, awaits the fearless performances. 12. The Song Workshop shares their creation. 13. Some serious strutting from the Art & Drawing Workshop.

14. The final act â&#x20AC;&#x201C; the Music Workshop.

ACKNOWLEDGEMENTS

OUR SINCERE THANKS TO... Key Partner

Creative Partner

Supporting Partners

Dinner with a Difference Event Partners The Bishop Sir Paul Reeves Memorial Lecture Event Partners

Scholarship Partners Special thanks to the following who assist to ensure that diversity continues to be achieved across the Programme through the generous funding of scholarships: • 2013 Year Kia Manawanui Scholarship • Sir Paul and Lady Reeves Scholarship Fund

Event & Programme Hosts We thank all speakers for their generosity in giving their time and themselves; they are the backbone of Leadership NZ. Speakers are listed in the Programme Overview and in the Events Overview.

Programme Event Partner

Q Theatre

• Anne Fitesamanu, Counties Manuaku Health • Repeka Lelaulu (Alumnus), Pacific Business Trust • BNZ • Friendship House, World Vision, Salvation Army, Sudima Hotel, Rise Up Trust, Refugee Resettlement Centre • Quentin McCarthy (Alumnus), Downer • Janine Sudbury • John Skurr (Alumnus), PGG Wrightson • Josie Ogden-Schroeder (Alumnus), YMCA Christchurch • Sarah Trotman, AUT Business School • Suzie Marsden & Hamish Campbell (Alumnus), NZTE • Jamie Robinson (Alumnus) & Jo Grenfell, ACC Wellington • The Speaker, Parliament House • Christian Penny (Alumnus), Toi Whakaari • Murray Hickman (Alumnus), Strike Percussion

Event & Programme Hosts/Contributors

• Adrian Wimmers (Alumnus), KPMG

Special thanks to the following who have assisted us in providing event venues, donated

Special thanks to the following:

goods, services, catering or valuable time: • Darren Mason (Alumnus) • Karen Giles (Alumnus), Manaia Health PHO • Olive Brown (Alumnus) He Iwi Kotahi Tatou Trust • George Riley (Alumnus) • Erena Kara (Alumnus) • Tania Pene (Alumnus)

• All invited authors, contributors and people who gave their time to be interviewed for this publication • The editorial team (listed on inside front cover) • The team at Curative – for editing and publishing of this magazine, and development and support of our new website • Canon – for providing printing supplies

• Leadership NZ Alumni who gave their time, talents and energy at various events, alumni activities and Community Engagement & SkillsBank projects (listed on our website in Paying it Forward) • Leadership NZ Trustees, Advisory Trustees and Funding Partners - for their ongoing support and invaluable advice • Simon Telfer, Appoint – for support advertising SkillsBank board vacancies • Xero, KPMG and Kiwibank – for supporting Dinner with a Difference • KPMG – for annual audit support • John Moore – for IT and project support

STOP PRESS! Leadership NZ Alumni Snapshots Our Leadership NZ Alumni Snapshots can now be found on our website, at www.leadershipnz.co.nz/ alumni/snapshots/

Key Partner

Accident Compensation Corporation www.acc.co.nz

Creative Partner

Curative www.curative.co.nz

Supporting Partners

Altris Ltd www.altris.co.nz

AUT University www.aut.ac.nz

Kiwibank Limited www.kiwibank.co.nz

KPMG www.kpmg.co.nz