Leaders Magazine 2017 by Leadership New Zealand

LEADERS Kaye-Maree Dunn, Brett Oâ&#x20AC;&#x2122;Reily Louise Marra and Dave Wild: On Integrative Leadership

Partner Perspective: KPMG The Opposable Mind Book Review ISSUE 13 | WINTER 2017

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

Pumanawa Kaiarahi O Aotearoa

MISSION

LEADERSHIP NZ TRUSTEES

To build an exceptional leadership culture that develops and celebrates resilient, courageous and authentic leaders who: - Have a strong awareness of issues of significance for New Zealand; - Value diversity, engage in meaningful conversation, connect and work successfully across difference; - Building and transform organisations, communities and effect positive social, economic and cultural change across society.

Peter Garnett – Chair, Leadership NZ; Company Director Nick Astwick – Deputy Chair, Leadership NZ; CEO, Southern Cross Health Society; Alumnus 2010 Christien Winter – Executive Director, Sheffield George Riley – Trustee, Te Tii Waitangi (B3) Ahu Whenua Trust; Alumnus 2009 Hilary Sumpter – Chief Executive, Kerikeri Retirement Village; Alumna 2010 Neville Pulman – Programme Director, Be. Accessible; Alumnus 2006 Penny Hulse – Waitakere Ward Councillor, Auckland Council; Alumna 2008 Tara Pradhan – Strategy, Partnerships, Stakeholder Engagement and Social Change; Alumna 2007 Teresa Tepania-Ashton – Chief Executive Officer, Maori Women’s Development Inc; Alumna 2006

VALUES Courageous Generous of spirit Inclusive Acting with integrity Innovative Apolitical 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

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 Jo Brosnahan – Founder, Leadership NZ; Company Director Chris Laidlaw – Wellington Regional Councillor; Writer John Hinchcliff – Emeritus Vice Chancellor, AUT University; President, Peace Foundation Louise Marra – Director, Spirited Leadership; Programme Director, Leadership NZ Maureen Crombie – Chair, ECPAT International; Alumna 2006 Dr Morgan Williams – Chair, WWF New Zealand Peter Kerridge – Director, Kerridge and Partners Ltd Reg Birchfield – Publisher, RJMedia Suzanne Snively – MD, More Media Enterprises; Chair, Agri-Women Development Trust; Corporate Director Tim Miles – Company Director Tony Carter – Chair, Air New Zealand; Director, Fletcher Building, ANZ Bank NZ; Corporate Director Tony Nowell – Director, Valadenz; Corporate Director PATRON Lady Beverley Reeves

Nicola Campbell – Programme Facilitator

EDITORIAL TEAM AND CONTRIBUTORS

DISCLAIMER

Sina Wendt-Moore, Jennie Vickers, Judy Whiteman, Jamie Munro, Kimberly Rees, Sian Henderson, Annette Bartlett, Tania Hack, Curative Ltd

The opinions expressed in this publication do not necessarily reflect the views of Leadership New Zealand, its members or the publishers. While every effort has been made to ensure the accuracy of the information, no responsibility can be accepted by the publisher for omissions, typographical or printer’s errors, inaccuracies or changes that may have taken place after publication. All rights reserved. LEADERS 2017

ISSUE 13 WINTER 2017

CHIEF EXECUTIVE’S FOREWORD

At the end of 2016, leadership changes made on the

He believes that when responding to problems and

world stage (e.g. Brexit, US Elections) stunned and

challenges, seemingly impossible choices, those who

polarised citizens in the UK and USA, and around the

respond with conventional thinking seek simplicity

world, including Aotearoa. The leadership conversa-

and are often forced to make either/or trade-offs,

tion we are having in 2017 is dominated by discussion

whereas integrative thinkers welcome complexity that

about the paradoxes that arise for us out of these

allows them to craft innovative solutions.

global leadership changes, and the behaviours we are

So let’s consider how we extend this integrative

witnessing. It is startling and confusing as to how – in

approach to thinking to cover a way of being in

the name of leadership, sovereignty, nationalism and

leadership – Integrative Leadership. Human beings

societal wellbeing – certain leaders from ‘democrat-

unconsciously create and build mental models, based

ic’ nations promote policies that are exclusionary,

on our personal knowledge system (Who am I in the

separatist, racist and divisive; we wonder at how

world? Values, beliefs, purpose? The tools we use to

positional power and authority in the highest office

organise our thinking, and the experiences we engage

is being so blatantly manipulated for personal gain,

in to build our skills over time). The limitations and ri-

and personality politics, ego, fame and notoriety have

gidity of these maps or models, can lead to opposing

become drivers for decision-making.

ideas that stifle our ability to strategically lead. I think integrative leadership is about applying an adaptive

We have been grappling with the challenges that

lens and developing our leadership literacy; leadership

arise from the polarities, paradoxes, dualities and

competencies that enable us to handle the paradoxes

dichotomies inherent in C21st leadership practice.

and tensions of leadership.

Depending on the sector, community, organisations

CONTENTS

CHIEF EXECUTIVE’S FOREWORD

INTEGRATIVE THINKING

Sina Wendt-Moore

Jennie Vickers

PARTNER’S PERSPECTIVE

9 Fuelling New Zealand’s prosperity through harnessing the talents of all Kiwis Jamie Munro, KPMG

2017 PROGRAMME LAUNCH 10

we work in, different value sets can dominate in the

What are some of those dualities, dichotomies,

leadership in that context. In some companies, power,

paradoxes and tensions we face in leadership? As

position, authority, command and control, masculine,

mentioned earlier, you can see them in the different

transactional, rational, black and white thinking, linear

value sets that dominate different leadership contexts.

structure and hierarchy, competitive highly individu-

Well, if we were to take a both/and view of these,

alised modes of leadership prevail. In other spaces

and consider them on a continuum - not an either/or

influence, relational, social, egalitarian, collective

choice in the way we lead - integrative leadership will

approaches, complex “in-the-grey’ thinking styles,

look at how – given the particular setting, context, set

feminine and collaborative styles of leadership are

of circumstances/challenges – we consciously/inten-

seen as critical for building innovative, creative and

tionally become ‘literate’ across a range of competen-

ALUMNI CONNECTIONS

successful leadership cultures and high performing

cies and learn how to adapt our leadership to be most

Josephine Bartley & Neville Pulman

teams. Too often, leadership is seen as an either-or

effective, to respond to a given complex challenge, a

proposition fraught with trade-offs, compromises and

wicked problem, that’s landed in front of us: to take

a win-lose mindset.

a more holistic view, consider casual links, non-linear aspects, multi-dimensional relationships, and open up

The reality is that in our complex, ambiguous,

the possibility of innovative unconventional solutions.

contradictory world, we need to look at new literacies, leadership competencies that will enable us to

Thinking about integrative leadership from an

effectively integrate and adapt our leadership to the

organisational perspective – this absolutely strength-

ever-changing context. We think that this requires

ens the case for having diversity in our leadership pool

Integrative Leadership – and this is the theme guiding

and in the strategic conversations. As individuals we

our conversation and thought leadership in 2017.

can work to develop a more integrative mindset and approach – but being inclusive of diversity across our

What is Integrative Leadership you ask?

organisations would ensure we have different thinking in the mix in every strategic arena and challenge us to

Let’s start with the concept of Integrative Thinking.

think more broadly, be more open to multi-dimension-

In 2007, Professor Roger L. Martin coined the term

al perspectives, to be creative and innovative as we

Integrative Thinking to describe a form of reasoning

meet the leadership challenges of the 21st century.

he observed in highly successful leaders. These leaders demonstrated an ability to hold and work with two

“Modern leadership needs integrative thinking.

competing ideas – to constructively face the tensions

Integrative thinkers embrace complexity, tolerate

of these dualities and instead of being reduced to

uncertainty, and manage tension in searching for

choosing one or the other (either/or) – to generate a

creative solutions to problems” – Prof. Roger L Martin

creative ‘new’ solution that contains elements of the original ideas, but is superior to each. Sina Wendt-Moore Chief Executive

A photo essay

HAVING THEIR SAY

Thoughts from the class of 2017

BOOK REVIEW

2016 GRADUATION

The Opposable Mind Jennie Vickers

A photo essay

ACKNOWLEDGEMENTS

COVER STORY Jennie Vickers

Integrative Thinking – essential for a life in leadership The 2017 cohort is already four months into the Leadership NZ Programme. By this stage, the group is at a stage of being comfortable taking the time to hear and then consider the divergent and possibly uncomfortable views of others. Part of that learning process is developing our skills of considered thinking and respectful communications when we hold very different views. VUCA is an acronym (developed by the US Army War College) originally used to describe or reflect on the volatility, uncertainty, complexity and ambiguity arising in the Post-Cold War era and now is more commonly used to refer to the challenges many people are facing in their work and private lives. There is a growing realisation that if we are going to deal with VUCA situations well, we need to consider if the conventional ways we might think and the ways we traditionally lead are suited to this fast-changing environment.

www.leadershipnz.co.nz

Meanwhile elsewhere, government and the press are waging a war of words, data and ideas which are the very antithesis of respectful, considered thinking and communicating. The characterisation of lies as alternative facts and inconvenient data as fake reminds us daily that polarised thinking – where there is only one reality, one perspective and one context – poses challenges to democracy, freedom of speech and a more civil society. Perfect timing for Leadership NZ to have chosen Integrative Leadership as the theme for 2017. Sina Wendt-Moore’s Chief Executive Foreword explains how and why this theme was selected.

What is Integrative Leadership? The Rotman Business School at the University of Toronto has a Centre for Integrative Thinking. The Dean of Rotman, Roger Martin has synthesised the Integrative Thinking Principles into a model to understand how certain leaders have achieved success using integrative thinking approaches. In his book “The Opposable Mind – Winning through Integrative Thinking” (see the Book Review on page 26), Martin identifies a common theme and shared trait of over 50 successful leaders, “...aside from their talent for innovation and long-term business success they have a predisposition and the capacity to hold two diametrically

opposing ideas in their heads. And then, without panicking or simply settling for one alternative or the other, they’re able to produce a synthesis that is superior to either opposing idea.” Integrative leadership is leadership that, consciously or unconsciously, embraces these principles and abilities. Introducing our profiled Integrative Leaders Looking at the Leadership NZ family and NZ generally, we see an unusually high number of people displaying the traits of integrative leadership. Difficult to pick just four for this feature, but one thing we

learn from integrative thinking is how to make good, valuable and creative choices! The four profiled leaders have, in interviews over the last few weeks, shared their diverse ideas around integrative leadership, what it means to them and their personal evolution to this capacity to think and lead. Louise Marra is a leadership, innovation and personal development practitioner, Programme Director for Leadership NZ, runs her own company Unity House, is a director of Spirited Leadership, and the lead advisor for the Centre for Social Impact; Dave Wild is a Futurist

“...a predisposition and the capacity to hold two diametrically opposing ideas in their heads. And then, without panicking or simply settling for one alternative or the other, they’re able to produce a synthesis that is superior to either opposing idea.” – Roger Martin

working on Superhuman Intelligence; Kaye-Maree Dunn is Project Manager at Maori Womens’ Development Inc, and Brett O’Reily is Chief Executive at Auckland Tourism, Events & Economic Development. Lots more biographical information is available on LinkedIn. Interviews were conducted with the leaders and they considered 11 questions posed to tease out of them their own unique/individual version of integrative leadership. The responses had many themes in common but importantly, also many areas of difference. These differences spoke volumes about how and why integrative leadership provides such a powerful frame of reference and language in 2017, which works and resonates for more leaders and more people, still discovering what their leadership style really is. With a view to seeking out practical advice on how to develop an integrative thinking mindset and evolve further into integrative leadership practices, our leaders provided suggestions which have been merged into the Top 10 list on page 6.

WINTER 2016

Louise Marra

Louise Marra The concept of integrative leadership in Louise’s work has a strong focus on wisdom, on understanding ourselves as whole beings, in fact on developing the skills that make integrative thinking and leadership part of our being. On her website, Louise says: “Leadership today calls for the wisdom of all the innate intelligence of our humanness – intellect, spirit, emotion and body. We need to build greater capacities to face bigger challenges in different ways.” This philosophy came through strongly in the interview as Louise’s approaches to leadership were unpacked. Louise often uses the analogy of soup as a community, in her coaching and training. The essence of it is that we should not, and cannot, try to be everything to everybody. Being merely the carrot or the broccoli within the soup is okay. This idea of soup works well as a metaphor for integrative thinking and leadership because it makes it acceptable and necessary to sit with the chaos of individual and divergent ideas and see what emerges. If we chose conventional black and white thinking where we are the entirety of the soup, we become ill-equipped to handle the inevitable chaos we will have to deal with.

www.leadershipnz.co.nz

Chaos theory shows that while chaos and order alternate, order will always emerge; however, we need to step out of an ego-driven state to let this happen. In this vein, Louise reminds that “strategic plans do not work. Plan not to know.” An integrative thinking mindset can deal with such an “outrageous idea and take advantage of it.” One of the fascinating aspects of integrative leadership is the issue of whether integrative thinking is a natural or learned state. If natural, it poses the question of why we stopped doing integrative thinking as the default and switched to a logical/ linear approach. Louise has loved immersing herself in Greek and Roman mythology as well as of Pasifika and Maori history, particularly

the history of her people, the Tuhoe. “The Tuhoe people have never separated themselves from the land and waters and sky.” This philosophy requires a way of thinking that is non-separate and can work with everything in an emergent way. Integrative leadership is a different paradigm than the mainstream; it is about wholeness, about not separating ourselves out from everything. She feels we have tried solving the world’s problems by separating everything and now we need to return to a wholeness paradigm to look with fresh eyes, spirits, minds and hands to evolve into new ways of being. Integrative leadership is also about our own learning edges, how we work with the currency of growing and learning to expand and update ourselves – continually. What are we next ready to integrate,

“Leadership today calls for the wisdom of all the innate intelligence of our humanness – intellect, spirit, emotion and body. We need to build greater capacities to face bigger challenges in different ways.” – Louise Marra

Dave Wild

what is knocking on our door to be let in? In the wholeness or integrative way of thinking, there is no outside or other; we need to work on ourselves as our bit of the sacred system we inhabit. Greek, Roman and many other mythologies offer us great resources as all archetypes are showing us a part of our own nature that needs to be integrated. We need a relationship with chaos as much as order, we need to work with the superpowers of the body, the immensity of all our intelligence - and mostly we need to keep working on how much more we can become conscious of – in every moment, forever. Dave Wild Dave Wild’s career started in design and advertising which led to the realisation

that despite what many believe, creative thinking isn’t limited to the creative industries but belongs in every business person’s toolbox. Dave’s work as a Futurist, now allows him to use integrative thinking and integrative leadership to encourage truly divergent thinking across strategy development and innovation. “Ask a group of people what each of their favourite colour is and you’ll inevitably get a spectrum of colours in response. Then ask the group what colour paint you’d get if you mixed all the colours together… and you get muddy brown. But I’ve yet to meet any individual whose favourite colour is muddy brown! Applying this principle to achieving a decision from a divergent group, we more quickly see the importance of everyone involved being encouraged and facilitated to see the other perspectives and ideas on the table.

“We live in a world where the majority read and believe most of what they are presented with, while only the minority explore and consider opposing perspectives. Which is exactly why creating a bright future depends on leaders with an integrative mindset.” – Dave Wild

That letting go of our own ideas is not a sign of weakness. While at the same time collaboration does not mean decision by committee – as that leads to muddy brown compromise decisions that all too often do little to move the world forward.” Dave has an interesting perspective on business giants in the tech world who demonstrate integrative leadership. Komal Ahmad, Founder & CEO of Copia, is working on solving world hunger and food wastage using technology; controversial Uber CEO Travis Kalanick, who challenges regulations in more ways than one; Joe Gebbia, Airbnb Co-founder and Chief Product Officer, whose air mattress gave the company its name; and Satya Nadella, CEO of Microsoft, whose integrative leadership style has led to a cultural resurgence. All these people needed an integrated way of thinking and leading to make the breakthroughs they have. They are not all household names, yet each is having a profound and significant impact on the world around them. Their skillsets in a VUCA world are exactly those needed for their organisations and their people to survive and thrive. Satya Nadella summed up their collective approach to leadership in saying it’s better to be a ‘learn-it-all’ than a ‘know-it-all’. One of the roles and skills of a Futurist

WINTER 2016

Kaye-Maree Dunn

POWERFUL ADVICE TO MOVE TOWARD INTEGRATIVE LEADERSHIP

A top 10 compiled from the advice of our profiled leaders 1. Recognise that parking your own opinions does not make you weak, it makes you more empowered and empowering; 2. Look for information and data in more places: from the millennials in your organisation, in informal settings, from all layers within the structure, and from those you know will have a counter position; 3. Learn to meditate – this will help you manage the ambiguities you are going out to discover; 4. Embed a culture of prototyping and experimentation into your own working life and that of your organisation; 5. Let ideas and solutions come together organically as you tease ideas out of other people; 6. Have the courage to both make quick critical decisions and to acknowledge those which might in hindsight have been wrong, learn from the data and move on fast; 7. Celebrate the slower decisions which are made after respectful consultation made in a genuine spirit of partnership, although you can never please everyone, the decisions made will be more defendable; 8. When you look for other viewpoints look for surprises, not validation; 9. Make innovation a priority, but make it an iterative never ending process lest it turns from innovation to out-dated; and 10. Learn to listen deeply, have or develop a genuine interest in other people’s views and learn the science of inquiry, starting with the five whys technique to get you going.

www.leadershipnz.co.nz

like Dave, is the ability to see patterns from the past to help us predict the future. If we take an either/or approach we are far less likely to see new patterns and only those which confirm our worldview. In this age of big data pattern recognition is a growing field and increasing in prominence as a leadership skill. Working with both the public and private sectors Dave noted reassuring signs of a willingness in areas of the public sector to get better at an integrative thinking approach. “I am seeing encouraging signs with the establishment of labs, co-creation projects and the introduction of design thinking. In fact, I am seeing more focus on co-creation in the public rather than private sector, which is a significant development.” The challenge of avoiding falling for the allure of fake news is a topic of particular interest to the Futurist community, which has a special global role to prepare people for a VUCA world. “We live in a world where the majority read and believe most of what they are presented with, while only the minority explore and consider opposing perspectives. Which is exactly why creating a bright future depends on leaders with an integrative mindset.”

Kaye-Maree Dunn Kaye-Maree acknowledges her good fortune in growing up around the presence of elders who modelled integrative leadership. Like many of us, Kaye-Maree came into a working world which valued and encouraged an outcome focus far more highly than building relationships, regardless of the long-term implications and damage this short-term focus could bring. The shift away from the ‘results-only mindset’ came when Kaye-Maree studied coaching and neurosemantics. “A focus on learning how the brain and human mind works, opens us to a new understanding of the vast choices we have in using our brains and the amazing benefits that come from this neuroflexibility. However, with this realisation and learning came the knowledge that as a Maori woman, I was going to need a whole new suite of skills to move away from that outcome at all costs approach.” On joining CYFS early in her career Kaye-Maree quickly realised that a broken system cannot be changed unless everyone involved learns to look at the world in many new and different ways. This process of reframing highlighted the skills demonstrated around her in her formative years and more recently on her home marae, which ranged from Purakau: Maori stories to make and communicate meaning to more people, to concepts of servant leadership and last, but not least, valuing and then developing wisdom. “We can never underestimate the importance of sensing and making sense of context. By that I mean both sensing

and making sense of the environmental and spiritual forces around decisions we need to make. While Western traditions have lost this skill, within Maoridom we remain confident to see context in many more levels and with a greater sense of consciousness. I guess when we say ‘gut instinct’ we are pointing to the same thing, but it needs to be elevated to be recognised as an essential skill, not a shortcut approach to avoid hard thinking and decisions.” Circling back to that word consciousness, the discussion moved into the corresponding need to be ‘comfortable.’ “To develop our integrative leadership capabilities, we need to be comfortable holding diverse views in our heads as well as hearts. Not being able to predict an outcome can be an anxious place to be but integrative leadership is not the enemy of decisiveness but its best friend!” One big advantage Kaye-Maree identifies from integrative leadership is the dimension it brings to environmental and resource management decision-making. “If we could get more people to ground their environmental use decisions with a more spiritual regenerative-minded consideration of their role and impact on the earth, we could see a material and beneficial shift.” “Curiosity might have killed the cat, but curiosity is an essential element in developing the empathy we need to evolve into integrative leaders. I realised that I needed to develop a greater sense of curiosity and subsequently discovered that finding the back story frequently delivers the pivotal information that changes my beliefs around a context and allows me to see

“To develop our integrative leadership capabilities, we need to be comfortable holding diverse views in our heads as well as hearts. Not being able to predict an outcome can be an anxious place to be but integrative leadership is not the enemy of decisiveness but its best friend!” - Kaye-Maree Dunn

more expansive solutions.” The topic of decision-making speed came up in discussion and was a recurring theme with all our leaders. “I recognise parking feelings and seeing things as black and white has advantages in getting things done, but in a world with an increasing need for consultation, this approach is increasingly unhelpful. If we become comfortable constantly challenging our own assumptions and worldview we are more likely to reach sustainable decisions.” Brett O’Reily Brett grew up in the heart of a family business run by his grandfather. At an early age, he saw the integration of family and employees into the fabric of the business, with money not the sole measure of success or value. These ideals influenced not only his choice of employer but how he wanted to be as a leader. Brett cited as an example of integrative supportive cultures, his Telecom days when Bell Atlantic had arrived in town. “Bell Atlantic recognising a need to tread careful in a new cultural landscape, advocated an integrated and holistic approach to stakeholder management. The success of this approach confirmed to me that integrative leadership and thinking was a more successful strategy in the long term.” Fast forward to Brett’s days at ATEED. Reflecting on what worked best from a leadership perspective Brett talked about the Maori philosophy around partnership kotahitanga. ”Some organisations with rigid decision-making structures find it hard to embrace kotahitanga. For ATEED, vetting processes for who to partner with, became more critical to flush out those with whom we were never going to be aligned. Black and white decision-making might work in the trenches but rarely in a fast-moving environment like economic development in New Zealand.” “Balancing the competing views of varied stakeholders in a public environment is an excellent training ground for integrative leadership. Surrounding yourself with people who have competing views is desirable and in many public arenas

WINTER 2016

Brett O’Reily

inevitable. Why not make the most of that diversity of thought, to achieve better more defendable outcomes?” The ability to see outcomes which synthesise the best of either/or options brings a challenge of timing. Brett’s recommendation is: “Accept that some decisions will need a ‘seize the moment’ speed. Mastery of an expansive thought process, plus easy access to divergent thinkers with a ‘fail fast, forgive, learn’ culture will stand you in good stead. In other situations, recognise that integrative leaders need time to ask questions, deeply listen and think, to synthesise data into innovative solutions. So, do not beat yourself up if decisions take time.“

www.leadershipnz.co.nz

The final integration A number of the unique features of New Zealand seem to enhance the logic and wisdom of integrative leadership. Our political system with MMP, our economic focus on exporting, our emerging wider embrace of the collaborative partnership principles of Maoridom and our continuing need for smart innovation, all point to a need for and benefit from integrative leadership. Our four leaders with their very different perspectives confirm that New Zealand really is a place where being an integrative leader is embraced and demonstrated. In different contexts, it can and should mean different things to different people. And that is how it should be.

“ Surrounding yourself with people who have competing views is desirable and in many public arenas inevitable. Why not make the most of that diversity of thought, to achieve better more defendable outcomes?” – Brett O’Reily

PARTNER’S PERSPECTIVE KPMG

Fuelling New Zealand’s prosperity through harnessing the talents of all Kiwis KPMG has been a supporting partner of Leadership NZ since 2013. Jamie Munro, partner at KPMG and 2014 Programme Alumnus, reflects on the partnership of Leadership NZ and KPMG and the importance of investing in leadership, people and culture. At KPMG we are focused on fuelling the prosperity of New Zealand: improving the health, wealth and lasting wellbeing for all New Zealanders. This is more than a goal. It is our reason for being, our purpose, and it is driven by a passion and desire to stand for something that is inspiring and worth working towards. A central thread to that purpose is harnessing the talents of all Kiwis across the country. We see our role as one of incubating talent and building better leaders. Leadership NZ’s purpose, to ensure that New Zealanders in a position of influence are equipped for the challenges of leadership, provides a natural connection with our firm. We are delighted to partner with an organisation that is also clear on its purpose and one which parallels ours. At the core of our relationship has been our participation in the Leadership NZ Programme. Over the last nine years, ten of our senior leaders have participated in the Programme, from our first alumnus Adrian Wimmers in 2009 to current participants Sonia Isaac and Ian Williamson in 2017. The Programme provided our Leadership NZ alumni with a once-in-a-lifetime opportunity to connect with a diverse group of established and emerging leaders across the country. In bringing together people from the corporate, government and not-for-profit sectors, the Programme provides an amazing opportunity for participants to build a deeper understanding of the opportunities and challenges that are unique to our country and in turn

support them to make a real difference in their work and in their communities. The DNA of the Leadership NZ Programme is something special. The calibre of experienced leaders sharing their leadership journey and insights, the inspired leadership and guidance of the Leadership NZ team, and the diversity of the participant group make each year’s Programme a truly unique growth opportunity for our people. Our alumni have expanded their leadership toolkits and their ability to deal with issues and challenges, been up for the ‘crunchy’ conversations, learnt to lead and work collaboratively and are comfortable working with significant uncertainty. We have seen the results in the growth of our people and their contribution to our firm, clients and communities. Our Leadership NZ alumni have integrated their lessons in leadership, weaved back into our organisation through spirited challenge and fresh insight, and continued to change the way we work together at KPMG. During the period of our involvement with Leadership NZ, our firm has grown and matured. We have challenged our reason for being, defined our purpose, and formalised both our commitment and strategy to working with communities and our inclusion and diversity practices. We have invested in our organisational culture and creating a common language for us to talk about leadership styles and behaviours. We are an organisation committed to continuous

learning. As part of our partnership with Leadership NZ, KPMG is the appointed statutory auditor of the Leadership New Zealand Trust. Our role as auditor provides assurance that the funds granted and scholarships donated are being treated correctly and provides confidence to Trustees and other key stakeholders. We host the annual Programme Launch cocktail party at our Auckland offices, and routinely host, attend and participate in Leadership NZ events throughout the year. This engagement keeps us connected with the Leadership NZ whanau, and the network of partners and contributors. Our partnership with Leadership NZ is a key part of harnessing the talents of our KPMG leaders and other Kiwis in a position of influence. A personal, longterm investment in our country’s future leaders will ensure we fuel New Zealand’s prosperity over the longer term. We truly believe that those that succeed us will exceed us.

“Ko te manu e kai ana i te miro, nona te ngahere. Engari, ko te manu e kai ana i te matauranga, nona te ao – For the one who consumes only within their surroundings, that will be their domain. For the one who engages in education, opportunities are boundless.” WINTER 2016

2017 PROGRAMME LAUNCH 1. Founder, Jo Brosnahan, with Deputy Chair and Alumnus Nick Astwick 2. 2016 cohort welcomes the 2017 participants 3. Hosts for the evening, KPMG 4. 2017 Participant Mele Wendt with Alumna Pania Schwenke 5. 2017 Participants Richard Small and Andrew Jary 6. Guest speaker and 2008 Alumnus Michael Berry with 2017 Participant Rui Peng 7. Guests gather at KPMG

8. Chief Executive and 2008 Alumna Sina Wendt-Moore 9. Trustee Neville Pulman 10. 2017 Participants Dylan Newbold and Katherine Short 11. Guests gather at KPMG 12. Chris Carrington welcomes us all to KPMG 13. KPMG Chairman Ross Buckley 14. Chair Peter Garnett 15. MC and 2016 Alumna Hayley Shields 16. Guest speaker and 2008 Alumnus Michael Berry 17. Programme Director Louise Marra 18. Sue Quirk responds on behalf of the 2017 Participants 19. The 2017 Cohort 20. Sir Paul and Lady Reeves Scholarship recipient Anjum Rahman with Lady Reeves

PEN PORTRAITS

Having their Say Thoughts from the class of 2017 Aimee Barwick Group Manager Investment Development Strategy and Development Division, Auckland Transport I am a 5th generation Kiwi born in Auckland, studied in Christchurch and have travelled all over the world snowboarding. I now live back in Auckland with my husband and two beautiful children. I work for Auckland Transport (AT) and have a professional background in Resource Management and Transport Planning within Local Government. I have had a number of roles over the years including responsibility for obtaining regulatory consents for a number of major projects within AT’s capital programme and I am currently leading the Mass Transit Business Case for the City to Airport project. In addition to my professional career, I hold a Director role on the Board of the Northern Football Federation.

I was so excited to be accepted on the Leadership NZ Programme for 2017; it was something that I had wanted to do for the last five years as a number of friends and colleagues had been part of the previous Programmes. I feel very privileged to be part of the 2017 cohort and I am so impressed with some of the amazing careers that people in the group have. The Programme so far has been a very rewarding journey and with a couple of sessions complete I am really looking forward to the rest of the Programme. I have been able to utilise a number of the tools and techniques we have developed and it has really broadened my view, behaviours and actions as a person who wears many hats every day, enabling me to be more authentic and true to myself in all of these roles.

Alice Montague General Manager – Marketing, Fundraising & Communications Red Cross I have spent most of my working life at not-for-profits in the UK, Australia and New Zealand. I am passionate and committed to making a difference in my community, the country I call home and overseas. I currently work at New Zealand Red Cross as the general manager for marketing, communications and fundraising, having worked with the Red Cross movement here and in the UK for ten years. I’m now a proud Wellingtonian and am happiest when outside in the hills or beach with my whanau and dog. I want my children to grow up in a tolerant and equal society, where differences are celebrated and the environment is protected.

Every month I wait patiently for the next three-day instalment of the Leadership NZ Programme. The content is better than I could have imagined, incredibly varied, interesting and relevant for today’s challenges and opportunities. The speakers are inspirational, it is a privilege to meet them and hear their words of wisdom, and I am really enjoying the Kiwi context of the Programme, which is especially valuable for me as a Brit. I’m learning great skills and meeting wonderful people who continually inspire and motivate me to be a better leader in everything I do.

Andrew Jary Head of Production & Experience Services Auckland War Memorial Museum My early years were based in Nelson, where I connected with the region’s stunning outdoor environment and began to explore my creativity through art and music. I studied architecture at Victoria University and after graduating was attracted to a job in the museum sector, with the opportunity of working in a rich cultural context and engaging with a multi-disciplinary creative sector. I now work at Auckland Museum where I lead a talented team in the planning and delivery of the public experience projects. I believe that inspirational experiences have the power to influence deep change.

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What a gift – to explore deeply into key issues that sit at the edge of leadership in Aotearoa and with such a wonderful group of talented, passionate and compassionate leaders. I’m soaking up the conversations and the opportunities to connect with the inspirational leaders we are meeting along our journey. The exposure to multiple viewpoints and contexts is a challenging but welcome expansion to my understanding of the various factors at play in people, social and business organisations across NZ. I’m noticing my self-awareness shifting, quietly expanding at the edges, and an emerging re-connection with my truth and authenticity. I’m also experiencing an awakening of heart, creativity, aroha, and learning how this can be integrated into the context of social and organisational dynamics. I’m really appreciating how Leadership NZ encourages learning fluidly across intellectual, emotional and spiritual spaces, and has a strong hands-on/experiential element. Thank you Leadership NZ for a wonderful start and an exciting year ahead!

Anjum Rahmen Trustee SHAMA (Hamilton Ethnic Women’s Centre) Chartered accountant by day, changemaker by night, afternoon and weekends. I love working with some wonderful people to provide empowerment, opportunity, a voice and a vision for a better country. Providing access to multi-platform broadcasting; bringing people of different faiths together for worship; connecting ethnic women to their communities; representing Muslim women on media; raising funds; presenting to select committees; running for public office; delivering sexual violence prevention material to university students; educating high school students about their rights in the workplace… these are some of the things I’ve had the privilege to do alongside various groups of New Zealanders.

For me, the Leadership NZ experience has been one of transformation. A time of looking inwards, understanding what makes me who I am, so that I can begin to appreciate better what makes other people who they are. It’s been a reminder, an awakening, an exploration. I never expected that I would be baring my soul and making myself so vulnerable to a group of strangers! But we managed to bond very quickly and build an atmosphere of trust. Through sharing our experiences and being open to different viewpoints, we have been able to deepen our understanding and develop skills in being leaders that empower and strengthen others. The Programme has also given me the opportunity to challenge myself as well as to challenge others, and to interact with incredibly inspiring people, including a diverse range of speakers who brought their wisdom and expertise. Thank you Leadership NZ.

Anna Palmer Corporate Services Manager Foundation North I have had a varied career starting with the New Zealand Law Commission as a library assistant. I left for London in my early twenties with my British partner, where we were based for the next 15 years. I worked in both the public and private sectors across many industries providing training and research communications, procurement and facilities management. I also managed to travel extensively before returning to NZ, with the same English partner, for lifestyle reasons. We have lived on Waiheke Island for the last 10 years raising our lovely 11-year-old twins. I also have an older son based in Berlin. We have family in New Zealand, the United Kingdom and Colombia.

I am privileged to have been in my current role as Corporate Services Manager at Foundation North for the last four years supporting the amazing work that Foundation North does, engaging with its Auckland and Northland communities. I feel very honoured that I was accepted as part of Leadership NZ. I am loving working with the 2017 cohort. What a great bunch of talented, diverse people. The opportunity to hear insights and sharing from exceptional leaders is inspiring. My horizons are truly being broadened and I am learning to love being challenged (mostly). The journey has only begun and I look forward to the rest of this process which I have to say feels like will be life changing.

Avinash Murthy Operations Officer Ports of Auckland I am a seafarer by profession and have spent most of my adult life at sea with an amazing group of multinational colleagues whose culture and attitudes have shaped me to be the person I am today. I consider myself a global citizen. My motivation is to bring this very sense of a wider belonging and the idea of a greater influence to the people I engage with. I presently work at the Ports of Auckland with the Marine Services Department. Beautiful sunrises and sunsets, panoramic views of the city lights and the knowledge that a successful day contributes towards the collective wellbeing of this small-big city of New Zealand are my inspiration.

Being part of the Leadership NZ 2017 Programme was an opportunity I did not want to miss; it is an absolute joy engaging and participating with an amazing group of leaders. The Programme continues to surprise me with knowledge and thought-provoking ideas. The Programme solidifies my notion that many people from various walks of life and industry come together to collectively contribute towards a greater good. I continue to learn various aspects of leadership. Skills I gather not only help in my activities at work but also me as a person. Practising the techniques taught have proven to be immensely rewarding both in my professional and personal life. Experienced leaders sharing their knowledge and understanding is the most enriching experience. I feel motivated by this Leadership NZ cohort and am sure of the benefits that are in store for my development as a better leader.

WINTER 2016

PEN PORTRAITS

Having their Say Thoughts from the class of 2017 Brook Turner General Manager of Supportive Housing VisionWest Community Trust I believe the meaning of life is found in the service of others. I have twenty years’ experience in non-profit work where I have honed my skills in youth work, public speaking, project management and executive leadership. After founding and pioneering Zeal Education Trust as one of the country’s leading youth organisations, I have recently turned my attention to solving the inequality in New Zealand by tackling the issue of social housing. I am currently the GM of Supportive Housing at VisionWest and am involved in a groundbreaking programme called ‘Housing First’ which aims to eliminate chronic homelessness in Auckland.

The Leadership NZ Programme has given me fresh hope for my vocational aspirations. During my application, interview and initial retreat experience with Leadership NZ I held some suspicion and cynicism that this would be just another ‘death by PowerPoint’ marathon. I was astonished and surprised to find learnings in my Leadership NZ journey in my first three days that I had never pondered as a leader in twenty years of community work. Leadership NZ is making a mark on my life and my approach to leadership that will serve those I journey with for many years to come. You cannot lead anyone anywhere you haven’t been yourself and Leadership NZ has taken me on a new and exciting journey of life transformation. The most precious thing I have learned so far is that leadership is an art form and takes a lifetime to master it in all its facets.

Candice de Villiers Marketing & Communications Manager Q Theatre I was born in South Africa and lived in a number of cities and countries growing up. This experience has made me appreciate what a privilege it is to be able to now call myself a New Zealander. The performing arts have been part of my life from a very young age and I have chosen to make this passion my career. I value the positive impact that arts and culture can have on a community and my role as Marketing and Communications Manager at Auckland’s Q Theatre allows me to share that with tens of thousands of people each year.

Leadership NZ is exactly the kind of development opportunity I was looking for. I love the diverse make-up of participants from varied backgrounds and industries as it has provided many learning opportunities. The holistic approach the Programme has towards nurturing, challenging and fostering the individuality of each participant is hugely rewarding. Rather than apply a layer of ‘technique’ and ‘tools’ on top of one’s self, I am becoming aware of how Leadership NZ encourages me to embrace all that led me to be who and where I am today. Leadership NZ is teaching me that I take my whole self into my leadership, and so understanding and acknowledging all aspects of my past and present life is critical if I am to be a truly great leader. If I take nothing away from this year other than that one learning, it will have been a year well spent.

Cornelia Walker Manager, Business Enablement ACC I am a dedicated working mum who thrives on the challenge of being both. I have spent my career negotiating the best deals for my fellow Kiwis while working in a range of Commercial and Government organisations. One of the highlights of my career is having the opportunity to start my own company in the fashion industry which is another passion of mine. Now I have the pleasure of sharing this passion with my daughter in order to have a partner in crime.

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The Leadership NZ Programme has reminded me that you are never too old, experienced, or worldly to go on a journey of self-discovery. I look forward to every session and coming together with my fellow participants in order to build relationships with such an amazingly diverse group of people. I am also honoured and continually humbled by the people and communities that we are introduced to and the way that they embrace us as part of their own. I am learning to expand my worldview by accepting theirs and it is enriching not only my life but the life of my family.

Curtis Tohiariki Senior Advisor, Government & Executive Team The Earthquake Commission I have changed career direction several times, and with any luck, there will be several more changes to come. Having previously been a chef, small business owner, teacher and insurance specialist I now find myself working in the public sector for EQC. I am happy to say that it is the best place I have ever worked. This stems from embracing at work an adage which rings true in most aspects of life – ‘It’s all about relationships!’ I strive to develop meaningful connections with those around me and find that when this is done successfully, work becomes very easy. At home, I am supported by Josie (human), 3 dogs, 5 chickens, 4 horses, 2 goats and 2 cows.

On day one the question that I found I was asking myself the most was “who am I going to be to this group?” Critical thinker? Larrikin? Insightful contributor? Class dunce? I was ready to fit into the role that was required of me, to be guided by the needs and predilections of the other attendees. I was in chameleon mode. As it turns out, the group needed me to be exactly who I was. Cliché, yes. But there’s more. Leadership NZ demands that you ask yourself “Who can I be?” What are the aspects of myself that need time in the sun, that need to be drawn out and examined? What happens when we scratch a little more? I can feel that I am going through something important, and I feel so very fortunate to be given this opportunity. I look forward to examining all of the little truths that are to come and, of course, building those relationships.

Dylan Newbold Area Manager Kiwibank I have spent the majority of my career working in the financial sector in both consumer and commercial finance. Having held leadership roles for over 15 years, my passion is growing great teams and watching them learn and succeed. Kiwibank has provided me with the unique opportunity not only to work with a great team but to be a part of the New Zealand story with a rare opportunity to help build a bank which is both challenging and rewarding. Outside of work, I have a passion for the outdoors and enjoy recreation in our forest parks as well as conservation work to preserve them for the next generation.

The Leadership NZ Programme has provided me with an amazing opportunity to interact with leaders from a very diverse range of sectors around New Zealand. For me, their insight and viewpoints provide a very valuable opportunity to challenge and test my own thinking outside the groups of people I would meet through the course of my role. Working alongside this great group of people will provide valuable learning for me in the year to come as well as forming connections that will no doubt last beyond the Programme. The content of the Programme has reset for me a number of critical disciplines such as self-reflection and mindfulness that have over time unintentionally dropped out of my routine. Spending the time resetting these disciplines and reflecting on what my work style is will be the next steps for me as I progress on this journey.

Edna Novak Senior Director, Partner Engagement, Asia Pacific Teach for All I joined Teach for America after university, planning to teach for two years and then attend law school. But I fell in love with my students in New Orleans and wanted to do more to address the staggering inequities they experienced in education and society. I’ve taken on various roles with Teach For America and Teach For All since working to improve educational equity for kids across the globe. I had the opportunity to move to New Zealand and lead Teach for All’s work across Asia and the Pacific. I jumped at the chance to live here, having fallen for NZ years before. Today, I’m grateful to call Auckland (and Air New Zealand) home.

I came into Leadership NZ seeking to build and deepen my connections with New Zealand - with the land and sea, with the people, and with new organisations and communities. My experience with the Programme so far has consistently exceeded these expectations. I am grateful to be part of a diverse and inspiring cohort of leaders who each bring such great energy and wisdom to our discussions and workshops. And I am learning so much from the perspectives of the leaders and organisations we are getting to visit and hear from at every session. Leadership NZ is doing more than deepening my connections with New Zealand. It’s reminding me of the strength we can generate by sharing and growing in our journeys together.

WINTER 2016

PEN PORTRAITS

Having their Say Thoughts from the class of 2017 Greg Hartwell Crew Chief, Green Watch Auckland Airport For 32 years, Auckland Airport has been a large part of my life. After working for our national carrier, I discovered life in the emergency sector as a volunteer firefighter in my local community. My passion for firefighting ultimately led to a new career path combining two of my passions, aerodrome and firefighting. A dream career 24 years young, I have progressed through the ranks to officer management level, training personnel both domestically and internationally. This career progression has enhanced my knowledge and skills not only as an emergency responder but more importantly, it has given me life tools to educate and manage teams of people in what can often be a challenging environment.

When I was offered this Programme I started questioning myself, my leadership style, team environment and direction. On day one I was petrified. But then the penny dropped - most of my cohort had similar thoughts. Talk about an awakening! The Leadership NZ facilitators, guest speakers and cohort immediately managed to open my life up like a can opener, forcing me to open up, explore my emotions, thoughts, roots and ancestry, and explore and understand the world, communities and environment. The journey is only beginning, but I have come to the conclusion that life is too short and one must build bridges, get over it, and chase our dreams. This is a special Programme and the world would be a better place if more of our leaders experienced it. In order to be a “good leader”, we need to understand oneself, the people around us and the community. Thanks, Leadership NZ, I’m on the plane and heading to our next discovery.

Helen Goldstraw Administration Team Leader Primary Maternity Administration Counties Manukau Health I was born in Yorkshire, UK where I studied, worked, married and had my three beautiful children. We moved to New Zealand in 2006 for a better life and so far have not regretted this decision. I am a people person and as a child wanted to become a nurse. When I was not accepted into university, I decided on a Medical Secretarial & Practice Management Diploma instead. Then I took a gap year, started working in the Emergency Department of the local hospital and my career pathway carved itself from there. I have worked as a personal assistant, medical secretary, administrator and ward clerk in various specialities, DHBs and private hospitals in the UK and New Zealand. In the last seven years, I moved into leadership as my passion is to bring to the forefront of peoples’ minds the importance of non-clinical roles within

health, workforce development and ensuring we have a voice in quite a hierarchical workplace. Leadership NZ is one of those life changing experiences that excites, upsets, challenges and shapes you as a human being so I am grateful for the Diversity Scholarship and support from Counties Manukau Health for enabling me to take part in this wonderful journey. I feel privileged to have listened to some great speakers, shared a small part of other people’s journey in life and looked deep into my own. I have enjoyed the rare opportunity to have time away from the day-to-day pressures and focus entirely on something new, particularly self-reflection which I think will help greatly in my leadership role. I feel like I have learnt to believe in myself more, I feel my soul has grown and will definitely recommend this fantastic learning opportunity to many other people. Leadership NZ has taught me that together we can make a difference.

Ian Williamson Partner - Performance Consulting, Advisory KPMG I was born on the West Coast of Scotland before moving to Australia, where I attended school and university. As a career management consultant, I’ve moved around a lot during my career. I started my professional life in Melbourne with a large multinational and was then lucky enough to live and work in Singapore, Malaysia, Indonesia and the USA. In 2014, realising I needed to ground myself and stop living out of a suitcase, I made a choice to settle in New Zealand and continue my career with KPMG in Auckland. Outside of work you can find me playing football at the park or spending time with animals. 16

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I feel like even after a few sessions, the Leadership NZ Programme has already begun to have a profound effect on me. I started with quite a lot of apprehension around how my (pretty conservative) personality and my private sector background would prevent me fitting in with others in the group. A few months in, the opposite has been true. The Programme and its participants have already formed such a great, positive bond - and as clichéd as it sounds, the offsite events have really challenged my perceptions and purpose as a leader. This will resonate from me to my team, my clients and my community. I am really excited to see how this journey continues across the year – not just for me, but for my new friends as well.

John Hodgkin Regional Manager Ravensdown I am a proud Kiwi, raised in a rural farming community in West Otago. It was here that I was exposed to the agriculture sector, and developed a passion for the whenua – its importance and the opportunities it created for local rural communities, and the wider benefits the primary sector has on NZ. I have been with Ravensdown for 14 years, holding various roles, and Regional Manager for the central South Island for the past seven. This is a role which I cherish, as I am able to be involved in the community and visit farmers, and have opportunities to deliver on the company strategy and have involvement in key decisions.

The Leadership NZ Programme has certainly enlightened me and challenged me in new ways. The unique nature of the Programme is like nothing I have experienced before. Interacting with other members of the 2017 cohort has been great. Growing up in a rural environment and spending all of my professional career in the primary sector in the South Island, I feel privileged and have enjoyed interacting with different businesses, cultures, backgrounds and beliefs. We all live in an amazing country. As a group, we have an awesome opportunity to make Aotearoa an even better place to work, live and play! Thank you to the 2017 cohort for the richness of the stories, the great comradery, bringing your ‘true selves’ and having some fun!

Jolie Wills Founder & Managing Director Time of Your Life After training in cognitive psychology, I spent my early career in the mental health, disability and older person sectors. I was awakened to a disconnect— an undervaluing of whole sections of society. With this in mind, 13 years ago I founded a social enterprise that publishes life stories. The aim is to value the lives of older people and build a bridge between generations. After the Christchurch earthquakes, I developed psychosocial programmes to support Cantabrians affected by the earthquakes. This was a career highlight, along with shaping the practice of disaster recovery globally. I am now exploring how storytelling might be a useful tool in bridging divides and solving complex social problems.

In my work, I am inspired by the potential that’s inherent in the social problems we face. Leadership NZ is helping me to explore how I might most usefully contribute, how these problems might be understood from different angles, what leadership in this space requires of me and how I might support the work of other leaders. I have come to better understand my strengths, but more crucially my doubts, fears and self-imposed limitations. The fellowship of inspiring leaders along the way is a true gift. So too is the belief of those who supported me to be here. The problems we face are becoming increasingly complex. Old approaches will not serve us well. I know the power of relationships, of kindness and of tenacity. However, it’s also going to take bucket-loads of courage to challenge when needed, and to think and collaborate differently. Leadership NZ has supplied me with the buckets and with the means to fill them!

Kaan Hiini Crafter, Visualiser, Doer Curative Born and bred in Tamaki-Makaurau, I whakapapa back to Rotorua and Northland, Te Arawa and Nga Puhi. My father’s family names are Hiini and Rogers; my mother’s, Marsh and Beazley. I’m proud of my Maori heritage but I feel I have lost connection to it, and am in the process of exploring and reconnecting with my cultural identity. I’m a graphic designer, art director and video producer, passionate about using my skills for good. I do this day-to-day at Curative, a creative agency working to change the narrative of complex social issues using creativity, connection and collaboration. I’m committed to using co-design in my creative process - truly listening to audience insights to guide design and creative decisions.

Leadership NZ has been a privilege to be a part of. It has challenged and stretched me in the best ways. The conversations we have had over the past few sessions have felt important and rich, essential to the development of our national identity. The cohort has been amazing to be a part of, supportive and inclusive, creating the perfect space to explore what it means to be a leader in New Zealand. Personally, it has motivated me to be a better person, reconsider my thinking on many issues, and encouraged me to explore ways to better enable the people and communities I am surrounded by. The lessons have been wide-ranging and thoughtful, and as I continue on my journey to become a better leader I know I will cherish the perspectives and tools encountered through Leadership NZ.

WINTER 2016

PEN PORTRAITS

Having their Say Thoughts from the class of 2017 Katherine Short Partner Terra Moana Ltd Having spent 25+ years outside New Zealand, it took a while to figure out my turangawaewae. Growing up in Singapore, I always wanted to work internationally for WWF, the conservation organisation. I then did for 17 years in marine conservation. I believe in living lightly on our one planet and guiding others to do similarly. I am blessed to have life and business partners who also live this kaupapa welcoming the complimentary nature of great partnerships. Nadine and I have a civil union and two dogs; Tony and I co-own Terra Moana New Zealand Ltd, a sustainability advisory company.

Having lived and travelled internationally, calling New Zealand home is a privilege. I have been an environmental leader since college. I then led the WWF global fisheries network, pioneering innovative marine conservation. Having established a foundation at home, I needed to better anchor how I work in Aotearoa/New Zealand and sought out Leadership NZ. I am impressed with how the Programme draws on the best of global, some might say universal, approaches to foster leadership, spiritually, practically, authentically, and excited to bring this into my professional and personal learning. New Zealand society is at a critical point with important choices to make to ensure we do not erode the precious qualities of what New Zealand is and can offer the world. Through our interconnections, every choice matters. Through Leadership NZ I seek to understand how to reach more people with the message that we can and all must make a difference, every day.

Keryn Bristow Team Leader, Attendance Services Ngapuhi Iwi Social Services I am a proud Maori woman fluent in my language and steeped in my culture. My tribal affiliations are Te Aupouri, Ngai Takoto and Te Aupouri. I am the eldest of seven children. Five of us live communally on a 15-acre lifestyle block in a papakainga setting on the Mangonui Harbour. We are committed to living sustainably and supporting one another. I have worked extensively in the public and community sectors. I recently took office at Te Runanga Nui O Te Aupouri. I am passionate about identifying and implementing better social, environmental and economic outcomes for my people.

Upon arrival at the first session, I was nervous, unaware of what lay ahead, I was full of anxiety and vulnerability. By the end of the first session, most of my inhibitions had disappeared. The delivery style and pace are great and the way we are broken up into smaller working groups encourages greater participation and deeper connections. I am thoroughly enjoying the Programme and grateful for the friendships that I have fostered in this short period of time. I am continuously surprised by participants and their willingness to share their vulnerability. I am mindful that we all bring very different life experiences both personal and professional and I am excited to be part of a movement like this. What an honour it is to run with a pack who are as passionate as I am about making a change for our country and the future generations to come.

Kirsty Marlow Infrastructure Alliance Manager Downer New Zealand I am a civil engineer and have contributed to the construction and maintenance of critical assets on three continents. Hailing from England, the call of lifestyle and opportunities saw me head to New Zealand in early 2004. Iâ&#x20AC;&#x2122;m now a New Zealand citizen, and I have not looked back. I have been able to balance a meaningful career in road maintenance and asset management with a fun and fulfilling family life, thus providing a real life example to young women starting out in the construction industry that it can be done. Outside of work I help out with committee work for my sonâ&#x20AC;&#x2122;s rugby club and run for fun and fitness.

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Whilst at this stage we are only part way through our year of discovery, I am so impressed by the breadth and depth of the Leadership NZ Programme. I wasnâ&#x20AC;&#x2122;t sure what to expect, but I feel extremely privileged to have been selected and to have become part of a movement much bigger than myself and my organisation. The Programme provides a real challenge at a personal level, but in a safe space, and the bonds and connections that have developed between the group thus far will be, I have no doubt, lifelong. We are honoured to host the most amazing speakers who impart their knowledge and experience with honesty and humility. The wisdom and skills, both individual and collective, that the participants bring, and the learnings and insights still to be gained on our Leadership journey will help to further strengthen the foundations of a better New Zealand for us all.

Manoj Ragupathy Privacy and LGOIMA Manager Auckland Council I am a Sri Lankan-born New Zealander who has lived, studied and worked in this country for almost all of my life. I have a legal and policy background which serves me well in my role at Auckland Council helping the organisation be as transparent as possible while maintaining appropriate controls on personal information. It’s an exciting time to be working in Auckland, watching its development into a truly global city that is attracting people from all over the country and the world. Before working in the CBD, I worked supporting community development in the vibrant South Auckland communities in Manukau, where I still live.

The Leadership NZ Programme has been exciting, surprising and fulfilling with plenty of challenge and just the right amount of discomfort to help grow my leadership ability. The best part of the Programme has been working with some highly successful and passionate leaders with a keen focus on making a difference to their organisations, communities and the country. Diversity is truly our strength. The diversity of thought, experience, culture, and values that are the hallmark of Leadership NZ Programmes supports us all as leaders to face the challenge and opportunities of leadership in the globalised 21st-century world.

Mark Langdon Director Business Assurance New Zealand Trade and Enterprise I am an Australian who moved to New Zealand more than a decade ago, and who now calls Wellington home. I have spent most of my career in the private sector, but joined New Zealand Trade and Enterprise four years ago and have discovered a passion for public service. I am married and have two children, a boy and a girl who are 15 and 13 respectively.

I expected big things before joining the Leadership NZ Programme and my expectations are being met. I set out to deepen my understanding of what it means to be a leader in, of, New Zealand. I am enjoying learning more about New Zealand and its issues while exploring my own leadership style and values and what authenticity means to me. I hope, expect, to uncover where I can make a real difference in my organisation and my community.

Mele Wendt Consultant, Director, Governance Facilitator

I came to Aotearoa to attend university, having spent my childhood in Samoa and Fiji. My career has centred on education - first as a high school teacher and then in tertiary education for 19 years – as founding Pacific liaison officer and manager of student recruitment at Victoria University, and then as CEO of Fulbright NZ. More recently I have worked for myself doing consultancy and governance work and I’m also involved in a number of community groups. Our super-diverse country has some challenges (and opportunities) and I’m keen to help ensure better outcomes for Pacific people, Maori and minority groups, especially in leadership, management and governance.

I enrolled in this Programme for its personal development aspects to become a better person/leader, to test my ideas about and experience of leadership, and to connect with a variety of leaders from different sectors. So far the Programme is delivering on all counts! I’m especially enjoying and benefitting from the tools for personal growth, the amazing senior leaders who come to share their knowledge and experiences with us and getting to know my wonderful fellow participants. The Programme provides much food-for-thought, inspiration, challenge, insights, learnings, encouragement, the full range of emotions (including tears), and fun!

WINTER 2016

PEN PORTRAITS

Having their Say Thoughts from the class of 2017 Natalie Morris Continuous Improvement Manager, Airfield & Emergency Operations Auckland Airport At an early age, my family immigrated to Auckland from Johannesburg, South Africa. I completed bursary at Edgewater College by 17 then ventured to the UK. I returned to complete a Bachelor of Business in Accounting while gaining experience in varying industries and proficiencies; from production, electronic payments and recruitment to aviation, hospitality and systems implementation. Still curious about Germany, I relocated to Berlin for a couple years where I became involved with investment banking before returning to New Zealand and the aviation industry with Auckland Airport as Continuous Improvement Manager for the Airfield and Emergency Operations teams.

The journey through Leadership NZ has been well-formulated and thought out. It has altered my direction, having me reconnect with the culture of NZ and challenged me to refocus my outputs, through structured and cogitated learning – delving into my inputs, capabilities, priorities and weaknesses. It hasn’t been your typical leadership course. The open interaction with the speakers and the opportunity to work with and share the wisdom of such a diverse group of thinkers and doers from varied backgrounds, specialities and locations is invaluable. The skills practice and experience through the workshops are usable throughout, not just constrained to the working environment. I have never felt more integrated to Aotearoa and take pleasure in knowing this is still the beginning. Every session starts with anticipation of challenge and leaves me exhausted and satisfied, but still creating the space for the in-depth inquisition of self and our environment.

Nicky Vella Producer Last Tapes Theatre Company I am a theatre producer and a proud member of the Last Tapes Theatre Company team. In 2016 I worked with Last Tapes to produce our ‘First Steps’ season including three original works by debut writers, a deaf scriptwriting workshop series, and The Actors’ Program graduate play. I also work as a learning consultant, designing and delivering learning initiatives and quality resources with impact. I love it when these worlds combine, and I work on a number of education and accessibility projects in the theatre industry, including The Basement Schools Programme. My favourite part of each day is the time spent with my daughter.

Since joining the Leadership NZ Programme I’ve found myself on a fulfilling, rewarding, and thought-provoking journey of discovery. Knowing myself as I really am, while deeply considering the world and people around me is the work of a lifetime, and Leadership NZ has given me the support, time, and tools to begin this work. I’m so grateful to have a wonderfully honest, wise, kind, and supportive group to spend the year working with at Leadership NZ. These first months have already changed the way I act and carry myself each day. More importantly, I’m gaining a deeper understanding of the breadth of lived experiences in our country, the challenges we face at a national and community level, and the opportunities at our fingertips.

Nigel Thomson General Manager Corporate Services Landcare Research I am a proud father of two children and I have spent the majority of my working life as a finance professional, first in an accounting firm and then in the energy and research sectors. In 2014 my wife and I moved to Canterbury where we are able to expose our kids to a rural lifestyle. My past passions include tramping and cycling. Most of my spare time is spent with my family and on our 10-acre block.

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This year the Leadership NZ Programme has given me a unique opportunity to meet, talk to, and learn from a diverse group of talented and inspirational leaders – all who bring different backgrounds and skills. Leadership NZ has also offered precious space away from working life to consider my approach to leadership, different worldviews, and to better understand and value what they mean. My purpose for attending the Programme has been to enhance my leadership abilities and attributes and to gain greater insight into my own and others’ leadership style. I see an opportunity to make a difference in my local community, and through my work, in commercial, educational and not-for-profit environments.

Peter Thomas Chief Credit Officer Bank of New Zealand Born in Ashburton, my heritage is an intergenerational farming family. I hold an agricultural degree from Lincoln University, a postgraduate diploma from University of Auckland Graduate School of Management, as well as being a Chartered Accountant. Most my working career has been in commercial banking. Currently, I am the Chief Credit Officer for the Bank of New Zealand, based in Auckland. As well as a fulfilling work career, for me, giving back to the community has been an important goal, and I have taken an active role with the Maclaren Park Henderson South community trust in West Auckland as a board member and treasurer.

I was looking for a leadership course that would challenge my comfort zone and learning edge and assist me in rounding out my management skills through a focus on the softer aspects of human resource management, given people constitute an invaluable asset to any organisation. I have found the Programme is a heart leadership programme, assisting senior leaders to develop their own perspectives on ‘our place in the world scene’, and how we can all assist in achieving a difference through a more sustainable and inclusive society. Key is the network the Programme creates across different business models and social and geographical boundaries. The development tools being used and taught, work at both a personal and organisational level, which is what makes this Programme so unique. I can see how it will make me a more resilient manager, who values diversity, and the different perspectives it provides to me, my workspace, my community, and New Zealand as a very special country.

Pieter Tuinder Acting Director of Partnerships Department of Conservation I am a first generation Kiwi from Dutch parents. I have worked in local and regional government for much of my career focused on resource management, balancing development with community needs and environmental sustainability, particularly in Tamaki Makaurau. The last 10 years have been with the Department of Conservation - it is a privilege to work with such passionate and dedicated people across Aotearoa, both within DOC and the huge number of organisations and community groups that devote their energy to restoring Our Nature. My other passions are supporting my whanau and expressing my creativity through art and poetry.

The Leadership NZ Programme has been interesting and surprising, with central themes of challenging thinking, exploring identity, and reflection on how to be a better person at work, at home and in the community. The combination of inspirational speakers, personal reflection exercises, and honest conversations is a format that knocks any complacency out of you. This is a positive, life-shaping opportunity to be embraced.

Richard Small Service Manager Counties Manukau Health I am a 4th-generation-New Zealander and this country is my home. I have spent my working life in healthcare, as a physiotherapist, then transitioning into health service management. I see my role and passion is to help design and implement high-quality services to meet the needs of our community. I have a significant part to play in the growth and development of our health workforce. I love helping people develop and perform. I have a passion for the outdoors and helping others experience this as a way of growing in themselves. I also love baking and music as personal releases and a way of giving to others.

The Leadership NZ Programme to date has been an amazing experience! I have met some truly gifted and inspirational leaders from such a wide range of settings and sectors. I am learning so much more about myself than I thought possible and it is wonderful to support and be supported in doing that. I can see that this Programme is already having an impact on my life and how I can develop as a leader. We have so much opportunity in our country to be world-leaders in integrating culturally, across sectors, through age ranges and socio-economic backgrounds. I want to be a part of that – to contribute to a better New Zealand –and this Programme is helping me find my place and courage to step out and make things happen!

WINTER 2016

PEN PORTRAITS

Having their Say Thoughts from the class of 2017 Rui Peng Co-Founder & Creative Director Critical Design Ko Puketapapa te maunga. Ko Pacific te moana. Ko INCEDO te waka. Ko Gao toku tipuna. Ko Peng toku tipuna. Ko Manchu toku iwi. Ko Han toku iwi. Ko Roskill South toku marae. No China ahau. Ko Gao Ming raua ko Peng Xiao Liang oku matua. Ko Rui Peng toku ingoa. I hold in my ancestral identity the tension of the Manchu, the ruling tribe of the final Qing dynasty with the Han tribe, from which my great-grandfather was a runaway communist activist and excommunicated political leader. We crossed the Pacific Ocean 23 years ago as immigrants from China. Now Puketapapa is my Mountain. INCEDO is my waka and Roskill South my community. My name is Rui Peng.

Firstly, we can seek to understand new ideas, paradigms, worldviews and cultural perspectives on an intellectual level; however, I believe experience is the ultimate filter, lens or engine upon which it is digested or converted into tangible action. Think about love. It is caught not taught. Love is demonstrated firstly to us by those who raised us. I think what Leadership NZ does really well is that it creates learning through experience and relationship with others who may not intersect. Secondly, I believe there is nothing worse than properly solving the wrong problem. Leadership NZ creates the breathing spaces for us to pause our busy rhythms to engage with the ‘other’, to reflect on our own practice, to challenge the systems we are a part of and to pivot our practices for the marginalised in our society.

Sarah Anderson Manager Customer Experience & Engagement, Licencing & Compliance Services Auckland Council I am an American with a Kiwi accent and a proud public sector worker. I have spent almost 10 years working in local government and am committed to making a difference in Auckland. My passion is finding hidden talents in people and bringing out the best in people. I manage a talented and diverse group that support Licensing and Compliance Services in Auckland Council. Prior to local government I enjoyed being a youth worker (with ages 11 – 13) and less enjoyed being a banker. Outside of work my time is committed to family, friends and trying to become a runner.

The Leadership NZ Programme has been exactly what I needed to grow as a leader. I have been challenged each step of the way and provided the tools to meet the challenges head on. The amazing and varied speakers have opened my eyes to new ways of approaching not only my work but my life. I have been inspired to use my leadership opportunities at work more effectively. I have also been inspired to use my discretionary time to make a difference. New Zealand boasts amazing talent. I want to be a part of growing that talent, making sure young people have the tools they need to succeed, particularly around mental wellbeing.

Shona Meyrick Manager, Business Process Manager ACC I came to this wonderful country eight years ago, after 12 years working with PwC UK. After only intending to stay for two years, the people and opportunities have kept me here. When I walk my dog around Wellington harbour and or through the hills surrounding, I feel lucky to call New Zealand home. I’d like to be able to give something back. How we re-orient services to meet the needs of citizens today and for the future is the question that drives me and I now lead a business process improvement team at ACC enabling me to fulfil my passion for public service innovation.

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Leadership NZ has given me the true luxury of time. Time to meet a group of quite wonderful new people. Time to learn and try different approaches to current problems. Time to sit and reflect alone or with others. After some trepidation and anxiety ahead of the first retreat, I now look forward to them each month and come away feeling rested and with greater clarity to approach the month ahead. The opportunity this Programme presents to learn more about this country and the people who live here is amazing and I’ve felt privileged to hear from the speakers so far on different leadership challenges. I am excited to further strengthen my relationships with the group and to continue to challenge myself in uncomfortable moments. Having had my appetite whet from the first two retreats, I can’t wait to see what the year ahead holds for me and my Leadership NZ colleagues.

Sonia Isaac Director KPMG I reside in Wellington having started my professional accounting career with KPMG in 2000. As one of the leaders of the Wellington audit division, one day is never the same as the other, which keeps the role interesting and challenging. My role requires a variety of skills from coaching, project management, financial management, business development and educating. In my role, I get the most satisfaction from coaching and supporting so many passionate and talented young New Zealanders. Outside of work you will found me in our large garden harvesting vegetables and fruit or relaxing in the Wairarapa.

Having grown up in rural Southland in the 80’s and 90’s and then to working in a big city corporate I have had limited exposure to different cultures and socio-economic differences within New Zealand, prior to the Leadership NZ Programme. The Programme has given me the opportunity to obtain a small insight into what challenges some of New Zealand’s citizens are facing on a daily basis. It has also opened my eyes to the number of Kiwis who are independently working in pockets of our society in order to make a positive impact on our communities. I can only hope that I can take some of the insight, courage and passion from these individuals to make an impact during my own leadership journey.

Sue Quirk Head of People & Culture Te Papa Tongorewa I am proud Mainlander who has lived in Wellington for 16 years. Over my career, I have been fortunate to work for some iconic and progressive New Zealand organisations starting with Fisher & Paykel and more recently Te Papa. My passion is creating successful workplaces where people can fulfil their potential. More recently, I have become a Director for St Mary’s College Board of Proprietors and I’m privileged to be part of our mission to ‘enable young women’. Over the years, I have been fortunate to travel and visit many countries and I love new experiences and exploring different cultures.

I feel very privileged and lucky to have the opportunity to reflect and learn amongst such inspiring leaders and guest speakers. The Leadership NZ Programme is providing an ideal opportunity for me to reflect on my leadership impact, learn more about myself and challenge myself in different ways than orthodox learnings, for example, poetry writing. I am also learning more deeply about Aotearoa and the current challenges we face as a nation. By spending quality time with the other participants, I hope to see how in some small and larger ways we can effect positive change in our society. I am looking forward to the rest of the Programme, to be challenged, to grow and to build new relationships and friendships.

Tim Jones Innovation, Business Improvement & Experimentation Manager NZ Defence Force My current role is the NZ Army’s Innovation Manager. My service to the Army and to New Zealand is a source of great pride for me. I have a passion for innovation which I truly believe will be the key to New Zealand’s success in the 21st century. There is so much potential in New Zealanders and I really enjoy drawing out this creativity and providing frameworks to allow people to come up with their innovative solutions in areas of their own expertise. The outdoors is another passion of mine and I love getting out tramping, hunting and fishing on the weekends.

If there is one feature of Leadership NZ that stood out to me it has to be the sheer diversity of thought that is present in both the participants as well as the speakers. This has been a fantastic learning opportunity for me, allowing me to engage and network with people I would not have met otherwise. The sessions offer a huge range of opportunities to learn new skills both from the coursework as well as from my peers. I know that these new skills and tools will allow me to become a better leader, which in turn will benefit my community as well as New Zealand as a whole. There is an amazing sense of community around Leadership NZ which means that the participants are never afraid to ask questions or explore new ideas and concepts. This has produced an incredible environment that is highly conducive to learning.

WINTER 2016

ALUMNI CONNECTIONS Kimberly Rees

Josephine Bartley Leadership NZ Alumna (2011) Typical of a Pacific culture, Josephine Bartley is a humble leader who finds it difficult to talk about herself. When pressed, however, we find that Josephine’s history is a rich tapestry of interwoven experiences which make her the respected community leader she is today. When delving into her past, it is clear that ‘helping others’ is in Josephine’s DNA. Born in New Zealand to Samoan immigrants, when she wasn’t studying, much of her youth was spent volunteering. Having gone to law school, in 1998 Josephine was admitted as Barrister and Solicitor of the High Court of New Zealand focussing on criminal law early in her career. Then in 2002, Josephine started as a Consumer Law Advisor at the Ministry of Consumer Affairs and stayed there until 2015 where she says “The best part of the job was empowering people about their consumer rights.” In 2010, Josephine was elected to Auckland Council’s Maungakiekie-Tamaki Local Board. Although this was a parttime position, it was emotionally ‘full-on’ Josephine says, “It was a challenging shift coming from being a community activist (on a state housing redevelopment project) to being a decision-maker – going from outside the tent, to in it!” As if juggling two jobs wasn’t enough, a community leader recommended that Josephine do the Leadership NZ Programme in 2011. She says, “I thought it was going to be a series of lectures and an academic-type classroom course. It was so much more than that!”

www.leadershipnz.co.nz

Josephine states, “The Leadership NZ Programme helped me come out of my shell and it was also like holding a mirror up to yourself. The Programme gives you the time for self-reflection and encourages you to be more of who you are. It validated me as a leader and made me feel comfortable claiming that title while still developing my own unique style of leadership based on the Samoan saying O le ala i le pule i tautua – The way to leadership is through service.” Josephine goes on to say, “The selfreflection aspect of the Programme made me realise I had to get healthier, which was prophetic, as I went through a health scare a few years after finishing the Programme. I was able to get through it because I had already changed my life to be more active - thanks to that Leadership NZ mirror!” After leaving the Ministry of Consumer Affairs, Josephine did some short term work with the NZ Red Cross and credits their work in mobilising ‘the power of humanity.’ Now in 2017, Josephine states that she only has one job, that being Chair of Auckland Council’s MaungakiekieTamaki Local Board, a role which she is honoured to share with fellow Tamaki community stalwart Chris Makoare. But again, we find she is still doing more than ‘one job’ as she still goes on the community patrols she helped establish with community leaders and the Glen Innes Neighbourhood Policing Team, she supports local youth in her spare time, she is a proud board member of the Glen Innes Family Centre and the Glen Innes Business Association, and is a long-standing member of PACIFICA.

Josephine values and credits a lot of her growth as a leader to her community experience. “I’m inspired by the people I am with in Tamaki and I learn something new from them every day. I am blessed to be where I am, even though it’s not easy,” Josephine states. She goes on to say, “The Programme taught me to chase the moments that scare me because that is where you will grow.” A favourite saying of hers is, “How we walk with the broken, speaks louder than how we sit with the great.” Josephine says, “While in the Programme, I wrote down what the speakers shared as their learnings and I refer back to it often to help me with a situation I am facing. I remember learning about using your levers of influence in your position for the benefit of others, as well as other helpful tools around self-reflection, journaling and being present – all of which has had a profound effect on me.” Josephine’s advice to those considering the Programme is, “Do it. It will help you be you and how you are as a leader. For me, I go where the waves take me and it took me into the Leadership NZ Programme. It has enhanced my life by exposing me to different issues facing our country and to people outside my normal circles. I’ve had conversations I probably wouldn’t normally have had and this has made me more robust as a leader.” Josephine is riding the waves to many places, immersing herself fully when she is there and is a fine example of integrative leadership.

ALUMNI CONNECTIONS Sian Henderson

Neville Pulman Leadership NZ Alumnus (2006) Neville found many lessons and driving forces within himself during his time on the Leadership NZ Programme, teachings that continue to help him through his leadership endeavours, including his most recent transition from commercial to a social enterprise role. Since the Programme, Neville has found that many of the benefits and learnings from the Programme reveal themselves over time. The first and most immediate change experienced was an “openness to a much broader NZ perspective and a reality check on the vast diversity and ways in which great leaders are actually contributing and moving NZ commerce, community and the country forward.” On a more personal level, Neville found new confidence in himself to occupy and participate in leadership opportunities outside of commercial life, a key change in his growth as a leader in all facets of life. Some of which he credits to his regular exposure to such a diverse range of people during the Programme where he has affirmed, “Great leaders are critical enablers of people, ideas, and resources.” When asked about the challenges faced, Neville reveals there were many issues that affected him deeply. One of these being the state of our media - where headlines and soundbites give the illusion of separateness in our country when the reality is actually something much more comforting – the diverse mix of people that choose to live here have a lot more in common that we think, “With a little listening and true depth of conversation we actually start to align pretty quickly behind

what’s important for NZ and an almost unwritten set of values.” Neville urges us to all try it sometime. “You’ll find although NZ is complex like any other modern country, it is also beautifully simple at its heart.” On a similar note, an important skill Neville has taken from his Leadership NZ journey is the notion that you can always “learn from the people and situations around you. Leaving any leadership ego at the door and entering into challenging and genuinely two-way dialogue allows leaders to discover the “gold” – the gold that truly engaged people offer up when their diverse talents and perspectives are uncovered in a trusted environment.” The Leadership NZ Programme was a strong building block in affirming that which drives Neville to be a leader – the service of others. “Believing in people and giving them the right conditions to thrive and expand on their strengths has to be one of the most fulfilling leadership outcomes you can experience.” Although there are many paths to being a leader, as he learnt on the Programme, “Without driven and willing people at the core momentum, the real success is lost.” Over the past ten years, Neville has stayed in touch with Leadership NZ, contributing where he can. A regular interviewer on the panel for potential candidates, he finds immense joy in meeting other Kiwis intent on a journey in leadership. “Often the interview questions and responses support the earlier notion that we

are not all that far apart in terms of what we know is good and potentially great for this country.” After years in the commercial space, Neville recently moved into the social enterprise sector, an opportunity he says was possible thanks to the Programme. “From bumping into two Leadership NZ Alumni in a lobby a couple of years ago I’m now fortunate enough to be supporting an incredibly inspirational leader right now in my role at Be. Accessible.” “Be. Accessible is a great example of taking focused leadership and clarity of mission and connecting it with a diverse, driven, and high achieving team. The social enterprise space comes with constant challenges but that clarity of mission gets energy from those challenges. Diversity of input constantly pushes the edge of achievement and innovation.” When asked who he looks to as a role model in leadership he shares how he loves Minnie Baragwanath’s (Leadership NZ Alumna 2007, Chief Executive Be. Institute) leadership style, “It’s that mix of single-minded mission, heart and aroha for her team, always looking to stretch, grow, innovate, and that rare ability to stop in amongst the heady challenges and connect in the moment with individuals.” As our interview comes to a close, Neville concludes, “Unless leaders are prepared to live on that uncomfortable edge, striving to make the complex simple, we don’t get change – it’s great to be working on that edge for such an important social return that also benefits all NZ.”

WINTER 2016

BOOK REVIEW Jennie Vickers

Winning through Integrative Thinking Review of “The Opposable Mind – Winning through Integrative Thinking ” by Roger Martin In a year when we are bombarded with stories of political naivety, poor intellectual capacity (in a place most needed) and partisan decisions, the educated are running in increasing numbers to read more books and, interestingly, more hard copy books. The challenge for busy people is: What distinguishes one business book from another and makes one worth a read and another, more of the same old same old? The Opposable Mind – Winning through Integrative Thinking by Roger Martin (which I read in paperback form) wins from the dual perspectives of being distinguished and being closely allied to Leadership NZ’s 2017 theme. Distinguished in this context means a useful guidebook with a roadmap/plan for putting the book’s lessons into action. In an article originally published in HBR in 2007 (two years before publication of this book) the book’s author Roger Martin said, in explaining the meaning of Integrative Thinking and Integrative Leadership: “We are drawn to the stories of effective leaders in action. Their decisiveness invigorates us... But this focus on what a leader does is misplaced. That’s because moves that work in one context often make little sense in another, … A more productive, though more diffi-

cult, approach is to focus on how a leader thinks—that is, to examine the antecedent of doing, or the ways in which leaders’ cognitive processes produce their actions.” Martin’s approach is to share stories from business which illustrate the thinking behind good and bad decisions and successes. For those in a hurry or with a reluctance to commit more time, I would recommend hitting Chapter One to understand the context and the hypotheses of the book and then jump to Chapter 8, where all the learning is nicely pulled together. Chapter 8 is called “Using the Past, Inventing the Future” which is beautifully aligned to the Leadership NZ philosophy. Speaking about AG Lafley of Procter & Gamble, Martin reflects that the most striking aspect was “how he used his experiences both to deepen his mastery and nurture his originality, rather than focusing on one at the expense of the other.” This is the critical message from the book. The four step integrative thinking/leadership process, which evolved from studying more than 50 great leaders and which we can easily implement ourselves is: 1. What information do we consider relevant and important, i.e. salient to a particular decision?;

“We were born with an opposable mind, which allows us to “hold two conflicting ideas in constructive, almost dialectic tension. We can use that tension to think our way toward new, superior ideas.”

– Roger Martin

www.leadershipnz.co.nz

2. How do these pieces of data relate to each other and what pattern is formed by that relationship, i.e. causality?; 3. With a causal map of salient features in our mind, we can see the architecture intended to produce a specific outcome, i.e. the decision; and, 4. See a resolution/decision, but more clearly see how that decision could vary with any shift in the first three stages. You are going to need chapters 2-7 to understand the nuances behind these four steps but they deliver the message. So, back to Lafley, the proposition is that learning from his experience, stance and tools influence experiences, experiences influence tools and stance and experiences can deepen mastery and nurture originality. People who combine to deepen mastery and nurture originality, are the most powerful in enhancing integrative thinking capacity. The book’s title came about as part of Martin’s work in considering the skills of humans afforded by having opposable thumbs. Martin is of the view (and with which I agree and which is reflected albeit with different language, in mindmapping books and other books on the brain), that we were born with an opposable mind, which allows us to “hold two conflicting ideas in constructive, almost dialectic tension. We can use that tension to think our way toward new, superior ideas.” Despite the fact that this book confirms my pre-existing beliefs about thinking, by following the 4 step process I can confirm that reading this book and gaining the courage to innovate more, is a great decision!

11 8

2016 GRADUATION 1. Guest speak Dame Susan Devoy with guests 2. Chair Peter Garnett with MC and 2015 Alumna Dr Ainsleigh Cribb-Suâ&#x20AC;&#x2122;a 3. Programme Facillitator Nicola Campbell with guests 4. Guests gather at Q Theatre 5. 2016 Participant Maraea Rakuraku

6. 2016 Participants Justin Maddock (left) and Sanjoy Nand (right) 7. 2016 Participant Kelly Bewley (left) with guests 8. Alumnus Rewi Spraggon welcoming us with a mihi whakatau 9. Guests including (from right) Founder Jo Brosnahan, Chief Executive Sina Wendt-Moore, Dame Susan Devoy, Chair Peter Garnett and Trustees 10. Guest speaker Dame Susan Devoy 11. Chief Executive Sina Wendt-Moore 12. Programme Director Louise Marra 13. 2015 Alumna Wyndi Tagi celebrating 2016 Participant Eli Tagi, with their children 14. 2016 Participant Justin Maddock 15. 2016 Participant Sarah Graham

16. The 2016 cohort

OUR SINCERE THANKS TO...

ACKNOWLEDGEMENTS

Key Partner

Creative Partner

Supporting Partners Dinner with a Difference 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: • Counties Manukau Health Diversity Scholarship • Sir Paul and Lady Reeves Scholarship Fund

Programme Event Partner Q Theatre

Event & Programme Hosts Special thanks to the following who have assisted us in providing event venues, donated goods/catering or valuable time: • Dr Ainsleigh Cribb-Su’a (Alumna) for being MC at our 2016 Leadership Programme graduation • Rewi Spraggon (Alumnus) for his mihi whakatau at our 2016 Leadership Programme graduation • Dame Susan Devoy for her inspiring speech at our 2016 Leadership Programme graduation • KPMG and Ross Buckley for hosting our 2017 Leadership Programme launch and cocktail party • Hayley Shields (Alumna) for being MC at our 2017 Leadership Programme launch • Chris Carrington for his mihi whakatau at our 2017 Leadership Programme launch • Michael Berry (Alumnus) for sharing his leadership journey and thoughts at our 2017 Leadership Programme launch February (Auckland) • Peter Garnett - Chair, Leadership NZ • Sina Wendt-Moore - Chief Executive, Leadership NZ & Leadership NZ Alumna • Louise Marra - Programme Director,

•

• • • •

Leadership NZ; Director, Spirited Leadership Nicola Campbell - Programme Facilitator, Leadership NZ; Director, Spirited Leadership Dr Karlo Mila - Poet, Writer, Academic; Alumna Sir Bob Harvey - Champion for Auckland Dr Chellie Spiller - University of Auckland; Alumna Alumni Damon Birchfield, Kelly Bewley, Hayley Shields, Megan Tyler, Sanjoy Nand, Imogen Parry, David Hall, Mini Prasad and Justin Maddock for providing the participants with the useful insights about how to run syndicates

March (Northland) • He Iwi Kotahi Tatou Trust, and Debbie & Ngahau Davis for hosting us during our visit to Moerewa • Our amazing speakers: Debbie & Ngahau Davis, Olive Brown, Dr Hirini Kaa and Dr Aroha Harris • George Riley (Alumnus, Leadership NZ Trustee), for his time with the group at Kohewhata Marae and guiding our visit to the Waitangi Treaty Grounds • Kaumatua Ted Wihongi and the whanau at the wonderful Kohewhata marae, Kaikohe May (Otara) • Seiuli Terri Leo-Mauu at the Pasifika Community Centre, MIT, Otara • Our wonderful speaker Pat Snedden • Dave Wild from Design Thinking with NZTE Better by Design • Ann-Helen Rasmussen from Affirming Works, Mangere • Sarah Ward from Refugee Resettlement Centre Mangere • Amanda Smith from Family Works Te Hononga, Manurewa

Special thanks to the following: • All invited authors, contributors and people who gave their time to be interviewed for this publication • The editorial team (listed on inside front cover) • The team at Curative – for editing and publishing of this magazine, and development and support of our new Programme marketing material • 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 • KPMG – for annual audit support

A LIFE IN LEADERSHIP

LEADERSHIP PROGRAMME CALL FOR APPLICATIONS

Do you hear the call to leadership? Leadership NZ’s founding Trustees were called by the opportunity to bring together leaders from every generation and every sector of New Zealand society; to connect them through conversation, dialogue and debate; to develop their ability and capacity to lead those around them; and to challenge them with making a leadership difference for the better in the communities within which they lived, worked and played. This is your opportunity Our Leadership Programme provides a uniquely respectful, open and honest arena for full debate, real challenge and deep learning. Each year we bring together up to 36 carefully selected, mid-career, senior leaders from a diverse range of sectors across New Zealand. Throughout the Programme, participants have important conversations with prominent New Zealanders and subject matter experts who share their knowledge,

leadership stories and experience so that the participants are introduced to a broad diversity of leadership styles and perspectives.

the complex challenges New Zealand is facing in community, health, education, equality, economy and environment.

We challenge our participants to take themselves to their learning edge, to be honest with themselves, to develop their self-awareness, to develop their societal-awareness, and to step forward in their organisations and communities to lead change for the better.

Applications for our Leadership Programme are invited from residents of New Zealand who:

Diversity is a key enabler to achieving ever higher levels of societal engagement, creativity and innovation. We are proud of our legacy of excellence and innovation in educating on a basis of a diversity of thought and perspective. As a future graduand you will join your alumni peers as a New Zealand leader who makes a difference. You will hold knowledge that enables you to harness the diverse intellectual capital of your organisation and build this into a competitive edge. You will join the next generation of leaders creating richer solutions for

• Are talented leaders with at least 10-15 years’ experience in their sector • Care about New Zealand and its future • Have senior executive support from their organisation • Are able to commit (the Programme spans 10 months across NZ and attendance is essential) • Are committed to continuing their leadership growth after the Programme via community involvement and/or volunteering for Leadership NZ’s community projects

For further details go to www.leadershipnz.co.nz or contact us on 09 309 3749 or email judy.whiteman@leadershipnz.co.nz

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