Leadership NZ Yearbook 2017 by Leadership New Zealand

YEARBOOK 2017

CONTENTS Chair’s Foreword

Peter Garnett

Fertilising Common Ground

Patricia Reade

Manaaki whenua, Manaaki tangata, Haere whakamua

Pieter Tuinder, Anjum Rahman & Curtis Tohiariki

2017 Programme Overview & Events

Integrative Leadership

Louise Marra

2017 Leadership NZ

THE PEOPLE

Enriching New Zealand through active leadership in a connected community.

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

MISSION

LEADERSHIP NZ TRUSTEES

To build an exceptional leadership culture that develops and celebrates resilient, courageous, authentic leaders who:

Peter Garnett

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Have a strong awareness of issues of significance for New Zealand;

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Value diversity, engage in meaningful conversation, connect and work successfully across difference;

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Build and transform organisations, communities and effect positive social economic and cultural change across society.

VALUES

A Photo Essay

Graduand Biographies

VISION

from the Class Of 2017

Courageous Generous of spirit Inclusive Acting with integrity Innovative Apolitical Celebrating diversity

Shared DNA to grow our Leadership Sector

Mana Moana

Acknowledgements 37

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

Chief Executive, Kerikeri Retirement Village; Alumna 2010

Neville Pulman

Programme Director, Be. Accessible; Alumnus 2006 Waitakere Ward Councillor, Auckland Council; Alumna 2008 Director, Government International Relations, Greenstone TV; Alumnus 2007

David McGregor

Deputy Chair, Advisory Trustees; General Counsel, Envirocounsel

Jo Brosnahan

Founder, Leadership NZ; Company Director

Chris Laidlaw Wellington Regional Councillor; Writer LEADERSHIP NZ STAFF

Dinner with a Difference 2017 36

Hilary Sumpter

Sir Bob Harvey Chair, Advisory Trustees; Champion for Auckland – Overseas Investment, Auckland Council

Executive Director, Sheffield General Manager, Māori Economic Development Northland Inc.; Trustee, Te Tii Waitangi (B3) Ahu Whenua Trust; Alumnus 2009

LEADERSHIP NZ ADVISORY TRUSTEES

PO Box 5061 Wellesley Street, Auckland 1141 +64 9 309 3749 info@leadershipnz.co.nz leadershipnz.co.nz

Dr Karlo Mila

George Riley

Teresa Tepania-Ashton Chief Executive Officer, Maori Women’s Development Inc; Alumna 2006

LEADERSHIP NZ TRUST

Foundation North and Leadership New Zealand

Deputy Chair, Leadership NZ; Chief Executive Officer, Southern Cross Health Society; Alumnus 2010

Christien Winter

Tara Pradhan

Dr Selina Tusitala Marsh Tom Dibley Jeanette Burns Rewi Spraggon

Nick Astwick

Penny Hulse

PUMANAWA KAIARAHI O AOTEAROA

Alumni Connections

Chair, Leadership NZ; Company Director

Sina Wendt-Moore Judy Whiteman Tania Hack

Chief Executive Network Connector Communications & Office Co-ordinator

Louise Marra Annette Bartlett Nicola Campbell

Programme Director Programme Leader Programme Facilitator

Cecilia Vakameilalo-Kioa Dr Karlo Mila William Pua

Mana Moana Programme Manager Mana Moana Programme Director Mana Moana Programme Facilitator

John Hinchcliff

Emeritus Vice Chancellor, AUT University; President, Peace Foundation

Louise Marra Director, Spirited Leadership; Leadership NZ Programme Director Maureen Crombie

Chair, ECPAT International; Alumna 2006

Dr Morgan Williams

EDITORIAL TEAM AND CONTRIBUTORS Peter Garnett, Kimberly Rees, Anjum Rahman, Pieter Tuinder, Curtis Tohiariki, Annette Bartlett, Tania Hack, Louise Marra, Curative, Angela Barnett, Andrew Sharp, Darren Lee, Lisa Ridehalgh, Dr Karlo Mila

Chair, WWF New Zealand

Peter Kerridge Director, Kerridge and Partners Ltd Reg Birchfield Suzanne Snively Tim Miles

Publisher, RJMedia MD, More Media Enterprises; Company Director Company Director

Tony Carter

Chair, Air New Zealand; Director, Fletcher Building, ANZ Bank NZ; Company Director

Tony Nowell

Director, Valadenz; Company Director

PATRON

Lady Beverley Reeves

CHAIR’S FOREWORD

In seeking a leadership theme to guide our work, conversations and our Programme participants this year, we reflected on the challenges and global leadership changes confronting our world. We considered our themes of the past four years - disruptive, creative, fearless, and mindful leadership – and decided it was time to consider a leadership style which would enable us to deal with our increasingly complex world. This led us to adopt Integrative Leadership as our theme for 2017. I was attracted to the description from Dr Barbara Crosby of Integrative leadership as “an emerging leadership approach that fosters collective action across many types of boundaries in order to achieve the common good. It brings together leadership concepts and practice rooted in five major sectors of society – business, government, nonprofits, media and community.” For me, this aligned well with our Vision and Mission for Leadership NZ. I am writing this foreword in the days immediately after this year’s general election, while we wait for the parties to have the conversations which will form our government for the next three years. By the time you read these words New Zealand will have a government in place. Given our current complex and fragile world state, perhaps it would be beneficial if the party leaders and their teams incorporated “Mindful Leadership” and “Integrative Leadership” in their negotiations. What a powerful combination of “recognising that your leadership is in service to others... and... leading with authenticity in a way that inspires others” with “... foster[ing] collective action across many types of boundaries in order to achieve the common good.” One can only wait and hope! There have been a number of milestones achieved by Leadership NZ this year, a significant one being the launch of the Mana Moana Experience for Pasifika leaders, established in partnership with Karlo Mila (Alumna 2013). We are very grateful for the support and funding provided by Foundation North. Another is a review of the role, purpose and involvement of our Advisory Trustees. This has been undertaken, in consultation with our founder Jo Brosnahan and the Chair of the Advisory Trustees Sir Bob Harvey, with a view to revitalising their involvement in our organisation. A number of our existing Advisory Trustees have elected to step down and I want to warmly thank each of them for their involvement and support over many years. Reg Birchfield and Morgan Williams were original Trustees of Leadership NZ, Maureen Crombie a 2006 Alumna and Tony Carter a significant sponsor and supporter of our Leadership Programme. Thank you. Finally, we have been continuing our work on our Trustee succession. Penny Hulse (Alumna 2008) joined the Board early in the year as the Chair-designate and will take over as the Chair at the beginning of 2018. I have been privileged to be the Chair for the past 4 years and I am delighted to be able to hand over the role to one of our alumni. On behalf of the Trustees, I acknowledge and thank our generous sponsors, our partner organisations and volunteers for their ongoing support. Your support is appreciated and it plays a very important role in enabling Leadership NZ to continue to deliver its valued Leadership Programme. We invite others, who would like to support scholarships, to enable continued participation by a full diversity of New Zealanders, to make a donation to our Sir Paul Reeves Scholarship Fund (information is available on our website). Once again it has been a privilege to work with the dedicated group of Trustees and with our Chief Executive Sina and her small, passionate, hard-working team. I extend a huge thank you to each of you for your ongoing and valuable contributions. Our congratulations go to the Graduands of 2017. We look forward to following you on your leadership journey and trust the Integrative Leadership theme will continue to guide your conversations and thought leadership through 2018 and beyond. I leave you with these words from Lillas Hatala: “So what do you most want for your world? What do you want for your family, your team, your organisation? And once you know what you want, have the courage to act like it and in that way, give it away. By taking this small step, we will begin to build, line by line, brick by brick, principle upon principle, the foundation for our personal, interpersonal and organisational success.”

Peter Garnett Chair, Leadership NZ

THOUGHT LEADERSHIP Patricia Reade Words by Kimberly Rees

Fertilising Common Ground AN EXAMPLE OF INTEGRATIVE LEADERSHIP FROM LOCAL GOVERNMENT Patricia Reade is part of the Executive Leadership Team at Auckland Council. She has recently moved into a new role as Director of People and Performance, a department formed to improve linkages between organisational strategy (what council wants to achieve) and the people (who bring the strategy to life). Patricia has been leading organisational change and transformation projects for a long while. She was the Chief Operating Officer for Auckland Council when it was established in 2010, following the amalgamation of eight former local authorities. Auckland Council is the largest local authority in Australasia, servicing a population of 1.5 million people, has an operating budget of approximately $800m with over 8,000 staff providing extensive service delivery across the Auckland region. Prior to working for the council, Patricia held a variety of senior leadership positions in the New Zealand public service. She was Head of Work and Income New Zealand where she was responsible for 5,500 staff across the country. She also held leadership roles in the Department of Labour during which time she had a secondment to the Department of Education and Employment in London and was Private Secretary to the Minister of Employment. Patricia has a Master’s Degree in Public Administration from Victoria University. She is married with two sons (sixteen and eleven years old). She migrated to New Zealand from Fiji with her parents (who are of Fijian, Chinese, Kiribati, Rotuman and English descent) when she was twelve years old. Based on her background, we asked Patricia for her thoughts on integrative leadership and found out that it is alive and running in Auckland Council. Here is what she had to say. 2

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“... it is important that our leaders and managers are open to disruption and let go of control so that the status quo can be pushed aside and new, better ways of doing things can emerge.”

“... we need to disrespect hierarchy if we are to get creativity.” “To me, integrative leadership means enabling a space to open up between two seemingly polar sides and fertilising a common ground so a win-win solution and a unique, better path forward is found. It involves making compromises in a positive way so that the end result is an improvement on the original from both sides. We do this all day every day here in Auckland Council,” Patricia Reade says with a smile as a member of the council’s Executive Leadership Team. Patricia states, “As we are currently seeing across the world, politics can be very polarising. In Auckland, we are fortunate that our politicians are passionate about representing the people they serve. Sometimes they will have strong opposing opinions about an issue or something they need to make a decision about. Success comes when we bring the extreme edges into the middle ground and build upon it by integrating aspects of opposing sides into a new positive outcome for all concerned.” Looking at Integrative Leadership from an organisational point of view, Auckland Council is an interesting case study having completed a five year transition period where eight local councils merged into one. The rationale behind this was to break down competing interests across the eight previous councils which limited the ability to respond to growth and integrate service delivery at a regional level for improved efficiencies. This was accomplished not only through the amalgamation of the councils but also through the establishment of the unique and improved ‘super-city’ model that emerged as a result. We asked Patricia for her views on whether the new council model has been successful. She says, “Yes, absolutely, we are much more efficient in our service delivery and accomplishing things for Aucklanders (and the country actually!). We would never have been able to do this under the previous eight council structure. The evolution process has been exciting, but it hasn’t necessarily been easy.” When pressed to explain, she goes on further to say, “The 8,000 staff who work at Auckland Council have been through a long period of constant change and uncertainty in this transition process. Auckland Council has the country’s most diverse workforce in terms of technical skills and ability, across a wide breadth of varied work areas – everything from road workers, to policy advisers, to community centre workers, to urban designers, to park maintenance staff, etc. As leaders at a strategic level, we were asking staff to look for innovative ways to find efficiencies and save money. The phrase we were using at the time was, ‘doing more with less.’ Our people interpreted this as ‘adding on’ to an already existing heavy workload which caused quite a bit of stress for many.” Patricia goes on to say, “Through workshops with representative staff from all levels in the organisation, we have reframed our strategy so it uses language that people can relate to. We have also developed a principle-based ‘way of working’ charter that brings together all of our organisational policy principles and procedures that will enable us to always do the right thing. This integration of ‘what we need to achieve’ and ‘what people are doing in their jobs ’ is imperative to ensure our day-to-day work

life is constantly meeting the needs of our ever-changing communities.” This has been the basis for Patricia’s new role as leader of the council department that combines human resources, corporate strategy and transformation into one. “I want the council to be a place where people feel they are developing professionally and a place where they love coming to work. It is most important that they are proud of the work they are doing when having conversations with their family and friends” Patricia says. “Auckland Council is a bit of a paradox in that due to its size, complexity and breadth of service provision, the organisational structure needs to be hierarchical in order to function. However, the most effective innovative solutions come from when we break down the hierarchical structures and integrate either with the people or communities we serve, across council departments, or in collaboration with other agencies. A hierarchical system assumes that the top of that system have or know the answers. This is not usually the case. Therefore, in many ways, we need to disrespect hierarchy if we are to get creativity,” Patricia says with a light tone. Another paradox comes to Patricia’s mind while talking – about the need to let go of control in order to fly (flourish and grow). “When we first became a super-city council, the fear of ensuing chaos meant that we put a lot of controls in place for our staff through extensive structures, policies, procedures, those kinds of things, to ensure that day-to-day service delivery was maintained throughout the transition process. Now that we have a stable workforce infrastructure, it is important that our leaders and managers are open to disruption and let go of control so that the status quo can be pushed aside and new, betters ways of doing things can emerge. As public servants we are obligated to find the best value for money, effective solutions to the issues we face, integrating all perspectives so the outcome successfully accommodates the needs and objectives of each group.” When asked what she considers the key qualities of integrative leadership to be, Patricia responds with, “Integrative leadership requires a working together culture. Working together effectively requires trust and respect, taking the time to value different perspectives. In order to respect others’ perspectives, a high self-awareness is required of an integrative leader, particularly in regards to his or her effect on others. It requires a confidence to be open, vulnerable and accepting of the unknown and to challenges of the status quo or of one’s own beliefs. It also requires a commitment to the creative process of forging the new and this means that resilience and determination are key qualities as well.” Patricia Reade displays all these qualities she mentioned above as a true champion of integrative leadership. We are fortunate to have her in such an influential position and just need more leaders like her who respect diversity, are willing to break down polarities and bring people together to forge new ways of enriching our society. A call-out is made for others to take on the challenge of putting integrative leadership into action within your own organisations because if Auckland Council can, anybody can. YEARBOOK 2017

GRADUANDS SPEECH Anjum Rahman, Pieter Tuinder, Curtis Tohiariki

Manaaki whenua, Manaaki tangata, Haere whakamua

CARE FOR THE LAND, CARE FOR THE PEOPLE, GO FORWARD

Integrative Leadership was the theme for the 2017 cohort. Tossed together in February, few of them knew what to expect. Programme participants Anjum Rahman, Pieter Tuinder, and Curtis Tohiariki reflect on their year. I assumed it would deepen our professional leadership toolbox and create a good network with others. Silverdale tore apart the boundary between work life and personal life, and that felt uncomfortable. The Leadership NZ team were more interested in who we were, our values, and our purpose in life. What did we stand for? What was our contribution to a civil society in Aotearoa? We could not operate from our safe work personas. It challenged us as members of New Zealand society in all parts of our lives. ‘Integrative’ seemed to be a full immersion into those uncomfortable places that complacency and familiarity avoids. The Programme formed a mosaic across New Zealand. Exploring our nation’s roots in Te Tai Tokerau, the rural struggle of Moerewa and Kaikohe hit home, contrasted by the beautifully carved pou and floating Mātaatua Waka of Kohewhata Marae. The Waitangi Treaty Grounds Museum unfolded our nation’s story - Hone Heke’s musket a striking symbol of our turbulent past. We traversed the cultural richness of South Auckland, our vibrant capital city and the rural economy. Christchurch: what a story of the community rising from the earthquake, turning tragedy into optimism and leapfrogging into the future of sustainable cities. The restored Avon River felt like a healer at work. Woven into our retreats were great speakers and panel discussions to stretch and test our thinking. Personal growth was fostered through mindfulness exercises, reflection, indepth sharing with triads and syndicates, and leadership tools. Add the creativity of poems, design thinking, synchronised drumming, and the wonderful Toi Whakaari showing the passion and authenticity of young actors. My Lives provided the glue that bonded us together. How does this all contribute to integrative leadership? A key learning was about aligning core identity and values with our purpose as leaders. My starting point has been to bring the real me to my leadership practice. The consequence has been more honesty, breaking norms of leadership protocol, being more vulnerable, making more mistakes but learning faster. We each have choices about how we evolve our personal leadership. Our collective challenge is, how do we work together for social and environmental good to create a more civil society?

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Leadership NZ has gifted a full kete of learning and experiences. Our integrative leadership journeys will be shaped and crafted by how we choose to apply this wisdom. Caring for the people and caring for the land seems like a good way forward.

This year’s cohort is a hugely diverse range of people, and that diversity plays out via gender, sexuality, ethnicity, industries and sector, political thought, age, life experience, relationship status. Our group is a microcosm of society and has functioned that way too. Sometimes we have had large and small group conversations that are tense, uncomfortable. But if we have learned anything this year, it is to embrace discomfort and use it as a learning experience. One of our challenges has been: do we embrace the divisive, the hateful, the values held by some which specifically exclude others? How do we have those discussions that are fraught because the issues impact the day-to-day well-being for some in the conversation, while for other participants it is a more theoretical, esoteric argument devoid of the relevant real-life experiences? I can’t say that we’ve found the answer, neither can I say that it’s been easy. But this is the challenge of our globalised age. Diversity isn’t easy, but it’s worth it. What is the alternative? Homogeneity and mono-culturalism? Forced conformity? These options aren’t compatible with the notion of living with dignity and freedom. We know that more diverse organisations are more successful, and that is especially so when there is diversity in governance and senior leadership positions. We know that

marginalisation and exclusion has social consequences, from poverty and unemployment to poor health and education outcomes. We know that certain types of people have more access to power, wealth and influence in society. We can expect that some of them will perceive it as a loss to have less of these things as others get more. Yet they will gain in other ways from a more inclusive society. So we come back to this notion of embracing the discomfort, of plunging into those difficult conversations with aroha and compassion. In doing so, we need to be mindful of the layers of oppression that people sit with, the number of times they have had to defend their existence, and their ability to access the rights that should be self-evident but are withheld in so many small and large ways. We’ve been helped in this by being provided with a wide range of experiences by the Leadership NZ team. We have been given the opportunity to see further and deeper, to listen better, to expand our thinking. It has been tumultuous, vibrant, energising, painful, motivating, exhausting and inspirational. All of these things combine to enrich us and help us to grow.

You take your strength, pass it around, pass it around and then move on. – Warren Maxwell, Trinity Roots How do you bring a group of strangers together and convince them to trust each other at a level that would otherwise be reserved for family and closest friends? How do you take that group and guide them in such a way that they understand that their personal growth is tied intricately to the stranger sitting next to them? How do you sell the idea that there is strength in vulnerability and concord in diversity? And when you succeed, where do you take it from there to ensure there is continued meaning in the journey? We are a group of unique individuals, and as with all individuals, we crave connection and acceptance. We fiercely protect our own internal narrative, but at the same time we look for the

opportunity to share our weird little worlds with others, and we ask simply to be seen. There is a wonderful dichotomy that we experience every time we come together. We look at each other and ask, “how are you the same as me so that I can create a bond with you?” However, as soon as that similarity is known, we can use it to find the ideas, beliefs, standpoints and experiences that set us apart. These are the treasured learnings that we can take from each other when we trust enough to embrace our differences by being empathetic and open. Leadership NZ has done an absolutely amazing job at creating a safe environment for our cohort. From day one when we walked in, it was easy to believe that this was going to be an eco-system we could thrive in. To Louise, Sina, Annette and Nicola – you’re amazing and we can’t thank you enough for what you have allowed us to create. There is a legacy of benefits that we will each carry with us long after this year is completed. These benefits extend beyond leadership or management tools. We step into the rest of our lives with a greater understanding of ourselves, and a new support network that feels equally strong and malleable. To the cohort - we have done something quite astonishing this year. You can feel it when we come together in twos, threes, sixes or various permutations thereof. It’s a feeling very similar to home, with a pinch of camaraderie, a dash of free expression and a generous dollop of intellectual and emotional care. There are many challenges in front of us, but I think one of the most important will be how we stay connected and utilise the relationships we have cultivated this year. We have broken through norms together, felt true discomfort together, disagreed with compassion and cried through each other’s eyes. I don’t think we can understate our importance to each other or our monumental strength when we walk shoulder to shoulder. To finish, I would like to speak as plainly as I can. I love you guys. I really bloody do, and I’m so proud to know each and every one of you.

YEARBOOK 2017

2017 Programme Overview February The Journey – Exploring Leadership Northridge Country Lodge, Silverdale

Peter Garnett

Chair, Leadership NZ

Team-building day; tools, inspiration and connecting; exploring leadership models

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; LNZ Alumna

Sir Bob Harvey

Champion for Auckland

Dr Chellie Spiller

University of Auckland; LNZ Alumna

March A Civil Society: Our Roots, Our History He Iwi Kotahi Tatou Trust, Moerewa; Kohewhata Marae, Kaikohe; Waitangi Treaty Grounds and Museum

Debbie & Ngahau Davis

Joint General Managers, He Iwi Kotahi Tatou Trust

Kaumatua Ted Wihongi

Kohewhata Marae

Our history; Māori perspectives; the Treaty of Waitangi; community and community leadership

Dr Aroha Harris

University of Auckland

Dr Hirini Kaa

University of Auckland

May A Civil Society: Our People MIT Pasifika Community Centre, Otara

Pat Snedden

Business Advisor

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

Sarah Ward

Refugee Resettlement Centre

Ann-Helen Rasmussen

Affirming Works, Community Cafe at the Mangere Arts Centre

Amanda Smith

Family Works Te Hononga

Dave Wild

Futurist, Smith & Wild

June Governance and Forces that Shape our Thinking NZTE and Toi Whakaari, Wellington

Wayne Norrie

Board Member, NZTE

The forces that determine how we lead and govern ourselves; the changing role of the state; relationships with business and civil society; societal expectations; the opportunities and challenges of diversity in Aotearoa New Zealand for leadership and governance; our future potential. The influence of the arts, media and culture, and how each determines the way we think and shape our national identity

Jonathan Boston

Director, Institute for Governance & Policy Studies, School of Government, Victoria University

Anya Satyanand

Executive Officer, Ara Taiohi, Peak Body for Youth Development

Judy Whiteman

Network Connector, Leadership NZ; Independent Director, Bank of India NZ, Presbyterian Support Northern, Te Waipuna Puawai

Murray Hickman

Artistic Director & General Manager, Strike Percussion; LNZ Alumnus

Gordon Campbell

Journalist

Eteuati Ete

Entertainer, actor, artist

Sean Mallon

Senior Curator Pacific Cultures, Te Papa

Phil Veal

Chief Executive, Rangatira

Christian Penny

Director, Toi Whakaari; LNZ Alumnus

Caccia Birch House, Palmerston North

James Stewart

Farmer; Former Federated Farmers President Manawatu/Rangitikei

Rural New Zealand, primary industries, agribusiness, science and research, food technology and natural resources

Janine Sudbury

Sudbury

Sarah von Dadelszen

Farmer; Company Director

John Quigley

Regional Manager, NZTE

Prof Hamish Gow

Director of Business Innovation & Strategy, Massey University

July Our Rural Economy

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September Sustaining our Wellbeing and Values Kimihia Research Station, Lincoln and Heritage Hotel, Hanmer Springs The outer world of environmental sustainability and the inner world of resilient leadership; our own relationship with the environment

Peter Townsend

Chief Executive Officer, Canterbury Employerâ&#x20AC;&#x2122;s Chamber of Commerce

Josie Ogden Schroeder

Chief Executive Officer, YMCA Christchurch; LNZ Alumna

Paddy Pawson

Adventure Therapist, St John of God Waipuna

Dr Tyler Brummer

Co-founder, WeVisit

October Presence and Mindfulness for Integrative Leadership Onetangi Community Hall, Waiheke Island

Sylvia Rands

Vocal coach

Expressing our essence and core; integration and collective creation

Selina Tusitala Marsh

NZ Poet Laureate; Senior Lecturer, Auckland University; LNZ Alumna

November Closing Retreat: Drawing the Threads Waitakere Estate, Waiatarua, West Auckland Visions for New Zealand - group visions and visions from the speakers; what that means for New Zealand Leadership; drawing the learning; the journey ahead

Bryan Inch

General Manager Customer Relationships, Ravensdown, Christchurch

Tui Ah Loo

Chief Executive Officer, PARS, Auckland; LNZ Alumna

Jennifer Gill

ONZM, Chief Executive Officer, Foundation North

Rod Oram

Journalist, Sunday Star-Times; Broadcaster

Leadership NZ Events 2017 February 23 Programme Launch KPMG, Viaduct Harbour, Auckland

Mihi Whakatau

Chris Carrington

Tax Consultant, KPMG

Hayley Shields

Director Student Experience, Education New Zealand; Leadership NZ Alumna

Speakers

Ross Buckley Peter Garnett Michael Berry

Executive Chairman, KPMG Chair, Leadership NZ Archdeacon Southern Region, Anglican Diocese of Auckland; Leadership NZ Alumnus CEO, Leadership NZ & Leadership NZ Alumna Leadership Programme Director, Leadership NZ

Sina Wendt-Moore Louise Marra

July 3 Dinner with a Difference: An Integrative Leadership Experience Sir Paul Reeves Building, AUT University, Auckland

Mihi Whakatau

George Riley

Chief Executive Office, Hangi Master; LNZ Alumnus

MC/Facilitator

Dave Wild

Executive Chairman, Smith & Wild

Performer

Jess Holly-Bates

Actor, Writer, Poet

Speakers

Roy Smollan Sina Wendt-Moore

Senior Lecturer, AUT CEO, Leadership NZ & Leadership NZ Alumna

November 18 2017 Graduation Ceremony Q Theatre, Auckland

Rebecca Sinclair

Graduand Representatives

Anjum Rahman Curtis Tohiariki Pieter Tuinder

Speaker

Justice Joseph Williams

Director, Academic College of Creative Arts, Massey University; Leadership NZ Alumna

YEARBOOK 2017

PROGRAMME DIRECTOR CONTRIBUTION Louise Marra

Integrative Leadership Leadership NZâ&#x20AC;&#x2122;s Programme Director, Louise Marra, recently returned from a two-month leadership pilgrimage through the Middle East, Europe and Asia working with leaders, seekers, chief executives, pilgrims, walkers, workers, healers, masters - all ruminating on what is really needed for leadership in our time. It has been a profound journey and one she wishes she could share the felt experiences and the awakenings in as profound a way as she received them. This is an attempt.

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“Life is always trying to grow and expand us. We don’t need to have a plan, we need to work with whatever comes our way, moment by moment to grow and expand our sense of self.”

Firstly I honour all the hearts and minds that are wholeheartedly working on a change of paradigm and consciousness in our world and in our leadership. There are many, and many are needed so there is always room for more, for everyone. Will you be one? This is a question I think we all need to ask ourselves at this time. For it is a deeper leadership we need at this time. Leaders who can lead from their heart and their soul’s wisdom, from an open mind that seeks to question the thinking that keeps us circling in current problems. All leaders need to ‘tool up’ with an intensity that matches the issues we face – and I believe there are different tools and competencies we need at this time. The ones I am working with for myself and people I work with include: space, congruence, shadow and projection integration, 100 percent responsibility, emotions as wisdom, meditation, higher consciousness inspiration, relatedness, Te Waa and the Va, deep peer support of higher self, grounding, body intelligence and healing. Let’s go into some of these a bit further. It is a time of integration – where soul, spirit, body, mind, emotions all need to come together so we bring our whole self into our leadership and into our thinking of the world. For how we think determines what we see and experience. How do you think this world, your world, into existence each day? Integration sounds a lovely word, but in my experience it is a painful process to bring these parts of us that we wish were not so, lovingly home within ourselves. Projection is such a powerful process that helps us see what we are still ‘othering’ – hating out there, rather than integrating within us, so a small piece of that energy can find its resting place and not be acted out in the world dysfunctionally. This is shadow work, this is taking 100 percent responsibility for whatever pushes our buttons and becoming a refining mechanism for all the energy circling ‘our there.’ Space has become another of my most powerful intelligences, and I suggest it becomes one of yours. The pressure is increasing and will increase as we are catapulted more and more into being on tap global citizens, exposed every second to masses of information and trauma. Space is both a resource and an internal capacity to develop. We all need enough space to digest our life, so the pressure doesn’t run us and we can still act from our wisdom, our inner GPS system. We can cultivate this silent language so it becomes a potent advisor in our life. The world needs this wisdom to flow. Does it flow through you? It takes one person to bring true wisdom into the room – will it be you? I worry about 12 pressured people sitting around a table making decisions – who brings wisdom and space into the room?

Each person, organisation, community has a nervous system. If these are fried then no one is acting optimally or clearly to lead a new way. How do leaders start helping people access their own leadership more, rather than trying to lead? Trying to lead is just adding more trying energy into an already over-trying world. This over-efforting comes often from the deep trauma of people trying to prove they are enough, they are ok. We cannot keep leading from our conditioning and habituation, influenced by our past and ancestral and collective trauma. We need to take our own healing seriously. Do you? We are all influenced by collective trauma patterns and it causes us to lead from our wounded places rather than our wholeness. The journey to resolve is not easy - it involves disruption, feeling and feeling and then feeling more, sensing, seeing with transpersonal eyes, showing up relentlessly. To do this we need to cultivate that space within us with deep listening and courage. Yes, it sounds like mastery and enlightenment and it is. Why should we expect anything else than our leadership is also our journey to full awakening! Why not wish for enlightened leadership in this era – it is what we need. One of our greatest questions in true leadership today is what are we leading towards? What is our contribution to a better world for all including other species and this beautiful planet? How do we find the courage to lead ourselves and cultivate the space for all to bring their best selves for a higher evolution of what is possible. I have shunned the heroic often as egoic, but now I think it is indeed a heroic journey we find ourselves in to lead for a better world, not more of the same. It doesn’t mean you have to know how, just be prepared to be on the great voyage of discovery into your own wisdom and into the wisdom of others. Once we say yes to life, yes to our wholeness and true wisdom, then the intelligence of life will always provide all the growth you need. Growth is a potent serum of life. Life is always trying to grow and expand us. We don’t need to have a plan, we need to work with whatever comes our way, moment by moment to grow and expand our sense of self. ‘Yes’ is the eros of life, the creative force to evolve, to expand and allow life to expand into new possibilities. Louise Marra is Programme Director for Leadership NZ and runs her own businesses. She offers courses, inner and outer journey walks and individual coaching. She is soon to offer an online course of how to use your leadership journey as one of awakening. You can contact her on louise@unityhouse.nz.

Also, I see that we are still trying to lead people. I believe we need as leaders to be leading the space, or rather nourishing and nurturing the space so that people can heal and lead themselves.

YEARBOOK 2017

2017 Snapshots 1. Sir Bob Harvey

6. Richard Small, Rui Peng, Greg Hartwell

2. Kaan Hiini

7. Keryn Bristow, Sir Bob Harvey

3. The 2017 Cohort, Sir Bob Harvey

8. Brooke Turner

4. Mini Prasad(2016), Justin Maddock(2016), Annette Barlett, Nicola Campbell, Sina Wendt-Moore

9. Judy Whiteman, Sina Wendt-Moore 10. The 2017 Cohort

5. Chellie Spiller(2010), Pieter Tuinder, Edna Novak

11. Preparing food in the kitchen at Kohewhata Marae 12. Brook Turner, Curtis Tohiariki, Richard Small 13. Sarah Anderson 16

14. Andrew Jary, Manoj Ragupathy 15. Nicky Vella 16. Nigel Thomson 17. Dave Wild 18. Aimee Barwick, Helen Goldstraw, Kaan Hiini 19. Waitangi Treaty Grounds 20. Louise Marra

21. Avinash Murthy, Anna Palmer 22. Sonia Isaac, Anjum Rahman 23. Cornelia Walker 24. Sina Wendt-Moore, Mele Wendt 25. Mark Langdon, Shona Meyrick

26. Jolie Wills, Mele Wendt 27. Edna Novak, Richard Small, Sue Quirk, Keryn Bristow, Andrew Jary 28. Mark Langdon and John Hodgkin 29. Andrew Jary, Manoj Ragupathy 30. Natalie Morris, Rui Peng, Alice Montague, Kirsty Marlow, Anjum Rahman

26 28

leadershipnz.co.nz

33 39

31. The 2017 Cohort, Louise Marra

32. Edna Novak, Louise Marra, Curtis Tohiariki 33. The 2017 Cohort 34. Peter Thomas, Nigel Thomson 35. Annette Bartlett 36. Ian Williamson 37. Dylan Newbold and Anna Palmer 38. Tim Jones 39. The view from Hanmer

40. Greg Hartwell, Sue Quirk, Katherine Short, Richard Small, Candice de Villiers, Rui Peng

Graduand Biographies

Aimee Barwick Group Manager Investment and Development Auckland Transport AUCKLAND

I hold a Masters of Resource and Environmental Planning and my professional background has largely focused on resource management and transport planning within local government. I have 15 years’ experience in transport, land use and infrastructure planning and delivery, and am currently responsible for the mass transit project to deliver the business case for route protection from the city to the airport. I am also responsible for the integrated infrastructure component of the Council’s housing infrastructure fund proposal and the associated development agreements to support the housing outcomes. I lead a multi-disciplinary team of experienced development, design, planning and commercial experts to ensure integrated investment for large-scale infrastructure to support growth. One of my career highlights was securing the designation for the city rail link project. COMMUNITY INVOLVEMENT Director and Chair of the Audit and Risk Committee, Northern Football Federation Board.

Alice Montague General Manager of Marketing, Communications and Fundraising New Zealand Red Cross WELLINGTON

I have spent most of my working life at notfor-profits in the UK, Australia and now New Zealand. I am passionate and committed to making a difference in the community I live in, the country I call home, and overseas. I currently work at New Zealand Red Cross as the general manager for marketing, communications and fundraising and have just passed my ten year anniversary with the Red Cross movement, here and in the UK at the British Red Cross. I’m now a proud Wellingtonian and am never happier than 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 for future generations. SKILLS Fundraising, strategic planning, relationship management, communications.

Andrew Jary Head of Production and Experience Services Auckland War Memorial Museum Tamaki Paenga Hira

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 the museum sector, with the opportunity of working 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, design, build and delivery of the public experience projects. I am motivated by the belief that inspirational experiences have the power to influence deep change.

AUCKLAND SKILLS Project management, relationship management, process improvement, technical production, experience design.

leadershipnz.co.nz

The Leadership NZ Programme couldn’t have come at a better time for where I am at in my personal and professional growth and development. The tools and practices I now embrace have become such an important part of my daily life to be able to transition and understand the potential for myself, others and importantly my children. Louise spoke many times about life trying to teach you something and from that perspective, it enables more clarity to enjoy and ride the highs and lows. Many times I have drawn on the work we have done to be more inquisitive and seek insight for things that challenge me. The makeup of the diversity in the group has been such a great eye-opening opportunity. To hear others share their stories and insights allows all of us to see people more than who they represent. I have truly treasured this experience and will continue to practice throughout my leadership journey. SKILLS Change management, facilitation, governance, organisational development, project management, strategic planning, mentoring, relationship management, people development, process improvement, coaching, risk management.

It is such a privilege to have been one of the participants on this year’s Leadership NZ Programme. It has been an incredible year as we’ve travelled the length of Aotearoa to a range of beautiful and varied settings to hear from some awe-inspiring speakers. The length of the Programme has enabled us to build trust within the group and many of us have made friendships that will last a lifetime. The diverse topics have provoked plenty of robust conversations and reflections on the challenges and opportunities that face New Zealand today. We’ve grappled with some of those ‘wicked problems’ and reflected on what great leadership means in today’s chaotic world. As the Programme draws to an end, I feel a sense of determination, calm and excitement about where I can now most make a difference in our beautiful country. Thank you Louise, Sina, Annette and Judy, it has been amazing. COMMUNITY INVOLVEMENT Environmental campaigns.

This Leadership Programme has been a powerful, unique, challenging, compassionate and awakening journey for which I’m deeply grateful. I’ve relished our explorations into the key issues that sit at the edge of leadership in Aotearoa. I’ve soaked up the opportunities, the conversations, the inspirational people and places, the shared challenges that we’ve uncovered along the way. I’ve noticing my awareness shifting, quietly expanding at the edges and an emerging re-connection with my truth and authenticity. I’ve also experienced an awakening of heart, creativity, aroha and learning how this can be integrated into the context of social and organisational dynamics. One of the key learnings that have emerged for me has been the theme of integrative leadership… the expansiveness of plural rather than binary thinking, inclusion of multiple viewpoints and worldviews, the practice of sitting with uncertainty, working with the alignment of values, energy, action and potential, nourishing culture, allowing disruption and emergence.

Class of 2017

Anjum Rahman Trustee, SHAMA (Hamilton Ethnic Women’s Centre) HAMILTON

Words that best describe me: pioneer, changemaker, activist, advocate. I’ve teamed up with so many wonderful people to create and work with organisations which bring communities together, support women to reach their full potential, give marginalised people a voice through multi-platform broadcasting, raise awareness of human rights and the importance of consent in personal relationships, making submissions to central and local government, fundraising. I’ve been a political candidate, a member of the legal aid review panel, part of an ACC advisory group and a Police ethnic advisory group. I’m a public speaker, a media spokeswoman, a spoken word poet, a (retired) blogger, a protester, a mother. My paid work is as a chartered accountant, providing support to small and medium businesses, farms and NGOs. It’s a full life and I’m grateful for all of it. SKILLS Chartered accountant (tax, financial and business advisory skills), governance, media spokesperson, public speaking, community engagement.

Anna Palmer Corporate Services Manager Foundation North WAIHEKE ISLAND

Avinash Murthy Operations Officer Ports of Auckland AUCKLAND

My British partner and I have been based on Waiheke Island for the last 10 years raising our 11 year old twins. I also an older son based in Berlin. I have a very diverse family with biological, adoptive, stepparents and my partner’s family spread across the world. I have had a varied career in the public and private sectors across many industries providing training, research, communications, procurement, IT services and facilities management. I have lived abroad in the UK for a quarter of my life and travelled extensively during and between roles. I made the move from private sector to not-for-profit and began working with Foundation North 12 years ago. I have been in my current role as Corporate Services Manager for the last four years supporting the work that Foundation North does – engaging with its amazing communities in Auckland and Northland.

I was born and raised in Hyderabad, India. Being the eldest of three boys I had a very interesting childhood and my leadership journey had started. I have been a seafarer most of my life and travelled extensively during this time. Working with diverse people from varied nationalities was the best part of the journey. Lead by example is the mantra I always followed. I am a relatively recent immigrant to New Zealand. I moved here in 2013 and work at the Ports of Auckland as an operations officer with the marine services department. New Zealand is home now for me and my family. SKILLS Project management, organisational review, training, mentoring, operations management.

I’m now most of the way through the Leadership NZ Programme and I’ve found it to be challenging, inspiring, motivational, educational, frustrating and a whole lot of fun. I love the new techniques and skills that I’ve learnt. It has been an incredible opportunity for self-reflection and personal development, an internal journey and exploration. This has helped me to be stronger, and more sure of myself. I feel able to stand more firmly in the world. Just as important is rethinking the way I see and interact with others. The “My Life” sessions have been so profound, as others share things that have impacted them and made them who they are. I’ve also been challenged by others whose viewpoints are very different to my own and struggled with experiencing and explaining marginalisation and vulnerability as a person who doesn’t conform to many societal norms. The best thing, though, is the connections I’ve made, the closeness and joy I’ve felt working with a group of lovely people. COMMUNITY INVOLVEMENT Governance Board Member of Islamic Women’s Council of New Zealand; Shama (Hamilton Ethnic Women’s Centre); Waikato Community Broadcasting Charitable Trust and Women of the Waikato Muslim Association; Member, Waikato Interfaith Council; media spokesperson, Islamic Women’s Council. I have worked on sexual violence prevention, and stood for both central and local government.

It has been a total privilege to be part of the Leadership NZ Programme. This year has forced a well overdue powerful inward journey of reflection and self-discovery. I have been challenged in many ways and it surprises me to say that I have even begun to enjoy being pushed into my discomfort zone. Special thanks to the wonderful Leadership NZ team. Louise and Nicola, you both have made this year incredibly special and I thank you for everything you have shared and exposed me too. Annette, Sina and Judy you are all gems. To the 2017 cohort, where do I start? I have loved the camaraderie we have shared, the conversations, the openness, honesty, acceptance, humour and non-judgment. What a fantastic bunch you all are. I have enjoyed the diverse and outstanding speakers - my perspectives have been widened with topics very relevant to New Zealand. This has been a very transformational year for me and I genuinely don’t want it to end. Whakawhetai me te aroha ki te rōpū. SKILLS Relationship management, organisational review, fundraising, project management, event planning.

The Leadership NZ Programme has been an amazing journey so far, leadership with a difference I would say. Every session has taught me distinct aspects of leadership. I can already feel the difference in my personal and professional life. One of the gifts of the Programme is the amazing and diverse set of people it brings together. Experiences and knowledge shared by the speakers, facilitators and the participants have contributed immensely to my personal development. I am very happy that I secured the opportunity to participate with the cohort of 2017. It has been a very enriching experience. The Programme solidifies my notion that many people from various walks of life and industries come together to collectively contribute towards a greater good. This Programme has allowed me to explore avenues I wouldn’t normally reach out for, which has definitely enhanced my leadership journey. I am excited to see how the journey progresses with my new friends.

YEARBOOK 2017

Graduand Biographies

Brook Turner General Manager Supportive Housing VisionWest Community Trust AUCKLAND

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. SKILLS Change management, strategic planning, public speaking, fundraising, organisational development.

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.

Candice deVilliers Marketing & Communications Manager Q Theatre AUCKLAND

Cornelia Walker Manager, Business Enablement Accident Compensation Corporation (ACC) WELLINGTON

leadershipnz.co.nz

The performing arts have been part of my life from a very young age. 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. Midway through the Leadership NZ Programme, I became a mother for the first time. This incredible and life-changing experience has strengthened my desire to be a strong role model and leader in New Zealand for the benefit of the next generation.

For the past eighteen years, I have never been far from IT. I have traversed both public and private sector commercial management roles and have spent the last five and a half years at ACC. ACC has provided me with an environment where the world is my oyster and I could experiment with my career, which is why I now find myself managing the Business Enablement Team. I enjoy building new capabilities and watching people grow, I also believe in creating environments where people can have fun and enjoy what they do. I have a wonderful husband Dave, and we have a beautiful daughter Savannah. My other children consist of 2 cats and a dog. I would have a miniature pig and some chickens if I could; however, that would require further negotiation with Dave.

At the first Leadership NZ 2017 session, we were privileged to hear from Sir Bob Harvey on his lessons in leadership. In this session, Bob talked about developing your ‘leadership landscape’. This has been a term that has guided my year and proved very valuable. I have worked tirelessly and at times in frustration to develop the interior landscape of my leadership. This journey has included an exploration of my values and worldview and resulted in a more enlightened approach to my leadership. Essentially, I am learning to lead from my authentic self. My life has fundamentally changed. Thank you.

COMMUNITY INVOLVEMENT Board Member, Zeal Education Trust (National) and the Bishops Community Trust (Wellington).

2017 has been a significant year in my life both personally and professionally. I began the year unsure of whether or not I could step up to the challenge of a yearlong Programme like Leadership NZ given all that I had planned for the year. However, I believe choosing this particular year to participate in Leadership NZ was the right decision. It has taught me that being a great leader is all about acknowledging every part of your life and experiences into your leadership style in an integrative way. The process has been hugely valuable and I look forward to continuing to learn from the experiences and people on the Programme in years to come. SKILLS Communications, audience development, arts marketing, digital marketing, community engagement. COMMUNITY INVOLVEMENT Plunket Volunteer.

I will never forget the first day and the anxiety mixed with excitement. I had no idea what I was walking into and quickly found that neither did the rest of my cohort. It was the perfect way of starting a journey together. This Programme has challenged my heart, body and mind in ways that I never expected a leadership Programme to do. Where were the auditoriums, course books and exams? Instead, we had refugees, diverse communities, acting, gang fights (long story), drumming, being one with nature and mindfulness training. What a year! It is one that I will never forget, not just because of what we have explored, but because of the change that I have experienced and will continue to experience over my journey ahead. I want to thank my fellow partners in crime, who opened their hearts and their minds to me and I to them. SKILLS Relationship management, strategic thinking, people development, partnership, commercial negotiation, stakeholder engagement

Class of 2017

Curtis Tohiariki Senior Advisor Government and Executive Team The Earthquake Commission (EQC) WELLINGTON

Dylan Newbold Area Manager Kiwibank CAMBRIDGE

I am roughly a 12th generation New Zealander. Something I become prouder of each year. I love our society and the increasingly integrated feel it has about it, but I think we have a greater responsibility to each other than we are currently demonstrating. To that end, I am thinking about what my bio could be in 5, 10, 30 years’ time. I would like it to be less about building an impressive CV, but a testament to that positive impact I can make in people’s lives. I have been working in the insurance industry, both private and public, for the last 10 years. Within that area, though, I have managed to have multiple roles and take on a magnificently broad range of learnings. I anticipate that the next few years will be equally diverse and I can’t wait to dive into the unknown.

Senior Director Partner Engagement, Asia Pacific Teach for All AUCKLAND

I will be forever grateful for the friendships I have made make this year, and as my career progresses I expect that my fellow alumni will be integral to its direction. I also hope that there is a modicum of support that I can provide to each of them. Thank you Leadership NZ. You’re not too shabby.

SKILLS Policy development, governance, stakeholder management, coaching/mentoring, organisational culture.

COMMUNITY INVOLVEMENT Junior Golf Coach

The majority of my career has seen me employed in the financial sector in both consumer and commercial finance with the last 15 years of my career as a leader. My real passion is transforming and growing great teams and then watching them learn and succeed. My current role at Kiwibank provides me with a rare opportunity to help build a bank which is both challenging and rewarding at the same time and fortunately carries little risk of becoming mundane any time in the near future. Outside of work, I have a passion for the outdoors and enjoy recreation in our forest park and on our beaches 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 a diverse range of leaders from a range of sectors around New Zealand. Many of these leaders come from backgrounds and industries I would seldom be exposed to and working alongside them in 2017 has given me the chance to challenge and test my own paradigm. I have been able to take new insight and a fresh perspective on a number of key issues back to my team and this has helped challenge and evolve the way they operate and the way I am as a leader. The content of the Programme continues to challenge me to review the way I employ a number of critical disciplines such as self-reflection and mindfulness which are once again part of my routine. The benefits have also extended beyond my work life enabling a new angle of reflection and helping me to introduce some fresh perspective into my own personal life.

SKILLS Change management, sales, relationship management, process improvement, coaching.

Edna Novak

It’s difficult not to write this without a degree of melancholy. We are now well into the second half of the Programme and the conclusion is just around the corner. This year will stand out as one of the most meaningful and important in my life. The Leadership NZ Programme is something special. It takes a group of strangers and turns them into a whanau, but it also provides you with a compass and asks three big questions. Where are you right now? Where do you want to be, and who do you want to be when you get there? These aren’t always easily answered, but sometimes the enquiry is enough.

COMMUNITY INVOLVEMENT Maungatautari Ecological Island Trust and local school boards for Primary and Middle schools.

I am originally from New York, and moved to New Zealand six years ago, fulfilling a lifelong dream I’d had ever since studying abroad here during university. Today, I live in Auckland and I lead the Asia Pacific region of Teach For All, which is about developing collective leadership to improve educational equity across the globe. I initially began my career as a participant in Teach For America, thinking I would teach for two years and then attend law school. Fifteen years later, I have ended up with a management degree instead of a legal one, and I feel very fortunate to have stumbled into a career that gives me the opportunity to make a positive difference in the world every day, through people and leadership.

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 Leadership NZ has exceeded all of these expectations. I am grateful to be among such a diverse and inspiring cohort of leaders who have such great energy and wisdom to contribute to our community, and to the world. In each of our sessions, I have been overwhelmed by the depth and the strength that my fellow participants have demonstrated through their personal stories and through their leadership. I have also learned so much from the wide-ranging perspectives of the speakers and organisations we have had the opportunity to meet with throughout the year. Leadership NZ has done much more than deepen my connections with the people and land of New Zealand. It has reminded me of the strength and energy we can generate when we share and grow in our journeys together.

SKILLS Coaching, facilitation, leadership development, organisational development, strategic planning, fundraising.

COMMUNITY INVOLVEMENT Advisor to Teach First NZ.

YEARBOOK 2017

Graduand Biographies

Greg Hartwell Crew Chief, Green Watch Auckland Airport AUCKLAND

Helen Goldstraw Administration Team Leader Primary Maternity Administration Counties Manukau Health AUCKLAND

Ian Williamson Partner, Management Consulting KPMG AUCKLAND

leadershipnz.co.nz

A lifetime living and working in Auckland, with two grown-up daughters, two young energetic sons, plus a grandson. I have had a focused career in aviation and emergency management in both employed and volunteer applications. Both environments have encapsulated a strong teamwork emphasis, which thrives on regulation, structure, and well-rehearsed procedures. I have embraced team environments all of my life, trained firefighters from across the country and the Pacific, progressed through my trade to station management. I have an impulsive need to organise, give, care and help others. I enjoy seeing others reach potential in themselves, feel open to diversity, can be seen as gregarious and enjoy life in general to the full. So when offered the Leadership NZ Programme, what more could I learn or explore, my life events had taught me well, or so I thought.

Arriving for the Leadership NZ interview tugged nerve strings; will I be good enough, am I too old, set in my ways? Nervous anticipation got worst as the first retreat became reality. I left it feeling like I’d been hit by a lightning bolt, awoken. I had an inquiry in which I had never felt or pondered before. Was this real? This year’s ride was about to take off and each retreat intensified, producing different emotions and questions.

I was born in West Yorkshire, United Kingdom where I lived until 2006 when I immigrated to New Zealand. I am married with three teenage children and have worked most of my life in the health sector. I have had various roles since leaving school, receptionist, medical secretary, personal assistant, clerical supervisor and clerical project lead. I currently work for Counties Manukau Health as Clerical Operations Manager for Women’s Health, a role which gives me the opportunity to further my leadership skills, passion for diversity and empowering others to grow.

The Leadership NZ Programme has been an emotional journey, but one that I feel privileged to have travelled. The whole year has given me an opportunity to connect with a talented cohort of individuals, coupled with an amazing array of speakers, challenging experiences and exposure to differing opinions highlighting diversity and integration in an eye-opening way. The structure of the Programme has enabled me to take a look into my own world, pause, consider and think about my future/ values, but also to consider the issues facing New Zealand today and what I can do to make a difference. Thank you to the Leadership NZ Team who are truly inspirational and the 2017 cohort for being amazing. The journey into integrative leadership has only just begun and I am excited to continue to learn and share my experiences with my team.

SKILLS People management, process improvement, recruitment, people development, communication.

COMMUNITY INVOLVEMENT I continue to host homestay students from overseas to settle in New Zealand, providing a safe, caring environment to learn and grow.

I am a British and Australian-raised Management Consultant that has spent the last 10 years living and working in South East Asia, before moving to Auckland in 2015. I am a big fan of hiking and horse riding and have only begun to scratch at the surface of the many amazing experiences New Zealand has to offer. After two years I still am amazed by the little things (like walking down the dairy aisle at Countdown). As a Partner at KPMG, I am privileged enough to work with many of our large and small organisations and communities every day, helping increase their prosperity, and in turn New Zealand’s.

Putting thirty-six people with very different backgrounds and viewpoints together to discuss issues that impact our people and country is a monumental task. At the beginning of the Programme I really didn’t believe we would make much progress expanding our perspectives, given how polarised we all were – and for a time that was true, at least for me. As everyone bonded however, and with the truly exceptional coaching of the Leadership NZ team, something very special began to happen. During a discussion, between the usual battle and frustration, someone with an equally impassioned but opposite viewpoint says something that sinks in. It sinks in not only as a result of the strength of their argument, but because now you know them. Because something they said in the past makes more sense. Because you’ve been through a lot with them, and because of that both of your defences are down. And just like that you finally realise there’s a different way - and you expand your perspectives.

SKILLS Strategy and operations, digital and analytics, process improvement, project management, business and financial planning.

Words cannot explain what we feel and experience on this Programme, the amazing speakers, the challenges, the selfexploration, listening and discussion. However, it appears we all had similar questionable journeys going on within ourselves. I have dug deep for the first time, questioned my life journey, discovered my values, questioned and expanded my empathy and leadership skills. I have grown in confidence, opened my mind to worldviews, chased dreams and found solace in myself. The door has swung wide open now, chapter two begins, what a rollercoaster ride. Thanks, Leadership NZ.

Class of 2017

John Hodgkin Regional Manager Ravensdown CHRISTCHURCH

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. I’m happily married to Emma and have three gorgeous children, Madison seven, Lachlan almost five and Cameron almost two. SKILLS Event planning, change management, relationship management, coaching, culture change.

Jolie Wills Founder and Managing Director Time of Your Life CHRISTCHURCH

Kaan Hiini Senior Designer Curative AUCKLAND

I am a cognitive psychologist with a background in disaster recovery, mental health, disability and older person sectors. 13 years ago I founded a social enterprise that publishes life stories—valuing the lives of older people and creating a bridge between generations. After the Canterbury earthquakes, working for New Zealand Red Cross, I developed psychosocial programmes for the people of Canterbury, supported those working in recovery in other disasters and helped to contribute to the ongoing shaping of how disaster recovery is practised. I am currently developing a social enterprise that explores storytelling and its applications in the areas of disaster recovery, connecting generations, and other community settings. I live just outside Christchurch with my family.

The Leadership NZ Programme has enlightened me and challenged me in new ways. The unique nature of the Programme is like nothing I have experienced. 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! As the year has progressed I feel as though the 2017 cohort has developed a unique bond which has been pulled together through the richness of the stories, the great camaraderie and having an absolute blast along the way! I’m trying not to think about the fact there are only two sessions left. However, many lifelong friends have been made which will continue to deliver the 2017 Leadership NZ legacy into the future. COMMUNITY INVOLVEMENT Coach junior football.

Leadership NZ is helping me to explore the interconnected realities, challenges and opportunities we face as a nation, and what I might add through my leadership. I’ve learned how more deeply knowing ‘me’ translates to a better contribution to the collective ‘we’. Wonderful things can emerge when uncertainty and complexity meet courage and tenacity. Leadership NZ and the wonderful people I have journeyed with have helped me tap into a well of courage. My sincere thanks. SKILLS Staff wellbeing and resilience, psychosocial support, disaster recovery, storytelling, community development. COMMUNITY INVOLVEMENT Mentor and support for personnel within the areas of disaster recovery, preparedness and community development.

Born and bred in Tāmaki-Makaurau, I whakapapa back to Rotorua and Northland, Te Arawa and Ngā Puhi. My father’s family names are Hiini and Rogers, my mother’s, Marsh and Beazley. I’m proud of my Māori heritage but growing up in Auckland 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 creative skills for good. I do this day to day at Curative, a creative agency working to change the narrative of complex social issues using the tools of creativity, connection and collaboration. Having worked at Curative for five years now, I’m committed to using co-design in my creative process, and 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 year have felt important and rich, really underlining the many experiences, cultures, challenges and beliefs that make New Zealand what it is. It has been essential to the development of my understanding of our national identity and the many things to take into consideration when it comes to tackling the issues we face.

SKILLS Event planning, communications, community engagement, content creation, creative direction and design.

COMMUNITY INVOLVEMENT Contributing writer for Design Assembly, organiser of CreativeMornings, a monthly creative inspiration lecture series.

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.

YEARBOOK 2017

Graduand Biographies

Katherine Short Partner Terra Moana WELLINGTON

Keryn Bristow Acting Team Leader Taitokerau Attendance Service Ngāpuhi Iwi Social Services TE TAI TOKERAU

Kirsty Marlow Infrastructure Alliance Manager, Downer New Zealand HAMILTON

leadershipnz.co.nz

I am an ecologist, a marine fisheries conservation and sustainability innovator having worked with WWF, the Marine Stewardship Council and ecosystem-based management of fisheries around the world since 1996. Whilst returning home to Aotearoa/New Zealand in 2011, I completed a sponsored Masters at Imperial College London researching seafood sustainability and ecosystem service models. Now I run F.L.O.W. Collaborative Ltd (Fisheries. Livelihoods.Oceans.Well-being) and Terra Moana Ltd, a business partnership with Tony Craig, a seafood industry expert. Together we bridge worldviews and bring collaborative natural capital approaches to primary industry, including supporting the largest Maori seafood company, Moana New Zealand in its sustainability transformation. Our work spans governments, ENGOs and investing in developing Fish4all, the responsible recreational fishing app. I am a keen hobby potter, in a civil union with Nadine and we have two dogs, Bettie and Charlie.

This Programme rocks! It is far more than I’d hoped for and I love being surprised! Having spent more than half of my life outside Aotearoa/New Zealand I chose to do the Leadership NZ Programme to enable me to better anchor my sustainability leadership in Aotearoa/New Zealand. I recognise that in our emerging post-settlement nation, we must heal our relationships with the realms of Tangaroa, Papatuanuku and Ranginui, and each other, especially as we become a more diverse society. The clever Programme structure and approach merge our diverse disciplines and backgrounds. The depth of exposure to key issues, worldviews, and ways to explore and understand, are excellent. I am feeling a shift to a deeper confidence and clearer focus for how I can better contribute, including understanding my own sustainability needs. I’ve have had some life crashes and the truth in the wellness tools and careful methodologies the Programme trains us in is humbling. I will be a grateful, proud and active alumna. Thank you! SKILLS Conservation and sustainability, governance, community engagement, mentoring, public speaking. COMMUNITY INVOLVEMENT Member of Wellington Potters Association, volunteer at conservation events.

Tēnā koutou katoa, nei rā ngā mihi matakuikui kia koutou ngā kai pānui. Ko Keryn Aroha tōku ingoa, he uri ahau nō roto o Te Hiku o te Ika rāua ko Te Whare Tapu o Ngāpuhi.

I have truly enjoyed my time with the Leadership NZ Programme. I love the style of teaching and delivery and I couldn’t bear the idea of missing a single session. I have faced personal challenges throughout the duration of the Programme and I have witnessed my personal development as a leader.

I have worked for the past five years at Ngapuhi Iwi Social Services supporting the families of young people who have been disengaged from mainstream education.

Each session provides me with food for thought and deepens my ability to listen, to practise compassion and to extend myself beyond my own barriers. I have met some amazing people over the past 10 months who I am proud to call my friends.

Having grown up in a family that truly valued the importance of education, I am passionate about my job and ensuring young Māori people are supported and able to access highquality educational experiences.

I have acquired some great skills over the past year and implemented them in my personal and professional life. This has resulted in not only my own growth but also the growth of the team I serve in my day to day working life. Thank you so much for this opportunity, I truly have been blessed!

SKILLS Relationship management, people development, community engagement, event planning, facilitation, governance.

COMMUNITY INVOLVEMENT Trustee, Tauteihiihi Marae in Hokianga; Board Member, Te Runanga Nui o Te Aupouri; represent our interests on the Te Hiku Iwi Development Trust; Trustee at my son’s Kura Kaupapa.

I am a Civil Engineer and over a twentyfive year period, I have contributed to the construction and maintenance of critical assets on three continents. Having somewhat “shed my technical skin” over the years, I have developed a passionate interest in the safety, well-being and development of those in our workplace; I am inspired by seeing the glint in an eye or the puffing out of a chest when someone discovers their potential. I’m also Mum to Alex who is at the middle of my world. I love to have fun inside and outside of work, running (or rather plodding) for fun with the Frankton Harriers and playing the cornet again after a thirty-year hiatus.

We are approaching the end of our Leadership NZ experience, but in many respects, it is just the start of the rest of the journey. We have spent the year setting firm foundations, connecting with how we view the world, what is important to us, what’s important in society. We have learned to be resilient, and to be brilliant. We’ve been challenged, we have inquired, we have reflected, deeply. We have made friends for life; our syndicates and triads constellations of shining stars with connections that will endure in the night sky of the cohort. We have laughed, cried, hugged, or not hugged, argued, supported, listened, respected. The most exciting part is still to come, and as I move on from this point I’m looking forward to contributing as part of the Leadership NZ whanau, continuing to grow as an individual, and to applying my particular gifts and strengths for the greatest good that I can.

SKILLS Facilitation, project management, strategic planning, public speaking, people development.

COMMUNITY INVOLVEMENT Chairperson - Te Rapa Junior Rugby Club.

Class of 2017

Manoj Ragupathy Privacy and LGOIMA Manager, Auckland Council AUCKLAND

Mark Langdon Director Business Assurance New Zealand Trade & Enterprise (NZTE) WELLINGTON

Mele Wendt Consultant, Director, Governance Facilitator WELLINGTON

I’ve worked in local and central government for over a decade. My career has mainly consisted of policy, legal and project management roles. If I had to describe my current career path, I would describe myself as an explorer of the challenges of public accountability, public good and the role of the public sector in an increasingly complex and diverse society. The public sector, especially local government, is also facing a huge challenge around falling voter participation rates. Reversing this trend will require a fascinating congruence of technology, politics and public engagement. I’ve previously been involved in a number of community and sporting organisations. My current community involvement is limited to coaching cricket and soccer at local clubs. I am looking for opportunities to contribute at a governance level in community organisations dealing with complex and long-term social challenges. If that’s you please get in touch.

I started the Programme not knowing what to expect, but I was confident I would learn more skills, meet inspiring people and progress another step in my leadership journey. The Programme has re-programmed me. For me, Leadership NZ is not in the business of teaching new skills or delivering a course. They are in the business of taking people on a journey of self-discovery guided by amazing people and experiences so that participants reflect on and question their most fundamental leadership qualities such as values, purpose and beliefs. When I started the Programme I wasn’t sure if it was the right fit for me. The group was an eclectic mix of individuals, experiences and backgrounds. I soon discovered that the diversity of the group is its strength and I’ve been truly blessed to share the journey with an amazing cohort. If you are in the same boat and are sceptical, apprehensive or undecided, you’re in the best frame of mind to jump on in and enjoy the journey.

I am a husband, a father of two and an immigrant to New Zealand. I have over 15 years’ experience in working mostly in the private sector, and mostly in financial services, focused on internal and external auditing, and risk management/advice. Recently, I have joined New Zealand Trade and Enterprise and have discovered a love of cause-driven public service. At NZTE, I am the Director Business Assurance, which means I lead a small team with the goal of helping NZTE make better decisions. Although my team is small, my work takes me across our whole organisation and my impact relies mostly on influence, rather than line management responsibility.

I started the year believing I would learn how to be a better leader. As it turns out (cliché alert), my experience of the year is a journey to being a better person. I can see in myself a broadening of my worldview and awareness of the greatness of, and challenges facing, New Zealand and New Zealanders. I travelled, physically, emotionally, intellectually, to places far removed from my daily life. I wouldn’t otherwise have so deeply explored my values, beliefs, behaviour, nor would I feel so in touch with what matters to me.

SKILLS Governance, organisational review, coaching, risk management.

COMMUNITY INVOLVEMENT Junior cricket.

I came to Aotearoa to attend university after spending 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. Since 2015 I have had a portfolio career, doing a mix of governance and consultancy work in a number of areas. I’m also involved in community and leadership groups and mentoring. Our super diverse country has some challenges (and opportunities) and I’m keen to help ensure better outcomes for Pacific people, Māori 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. The Programme has more than delivered on all counts, and it’s been an awesome year! I’ve loved visiting different parts of Aotearoa, hearing from a diverse range of amazing leaders sharing their experiences, wisdom and ideas, and discussing some really important issues that we as leaders ought to know and act on. I have formed deep bonds with 35 incredible fellow participants who I’ll miss when the year is over. The Programme provides much food for thought, inspiration, challenges/‘learning edges’, a range of emotions (including tears), and fun! I encourage everyone on a leadership journey to apply. Fa’afetai tele lava, Leadership NZ!

SKILLS Governance, Pacific development, diversity, scholarships, organisational capacity building, community engagement

SKILLS Change management, community development, legal, policy, project management, advocacy. COMMUNITY INVOLVEMENT Coaching soccer and cricket at local sports clubs.

The people I have met, heard and talked with have had a profound effect on me. I have worked closely with some wonderful people and have been inspired by the grit, determination and nous of those tackling the challenges of our time. Through sharing our experiences and growth, I am more in touch with what is authentically me. These people have grown me as a person, as a leader and our bonds will endure.

COMMUNITY INVOLVEMENT PACIFICA member; organiser of monthly breakfasts for Pacific women’s professional development; mentor; member of Wellington Pasifika Business Network; Chair of Pasifika Education Centre Board; board member, Te Kura and the ASH Foundation.

YEARBOOK 2017

Graduand Biographies

Natalie Morris Continuous Improvement Manager Airfield and Emergency Operations Auckland Airport AUCKLAND

Nicky Vella Producer, Last Tapes Theatre Company AUCKLAND

Nigel Thomson General Manager Corporate Services, Landcare Research CHRISTCHURCH

leadershipnz.co.nz

Although I’m a first generation immigrant, I consider myself a Kiwi. My family relocated to Auckland from Johannesburg, South Africa when I was quite young. I grew up in Auckland, and after college explored Europe. I returned to New Zealand and continued to study and work. When I finished my studies it was time for a change/a new challenge. I moved to Berlin, Germany where I lived for a couple of fantastic years. I’ve always enjoyed creating things or getting outside. In summer it’s mountain biking, hiking or attempting to surf and in winter it’s skiing or boarding. Conservation is important to me and something I look to become increasingly more involved in.

Going through the Leadership NZ Programme has continued to intensify my desire to find solutions and synergies on a deeper and broader level, taking a more integrative focus to Aotearoa and our international environment, not just focusing on what is immediately in front of us.

SKILLS Financial, project management, process improvement, strategic planning, mentoring.

COMMUNITY INVOLVEMENT Forest and Bird Volunteer – Central Auckland.

I am an Auckland based theatre producer, and a proud member of the Last Tapes Theatre Company team. In 2016 our work included producing the Last Tapes ‘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 for a range of public and private sector organisations. I feel passionate about the importance of great storytelling, and how shared live performance experiences have the ability to start conversations, and move people to more deeply empathise with the people and world around them.

This year with Leadership NZ has been a fulfilling and thoughtprovoking journey of discovery. The opportunities to travel throughout New Zealand, and be welcomed into the lives and perspectives of others have deepened my understanding of the world around me. Knowing myself as I really am, while deeply considering the world and people around me is the work of a lifetime. I’m grateful to Leadership NZ for giving me the time and tools to begin this work. I’m hugely grateful also to my husband, daughter, and Last Tapes whanau for their support and love.

SKILLS Project management, producing, strategic planning, training, people development.

COMMUNITY INVOLVEMENT Member of Stimmung choir.

I am a proud father of two children and I have spent the majority of my 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 the family and on our 10-acre block. Giving back to the community is important for me and it has started in a small way through the kids activities - sports and education.

The Leadership NZ Programme is unlike any other leadership programme I have done and has had a huge impact on my personal growth. It provides a fuller picture of New Zealand, the challenges and opportunities. The Leadership NZ team are exceptional in their skills, knowledge and compassion and they have made us confront and discuss leadership and societal issues. Looking back I have seen subtle changes in the way I listen and lead, and the journey has only begun. It’s been a privilege to be on the Programme with an amazing cohort, refreshing tools, gaining new experiences and friends.

SKILLS Financial, governance, strategic planning, mentoring, relationship management and risk management.

COMMUNITY INVOLVEMENT School Boards and sports organisations centred around our kids.

I am excited about the opportunities that our 2017 cohort can pursue along with the Leadership NZ Alumni. The cohort has a perfect balance of alignment and diversification, I hope as we continue on this journey past the end of the Programme, we are in turn able to help nurture growth and a more integrative society through our leadership in whichever sector we operate in and with the protection of NZ’s natural resources in mind.

Reflecting on the year, I find myself feeling a sense of purpose, not because of the answers I have found, but because of the questions I have been gifted. Questions I know I must ask myself in the face of my biggest decisions as well as my everyday choices. The answers to which reveal my authentic self, and the most beautiful next step in the face of complex challenges.

Class of 2017

Peter Thomas Chief Credit Officer Bank of New Zealand (BNZ) AUCKLAND

Pieter Tuinder Acting Director of Partnerships Department of Conservation AUCKLAND

Richard Small Manager, Client Services Laura Fergusson Rehabilitation AUCKLAND

My heritage is an intergenerational South Island family. Having studied at both Lincoln University and the University of Auckland, my chosen career to date has been in commercial banking. Previous roles have been in relationship management centric, which has provided the opportunity of honing my skills for advocating for the customer and their ultimate success. My role of Chief Credit Officer requires a more pragmatic and adaptable approach of balancing competing objectives to achieve sustainable solutions. This has taught me that real leadership comes by effecting change through other people. As well as having a fulfilling working career, for me, giving back to the community is just as important, and I am a board member of the MPHS Community Trust in West Auckland. When not at work I enjoy the outdoors with my two sons.

What makes the Leadership NZ Programme unique are the tools it’s taught me work both at personal and organisational levels. The Programme has been a journey of discovery, challenging both my own views and biases. Ultimately it is making me a more resilient leader, developing my perspectives on ‘our place in a civil society’, and how those views can become a limiter on how I think about; people, communities, organisations and society, or collectively ‘my worldview’. Most importantly, it has taught me that every problem, issue, or point of conflict, is an invitation to learn, and learning occurs best when I am at the edge of discomfort. What has become clear, is that to advance society, collectively we need to collaborate to create more soulful organisations with greater levels of consciousness. Finally, the Programme has taught me how to be more readily able to process information to facilitate better decision-making, whilst providing clarity about my responsibilities and accountabilities to effect change.

SKILLS Accounting, corporate finance, strategic planning, risk management.

COMMUNITY INVOLVEMENT Board Member and Treasurer, MPHS Community Trust in West Auckland.

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 Tāmaki 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 quite a journey. Like many on the Programme, I didn’t quite know what to expect. I did not expect to resolve my identity and roots. Te Tai Tokerau called me back when we travelled up north, affirming this immigrant son as one their own. This followed with a menu of interesting places representing different aspects of Aotearoa and the diversity we need to celebrate. My social conscience expanded into a pressing need to examine my own contribution and I sit with that challenge. I have met a bunch of great people and we have immersed ourselves in deep learning: inspirational speakers, debate, creative challenges and meaningful korero in syndicates and triads. This Programme has been highly disruptive but motivating. It is also just the start of further exploration into self and society, which is a gift to be embraced.

SKILLS Environmental sustainability/conservation, relationship management, coaching, change management.

COMMUNITY INVOLVEMENT Conservation volunteering - various locations.

I am driven to find ways to help others be all they can be in the workplace and in life. I believe all people have a valuable contribution to make and for me to have a part in that gives me energy and a sense of fulfilment. I have recently changed role to now being the Manager, Client Services for Laura Fergusson Rehabilitation, and so now I am able to help serve some of our most vulnerable members of society through this new opportunity. I am driven to find new and better ways of doing things, to develop and never stand still. I believe that through collaboration and diversity we can do much greater things, especially for those that struggle in our society.

The Leadership NZ Programme has been a journey of reflection, confirmation and growth for me. Reflection about my style, my values and how truly inclusive I am; confirmation that being me and being open and authentic is ok, and that I can contribute as I am; and growth in my sense of personal confidence, openness to welcoming true diversity of thought, and how to maintain a balance of service and giving with self-care.

SKILLS Change management, governance, organisation development, strategic planning, mentoring, people development, process improvement.

COMMUNITY INVOLVEMENT I lead a church management team as chair of the board and music leadership, and the manager of client services for Laura Fergusson Rehabilitation.

The Programme has been an amazing opportunity to develop new friends and networks, to share my challenges with others, and to support and contribute from my own experiences. The speakers have provoked thoughts and reflections for me. When I have agreed with a comment, I have learned to examine my own response, rather than just reacting. The mix of discussion, speakers and practical activities has inspired me, challenged me and helped me grow. This year has felt like the start of the next chapter in my life as a leader, with much more growth to come!

YEARBOOK 2017

Graduand Biographies

Rui Peng Co-Founder and Creative Director Critical Design AUCKLAND

Sarah Anderson Manager Customer Experience and Engagement, Licensing and Compliance Services, Auckland Council AUCKLAND

Shona Meyrick Manager, Business Process Management Accident Compensation Corporation (ACC) WELLINGTON

leadershipnz.co.nz

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. Nō 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.

I’ve learnt that it takes an honest friendship with our most vulnerable neighbours in difficult circumstances to re-imagine a daring and deeply compassionate vision for the future. I’ve learnt that by making the struggles of my neighbour my own, I am compelled to an action that will last. I’m learning that it takes sheer determination and a dogged perseverance to overcome the loneliness and exhaustion of trying to bring about something new. I’m learning to grieve the social and economic cost this journey has brought on my family as it unfolds. I’ve learnt that it takes the care of a village to guide, nurture and convince me out of feelings of absurdity, states of self-doubt and brushes with depression. As I write, I am drained yet I am hopeful. I am frustrated yet full of joy. Standing on the shoulders of the giants who have gone before me, gives me perspective. And if my family and I were to rewrite this story - a few sentences may differ but the narrative would remain the same!

SKILLS Architecture, industrial and systems design, entrepreneurship, robotics and digital fabrication, community development, storyteller.

COMMUNITY INVOLVEMENT Co-Founder, Critical. - the social enterprise design studio operating out of Wesley Intermediate school; Board Member, Project PETER - A collective impact organisation focused on solving education, training and employment readiness in Mount Roskill.

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. Working for Auckland Council provides challenges that motivate me and goals that make me proud. My passion is finding hidden talents in people and bringing out the best in people. Prior to local government, I enjoyed being a youth worker and less enjoyed being a banker. Outside of work, my time is committed to family, friends and surprisingly - off-road running, a new joy.

The Leadership NZ Programme has been wonderful. I have learned that leadership is also about looking after my mind. That the best way to listen and lead is to bring the best me. Through the year we have been armed with many with processes and tools to keep growing as leaders. I have been challenged by these tools in my personal life, and how mastering these concepts will make me a better leader. I believe that New Zealand boasts amazing talent. I want to be a part of growing that talent and making a difference. My time with Leadership NZ has strengthened and broadened that commitment.

SKILLS Change management, communications, facilitation, organisational development, strategic planning, training, mentoring, leadership development, public speaking, relationship management, people development.

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 reorient 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. SKILLS Strategic planning, organisational review, process improvement, relationship management, people development.

I’ve found Leadership NZ is like doing a jigsaw puzzle without understanding what picture I’m trying to create. Each piece of the Leadership NZ puzzle has challenged me and required me to look at things from a variety of perspectives. Countless times, I could connect pieces only by working with my inspiring Leadership NZ cohort. I’ve also had to put some of the pieces down for a while and come back to later them later. I’m just starting to get a sense of what I might be creating but it will be some time until I know what the full picture looks like – if I ever do! Leadership NZ has encouraged me to let go of the need to know where things are headed and I’ve found joy in the art of puzzling! My challenge is to continue on the path I’ve been set and I feel very lucky to have connected with a fantastic group of people who will be with me well beyond this year.

Class of 2017

Sonia Isaac Director KPMG WELLINGTON

I reside in Wellington having started my professional 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 work in a big city corporate environment, 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 and the broader issues facing New Zealand. From a personal perspective, the Programme has taught me the benefits of slowing down, reflecting in order to move forward successfully and it has given me the confidence to continue my leadership journey with insight and the courage to make an impact.

SKILLS Financial, people development, process improvement, risk management, mentoring.

Sue Quirk Head of People and Culture Te Papa Tongarewa WELLINGTON

Tim Jones Assistant Director (Innovation), Defence Excellence, Office of Strategy & Governance New Zealand Defence Force WELLINGTON

My career background has been fairly pure in that I have worked in the same field that I studied – Human Resources. I am strongly motivated to enable and create workplaces where people can fulfil their potential. I am privileged to work for such an important national institution as Te Papa Tongarewa. Prior to Te Papa, I have worked for Fisher & Paykel, WCC and Ministry for the Environment. What all these organizations had in common was they were at a transformative stage of their organisation development, and the biggest learning is that truly sustainable change takes time to embed and that it relies on people and culture to be successful. I am a proud Mainlander from Otago who has lived in Wellington for 18 years. Outside of work I am a Director for St Mary’s College Board of Proprietors and enjoy travelling and tramping.

From a professional and personal view, the Leadership NZ Programme is truly experiential and is superior because of the way the NZ context is woven through and the bi-cultural nature of Aotearoa is front and centre. What I have really appreciated is the time to reflect and recognise that I have first to develop self to enhance my leadership. Through the Programme, I have gained a better understanding of my emotional self. The sense of place is important to me and I love how the Programme takes us to different parts of the country through the year. The diversity of thought that we are exposed to has been enriching and the challenges that NZ faces can be improved if we respect those differences and seek a way through. He aha te mea nui o te ao? He tangata, he tangata, he tangata.

Innovation has always been a passion of mine; I believe innovation will be the key to New Zealand’s success in the twenty-first century. In my role I have the privilege to merge my interest in innovation and my service to New Zealand and the NZDF. I started this role halfway through 2017, when I began Leadership NZ in January 2017 I was the Army Innovation Manager. 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. I firmly believe that innovation is born at the ground level of an organisation and must be supported from the top. 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 incredible aggregate knowledge and experience of my peers who have taken part in the 2017 Programme. This has been a fantastic learning opportunity for me, allowing me to engage with and learn from people I would not have met otherwise. The sessions offer a huge range of opportunities to learn new skills and explore new ideas. 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.

SKILLS HR, organisational development, mentoring, coaching. COMMUNITY INVOLVEMENT Board of Proprietors for St Mary’s College.

This has produced an incredible environment that is highly conducive to learning. The sense of community also means that there is always someone who can offer advice or guidance both inside and outside the formal sessions. I know that the new skills and tools I have been exposed to on this Programme will allow me to become a better leader, which will benefit my organisation as well as New Zealand as a whole.

YEARBOOK 2017

ALUMNI CONNECTIONS Words byAngela Barnett

Dr Selina Tusitala Marsh LEADERSHIP NZ ALUMNA (2010) Gandhi was boarding a train one day in India when a journalist asked him, ‘Gandhi, what is your message to the world?’ Gandhi looked at the journalist and simply said ‘My life. My life is my message.’ Dr Selina Tusitala Marsh is following the same tenet. Her life is her message. And her life is poetry. As current Poet Laureate, scholar, awardwinning author, teacher, and the first person of Pacific Island descent to get a PhD in English, Selina inspires poetry wherever she goes: in schools, businesses, and the community. She believes poetry can offer people something nothing else can - to find your unique voice. Selina, of Samoan, Tuvaluan, Scottish and French descent, often felt invisible and silent when she was young. “I didn’t know where I belonged. I was too tall, too much hair, too brown. Poetry gave me visibility and a voice.” Her first book of poems, Fast Talking PI, won the New Zealand Post Best First Book of Poetry award in 2010. She completed the Leadership NZ Programme in the same year and says she had an epiphany in the first retreat “I was a minority on several levels in a workplace…I was brown, female, loud… but by fighting stereotypes about others I had become combative in my thinking. The Programme allowed me to reconnect with the humanity in others that supersedes race, class or gender, through resurrecting the lost art of deep connection; truly a gift that keeps on giving beyond the workplace.” She says she thought she knew herself and her capabilities but the Programme proved her “wonderfully wrong!” Last year Selina was invited to perform at Westminster Abbey in front of Kofi Annan, British PM David Cameron, 3000 dignitaries and Her Majesty The Queen herself. Representing 52 Commonwealth countries, her poem, ‘Unity’, spoke of humanity, alliances, allegiances, histories and most of all connection.

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Jo Brosnahan, founder of Leadership NZ was the first person to tell Selina she was a leader. “She always encouraged me to the nth degree to embrace creativity in the leadership sector.” After the Programme, Selina went on to design and facilitate a poetry and leadership programme for the Institute of Education, working with Pacific leaders in the corporate sector. “That was amazing,” she says. “Basically I took them through a journey where they could produce their own [identifying] poem – so they didn’t leave their culture at the door in their corporate environment.” To her, the Leadership NZ Programme enabled her “to experience different people, different paradigms.” And allowed her to be more comfortable and confident standing firmly in her own unique leadership style “which passionately embraces creativity in poetry and a compassion for marginalised communities.” Selina is dedicated to widening educational possibilities for Pacific peoples everywhere. This year she’s working with Pacific Island leaders across different corporate sectors. “I’m not so great on how corporates manage but I’m excellent on how to bring out your own creativity so you can infuse your corporate place with your own unique cultural contribution.“ Being awarded the Poet Laureate was recognition for Selina from the broader community that she’s “doing OK”. And “reaching people.” Wherever she goes she takes the Tokotoko, carved orator’s stick. “The Tokotoko’s a talking stick, not just a walking stick, that is to be touched. I want everyone to imbue it with their energy.” Leadership, according to Selina “is a poem able to hold aroha, creativity, vision and bravery in the beauty of its palmed lines.” Words from a true leader, living out her message.

“Leadership is a poem able to hold aroha, creativity, vision and bravery in the beauty of its palmed lines.”

ALUMNI CONNECTIONS Words by Darren Lee

Tom Dibley

LEADERSHIP NZ ALUMNUS (2014) It was 2014, the year of Disruptive Leadership. However, Tom comes across as anything but disruptive. At least in any literal sense of the word. In fact, Tom creates an indelible impression of being far more influenced by the more recent Leadership NZ themes of mindful and integrative leadership. He is humble, reflective, self-effacing and there is an authenticity in the way that he views and discusses leadership and his own journey. Regardless, it is clear that Leadership NZ has left its mark on him. As a teenager, Tom was lucky enough to participate in Discovery – a youth personal development programme. He recalls how this ignited something in him and opened a door during his formative years. However, in the absence of any further nurturing and through the passage of time, it was a door which started to slowly close under the daily grind of life in the public service. Until 2014, that is. Tom describes his Leadership NZ experience as a ‘rebirth’. A year that didn’t just reopen the door for him, but one which lifted it off its hinges. It catalysed a shift in employment from the Ministry of Business, Innovation and Employment to EQC, where he now heads the Office of the Chief Executive.

“I’ve learned to let go of things that get in the way of truly connecting with people’s hearts.”

Tom talks about his current organisation with pride and references the less-heralded work in their research and resilience programmes that is inevitably buried by the more publicised stories of individual frustration and trauma from life changing natural events. But EQC is an organisation that has endured many internal and external challenges during the years that have followed the Canterbury earthquakes. Things like the requirement to rapidly scale their operations in response to such traumatic events and the inevitable scaling down over time as the region stabilises provide significant leadership challenges in their impact on people. And it’s when he talks about the people that Tom’s depth of passion really shines through. I’m struck by the sincerity with which he discusses his views on leadership and

connecting with people at a deeper level. He talks about his Leadership NZ experience as helping him to connect with people about the things that really matter. Not the day to day deliverables of work, but the things that really matter; genuine conversations about people’s purpose, their skills, what they bring to the system and to the world. Tom gives the impression that he is a leader in transition; someone who is consciously and increasingly unconsciously - shifting his leadership style. This is a learned craft and it has meant some personal challenges for him. He counts learning to trust and being vulnerable among them. “I’ve learned to let go of things that get in the way of truly connecting with people’s hearts.” It’s the same advice he gives to future leaders: be open, be vulnerable, and yet still provide clarity and direction, “and don’t be afraid to fail.” Through both personal and organisational change Tom muses rhetorically about what it means to be a leader through change. Or more precisely, what it means to be a good leader through change. A transactional approach is common. But in keeping with the rest of our conversation Tom focuses his thoughts on connecting people’s hearts to the opportunity that change inevitably presents. Listening to Tom, I am reminded of a Steve Jobs quote: ‘Remembering that you’re going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.” We change tack and talk about integrative leadership and what it means to him. Steering clear of bland academic definitions, Tom once again talks about it in terms of bringing people back to what they do and why they do it. “It’s about connecting with people; what are your unique skills, what is it you’re really offering, how do you connect with the system and how do you connect with people across the divides?” And then it dawns on me… Tom is already practising integrative leadership.

YEARBOOK 2017

ALUMNI CONNECTIONS Words by Kimberly Rees

Jeanette Burns

LEADERSHIP NZ ALUMNA (2007) Jeanette is a person of paradox, a great example of integrative leadership. She is a petite woman with soft blue eyes and a warm smiling presence, but you know she has to have a hard edge as well to have built such a successful career within New Zealand’s Department of Corrections management system. One would assume Jeanette has a split personality, with the ability to turn on or off her soft or hard side as required. But this is not the case – it is not one or the other for Jeanette, the duality is truly integrated within her. She balances extremes most of us couldn’t even imagine and does this on a regular (often daily) basis using her ‘whole self ’ not just parts. To appreciate this is to know a bit of Jeanette’s career path. Starting in the health sector with nursing qualifications, one of her first professional accomplishments was changing the system at Starship Children’s Hospital to allow parents in the trauma treatment rooms. Jeannette says “These were often highly emotional situations where I had to be empathetic and objective at the same time in my role of managing the dynamics between parents and medical staff.” She adds, “That kind of balance and adapting to the situation you are faced with were foundation learnings for me at the beginning of my career.” In 2000, Jeanette moved from the health sector to the Department of Corrections and within a few years became Prison Manager of Mt Eden Women’s Prison. She eventually led the prison’s transition into the innovative Auckland Regional Women’s Correctional Facility (ARWCF) which had a renewed focus on rehabilitation. Responsibilities included relationship management with all the stakeholders, multiple cost centre budgets, contract management of external service providers and the performance management of over 150 staff. Jeanette is also a mum of three children who were teenagers at this time. “It was a challenging period for me. Implementing change is never easy, especially

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within this historically rigid infrastructure – but the challenge was good for me” she says. Her success in this role led Jeanette to a promotion as Assistant Regional Manager of Area One Northern Prisons in mid-2008.

paradoxical answer given how control, infrastructure, systems and processes are paramount functions in her predominantly male work environment.

During Jeanette’s tenure as Prison Manager of ARWCF, her manager enrolled Jeanette into the Leadership NZ Programme for 2007. “I had no idea what it was about and had been on a number of leadership training courses before. But the Leadership NZ Programme is distinctly different – it leap-frogged me ahead substantially in my capabilities to ‘lead’ or manage any situation, both on a professional level and on a personal level,” Jeanette confesses.

Jeanette states, “One of the golden nuggets I received from the Leadership NZ Programme was the power of storytelling. I use it as my key form of communication in many different ways and scenarios adapting to the situation. I have found that when you take the time to either present or understand the background, the context of a situation so that others find a point that resonates with them, it is amazing what can get accomplished.”

This is a credible endorsement from a woman who, now as Northern Regional Commissioner at the Department of Corrections, has an infallible reputation for ‘incident management’. In the prison system, ‘an incident’ is always intense and dangerous, requiring a level of crisis management which is significantly beyond how we normally use the term. “Incident management involves leading with confidence, being open, adaptable, and resilient, all traits that were instilled into me through the Leadership NZ Programme,” Jeanette states. Jeanette has been called in (often with short notice) to manage prison incidents such as the recovery response from the Christchurch earthquakes in 2010 and 2011 when prisoners had to be transferred from damaged facilities, and the 2013 Spring Hill Riot where prisoners set fire to the facility. She has received both the Assistant Police Commissioner’s Award and a Ministerial Award in recognition of her successful leadership through these risky situations. When asked what her key ingredients are for being competent in this specialised area she states, “I remain calm no matter what, immerse myself in the situation so I can assess it from all perspectives and draw upon my own values, life experiences and instinct to connect people together so we come up with solutions.” This is an unexpected and

Jeanette Burns, Regional Commissioner Northern Corrections Services, Department of Corrections is a model example of integrative leadership.

“I have found that when you take the time to either present or understand the background, the context of a situation so that others find a point that resonates with them, it is amazing what can get accomplished.”

ALUMNI CONNECTIONS Words by Andrew Sharp

Rewi Spraggon

LEADERSHIP NZ ALUMNUS (2005) “Every now and then your waka needs an alignment – just like a car.” Just like New Zealand at the moment. After the recent election, our country is divided, our social system seems to have let more people than ever before fall between the cracks and many of our organisations have a crisis of leadership. I sat down with Rewi Spraggon, Alumnus from 2005, to get his thoughts on how we, as leaders, can set New Zealand on a straight and true path.

“I challenge us to realign the waka.”

Rewi says the leadership here is too shallow; a system that only looks out 30 years and then operates in three-year increments is doomed to focus only on the short term. “What we need is some cathedral thinking. You know – looking out 200 years and make that plan. Then work backwards and only then will we start to properly put kiwis into a better place.” So how and where do we start? The theme for Leadership NZ this year is Integrative Leadership. Normally when we are making decisions we hold the often diametrically opposed options, weigh up the pros and cons and then compromise downwards to get to the decision point that is supposedly ‘win-win.’ With integrative leadership, we look at a pro-pro list – the best of both options – and figure out how to synergistically integrate them to move upwards and arrive at a decision that has as few compromises as possible. So if our problem is lack of long-term thinking and a plan for how to achieve it, how do we get together and do a pro-pro list to get clarity around exactly what that means? And could this type of approach work for all of New Zealand and our society?

To answer that, a hard and critical example of integrative leadership that we could start with is immigration. Rewi says, “A key turning point for me is the loss of the Kiwi community. When I grew up I knew everyone in the street, I even knew their dogs. Now, most people don’t even know the name of their neighbour!” We talk about the strength of diversity – and there is strength there, but diversity has strength only if there is a plan to integrate the best of both situations. As Rewi continued, “How are we integrating these people into Aotearoa New Zealand? It appears that what we actually do is ask them to pass a base level income and English test and then say – on your way. It’s not enough. If we are going to live together, we need to understand each other.” How can we look at these amazing people that want to come into our country, see their strengths, understand their desires and then work together to align those with the strengths and skillsets of the Kiwis that are already here and build a country that is home for all of us?” To all our fellow alum, Rewi has a challenge for us. “I challenge us to realign the waka. Let’s hold a hui taumata (the platform of leaders) to have the tough conversations, bring it out in the open, with honesty and come up with a 200-year plan for our country. With clarity – what do we want NZ to be? We have over 300 of the greatest senior leaders in this country in our ranks. We have enough skills to pull this off.” To steal a campaign message – Come on Leadership NZ – let’s do this! Check out Rewi’s new business launching in November. When you go to Italy you eat pasta, when you come to NZ we have the smokiness, earthiness of true NZ soul food – that’s Hangi Master.

YEARBOOK 2017

PARTNER’S PERSPECTIVE Foundation North

Shared DNA to grow our Leadership Sector Innovative approaches, creativity, like-mindedness and the right people together in the room at the right time. That is what Leadership NZ and Foundation North have achieved over the past 12 years through weaving the strands of their ‘shared DNA’ to grow New Zealand’s leadership sector. Both organisations have carved out their own pathways with distinct mandates and goals. As the community trust for Auckland and Northland, and New Zealand’s largest philanthropic grantmaker, Foundation North was there at the birth of Leadership NZ’s Leadership Programme in 2005. Since then, connections have remained strong, and when the two organisations join forces– well, let’s just say that is when new and integrative leadership initiatives are born. This feature explores and celebrates the evolution of the long-standing relationship between the two organisations; a partnership which has been at the forefront of fresh thinking about what makes successful leaders in this country. We also catch up with some past alumni whose own leadership journeys have strengthened the connections between the two organisations and whose career paths since graduating have opened a door into leadership for others, particularly in the youth, community and voluntary sectors.

• The Foundation was formed on 30 May 1988 through the creation of a Trust Deed under the Trustee Banks Restructuring Act 1988. • Foundation North holds in trust for the Auckland and Northland communities an endowment, or putea, of over a billion dollars. • This endowment comes from the sale of the community’s shares in what was previously the Auckland Savings Bank. • The Trust changed its name from the ASB Community Trust to Foundation North in October 2015.

OUR TWO PLAYERS With 370 graduates having undertaken its signature Programme since its inception, Leadership NZ contributes uniquely to the enrichment of Aotearoa in the not-for-profit, corporate and government arenas. It works to build an exceptional leadership culture that develops and celebrates resilient, courageous and authentic leaders. Many alumni, having undergone the inevitable process of self-discovery that the Programme facilitates, are now in prominent roles across these sectors. Much closer to home, a former alumni and an original Trustee now have prominent roles of their own at Leadership NZ; Sina Wendt-Moore (Alumna 2008 and now Leadership NZ CEO) and Programme Director, Louise Marra (2004 Founding Trustee). Foundation North provides around $40 million in grants each year to support Auckland and Northland’s not-for-profit organisations, community events and facilities. Through the leadership of Jennifer Gill ONZM, Foundation North has developed a mixed portfolio approach to its grantmaking, ranging from traditional (transactional) grantmaking to more innovative forms of philanthropy. The Foundation was a pioneer of venture philanthropy for New Zealand, a high-engagement form of philanthropic investment which combines multi-year grants with organisational support to community organisations. This has seen the Foundation walk alongside community organisations working to find solutions to some of the regions’ most challenging and complex social and environmental issues.

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• The Centre was established as a social business (100% charitable status) by Foundation North in 2014. • The aim of the Centre is to support both the Foundation’s high engagement investments and to support other foundations, individuals and organisations investing for social change. • The Centre provides a unique hub of expertise and advice and support services that the organisations can access to help them at each stage of the social impact journey.

SO HOW DID THE RELATIONSHIP START? In 2003, Leadership NZ’s founder Jo Brosnahan had taken the cutting-edge Leadership Victoria model and made it Aotearoa’s own, creating a distinctly New Zealand approach and flavour to deliver the best results for leaders and their communities. She described Leadership NZ’s first Programme intake in 2005 as “the beginning of a conversation”, in which “as the strands of the kete are woven together, so are the leaders of New Zealand being woven together. As the conversations continue, New Zealand’s future will become brighter.” Taking part in the conversation, and keen to see it continue was Foundation North Chief Executive Jennifer Gill, who in 2004 became an inaugural Advisory Trustee of Leadership NZ. “Together with other philanthropic bodies, we had faith in the contribution that Leadership NZ was going to make nationally,” Jennifer Gill recalls. “One of the challenges facing New Zealand at the time was to build social capital and social cohesion in our communities. Developing leaders was critical to responding to that challenge.” From the first grants covering running costs, Foundation North has contributed to the sustainability of Leadership NZ’s Programme year-onyear. These grants, and those from other community trusts have extended the reach of the Programme by providing scholarships to support leadersin-the-making from the not-for-profit sector, whose organisations would otherwise not have been able to pay for their leadership development.

FROM COHORTS TO CHANGE-MAKERS Six Foundation North staff members, past and present, are alumni of the Leadership NZ Programme, with another (Corporate Services Manager, Anna Palmer) enrolled in the current cohort. Having staff members undertake the Programme might seem an obvious and very natural way to connect the two organisations. Jennifer Gill is quick to point out, however, that, “It’s not about doing this because they are ‘our people’ – what is important is the growth and continued strength of the leadership pool in New Zealand.”

JENNIFER GILL

This is a sentiment echoed by Sina WendtMoore, who received a scholarship to join the Programme in 2008 thanks to Foundation North and the Tindall Foundation. “I had been aware of the support given to Leadership NZ from the philanthropic sector, and it has been fascinating to see alumni, especially those from not-for-profits, put their new skills to work and help their projects to succeed and have an impact,” comments Sina.

S INA WENDT MOORE

These profiles are of some of these connections, who have had a significant impact on philanthropy by being involved with the Leadership NZ journey. The thread that connects their Leadership NZ experience? The confidence that comes from becoming comfortable in themselves and with their leadership styles, and from applying their skills to drive the organisations they work in to help others effect social change.

KARYN McLEOD 2007 alumna Then: Grants Team Leader, ASB Community Trust Now – Funding Manager, Rātā Foundation Karyn was the first member of the Foundation’s staff to enlist in the Programme. When she applied, she was leading a team of five or six involved in assessing grant applications. “Jennifer Gill came to me with the application form and said she thought I should apply. It was a time of quick turn-around for me - I had just stepped into a team leader role and to be honest had never really considered myself as a leader. Although at the time I was thinking “Yikes!” now I am grateful to Jennifer for proposing me. “Once on the Programme, it allowed me to recognise and be comfortable in my own leadership style. This didn’t happen overnight. The penny dropped for me during the second retreat – it was a real ‘wow’ moment. Here I was, with all these amazing people in the room, and I realized that their ideas and experiences were really resonating with mine. I understood that I had the opportunity to respond through my work and my role to some big New Zealand questions.” Back at work, Karyn took on a more strategic Grants Manager role, incorporating the development of the Foundation’s Māori Strategy and the pioneering Māori & Pacific Education Initiative (MPEI). The initiative would break new ground for philanthropy, but would also be the catalyst for future leadership development programmes and for future collaborations that entwine Leadership NZ and Foundation North today. Karyn has been Funding Manager at Rātā Foundation in Christchurch for the past three and a half years. She credits the Leadership NZ Programme with equipping her with the necessary resilience to find philanthropic solutions to life in postearthquakes Canterbury. “It taught me not to be complacent, to step up to leadership and to use it to drive our work here”. YEARBOOK 2017

MOI BECROFT 2008 alumna Then: Programme Manager, Māori & Pacific Education Initiative, ASB Community Trust On Retirement: Project Manager, Foundation North In 2007, Foundation North brought some ‘big education thinkers’ together and formed Māori and Pacific reference groups who were consulted over the need to turn the tide on Māori and Pacific educational under-achievement in Auckland and Northland. At the end of that year, Foundation North launched its Māori & Pacific Education Initiative (MPEI); a $20m, high-engagement, high-trust funding programme. Moi Becroft was chosen to lead it. Moi remembers, “For MPEI we used a new philanthropic model, a combination of fully-funded grants for up to five years as well as capacity development support for the organisations delivering these innovative initiatives. No-one knew how it would go. It seemed that some people expected a lot of change in a short time, but time was needed to process and prove some of the prototypes. In managing MPEI, I often had to take calculated risks and find new ways of working. It was sometimes a lonely place.” The MPEI role coincided with Moi joining the 2008 Leadership NZ cohort (having been nominated by her boss, Karyn McLeod), a journey which she says had a “phenomenal impact on me.” Moi reflects, “Karyn understood that the fellowship and openness of the Programme would be good for me. It was also where I met Sina who was in the cohort. Sina and I bonded and were buddies on retreats – me with my Māori perspective and Sina with her strong Pasifika viewpoint. Connections that were formed during the Programme, with Sina and people like Deirdre Otene (now with the Moko Foundation), gave me great inspiration and collegial support. It helped me explore my own leadership style, build up resilience and belief in myself.” Moi believes that the new joint venture between Leadership NZ and Foundation North, The Mana Moana Experience (a Pasifika leadership programme), really highlights the importance of relationships. “Using the learning from MPEI and building on our relationships with Sina and Leadership NZ, Jannitta Pillisi and Pacific staff from Foundation North and the Centre for Social Impact all came together to discuss the idea of a potential Pacific leadership programme. The addition of Karlo Mila (Leadership NZ alumna 2013) and her Pasifika leadership model completed the programme. “Through that deep trust and synergy, magic has happened with the launch of The Mana Moana Experience.”

ALISON TAYLOR 2011 Alumna Then: Capacity Development consultant to ASB Community Now: Chief Executive, Centre for Social Impact Having set up her own consultancy in 2007 providing advice and support to the philanthropic, health, youth and social sectors, Alison was engaged in 2011 to help Foundation North design a prototype high-engagement funding and capacity support programme, drawing on what had been learnt from MPEI and the Foundation’s other high engagement projects. The result was the Catalysts for Change funding programme, managed by fellow cohort member Shalini Pillai from Foundation North. Catalysts for Change combined multi-year grants to a small number of organisations doing innovative work on major regional social issues with support for those organisations in areas such as leadership development, capacity building and evaluation. At this pivotal time in her career, Alison applied for the 2011 Leadership NZ Programme. Through this, she developed many cross-sector relationships, and in particular with, Louise Marra. Louise, Programme Director at Leadership NZ and now also an associate at the Centre for Social Impact, recalls that when she first met Alison, “there was the sense that something would emerge that we could do together.” That became a reality with the establishment in 2014 of the Centre for Social Impact, Foundation North’s social business. The Centre for Social Impact (CSI) was established by Foundation North in order to provide support to its Catalysts for Change community partners to achieve their goals. The Centre was also intended to act as a resource to the philanthropic sector serving a range of clients across New Zealand, including community trusts, family, corporate and community foundations, and community organisations, and other investors in social change and innovative philanthropy. Alison was appointed to head CSI, and Louise to develop the Centre’s Leadership pou. Leadership was one of the four founding pou (pillars) of the Centre’s service, together with design for social impact, capacity development and understanding impact. Alison says it was the ripple-effect (of the importance of the development of the leadership sector in New Zealand) that led her to incorporate leadership development into the pou. “Leadership is challenging, particularly in a sector where there are few easy answers. People have to be able to work with uncertainty and change, and bring their stakeholders with them on the basis of shared values and a common commitment to the direction of change. That was a key insight for me in my own leadership development, and I see how important that is to the community partners of Foundation North that the Centre works with today.”

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INTEGRATIVE LEADERSHIP Since 2005, 370 mid-career leaders have completed the Leadership NZ signature Programme. The impact on these individuals, their organisations, and the communities they serve, has been considerable. Over that time, different leadership models have shaped the Programme. The guiding leadership theme in 2017 is integrative leadership. “Our Programme is integrative in its philosophy and in its relationship with Foundation North,” says Sina Wendt-Moore. “This approach is now being talked about across all kinds of companies and organisations.”

LOUISE MARRA Then: 2004 Leadership NZ Trustee Now: Programme Director & Advisory Trustee for Leadership NZ; Co-Director of Sustainable Business Network and Spirited Leadership; associate of the Centre for Social Impact As well as being Programme Director at Leadership NZ, Louise now designs and delivers the leadership development programme for Foundation North’s Catalysts for Change grantees, and heads the Centre for Social Impact’s Leadership and Innovation programme. Louise says, “Sharing a leadership journey with Alison Taylor, and being involved in the Centre for Social Impact from the start, has been an amazing journey as we worked with brave community leaders willing to step up to even more visibility, risk and huge personal effort”. Louise recalls at the time the Catalysts for Change programme began, Foundation North was demonstrating admirable leadership itself in even considering more innovative ways of funding. “Leadership is risky,” says Louise. “What are we saying when we try and avoid risk? Often we are trying to protect ourselves. I love when I see organisations and individuals move beyond this protection to the truth of leadership and change in complex times. It takes courage to say ‘we don’t have an answer, there is no one answer; there is risk, but let’s experiment, learn, grow and adapt continuously.’ “I have loved being both part of Leadership NZ that has made this its purpose with much success, and also part of the Centre for Social Impact and its efforts within the community sector, as well as the business and the public sector. Leadership NZ and the Centre for Social Impact are great organisations which are truly starting to resource people and enhance the capacities that will be needed – resources such as space and presence, vulnerability, relatedness, congruence, sensing, healing and inspiration.” Louise strongly believes that a deeper type of leadership is needed in New Zealand, one that reaches across sectors to help heal and enliven the country. Louise comments, “For what is leadership if not service? I believe both service and leadership are ‘mastery journeys’ in this time, in the archetype of the healer. I love personally that my purpose of helping people awaken to their wholeness and higher wisdom is also part of this journey.”

“This integrative approach is essential, especially when you consider the complexities facing leaders in all sorts of organisations today. Tensions arise when you try to balance social versus financial impact for example. There is often no silver bullet answer, so organisations are required to think much more innovatively and entertain the notion of prototyping and fast-failing. “Thinking about prototypes for this fresh approach I think about how Foundation North created their Māori and Pacific Education Initiative (MPEI), which really was ahead of its time. My Programme cohort-member Moi Becroft (who retired from Foundation North earlier this year) was leading this at the time, and got me interested in becoming a trustee in one of the organisations involved in MPEI.”

MANA MOANA Having brought the Māori & Pacific Education Initiative to a well-advanced stage, Leadership NZ and Foundation North asked themselves ‘what next for Māori and Pacific leadership?’ They did not need to look far. Yet again, the answer came from within the Leadership NZ alumni. The Mana Moana Experience, a unique Pasifika leadership programme, was designed by Dr Karlo Mila (alumna 2013). Mana Moana represents a milestone for Leadership NZ’s relationship with Foundation North and the Centre for Social Impact. As Sina points out, “It builds on the positive leadership outcomes of MPEI, which has over ten years provided leading-edge change. Mana Moana is the next manifestation of that approach.” “Being a Pasifika leader myself and connecting widely across that community I know it would not take much, if we really want to scale (Pasifika leadership) up, there is no other vehicle for this to happen. I congratulate Foundation North for having the vision and coming aboard this in partnership with us.”

FOUNDATION NORTH LEADERSHIP NZ PROGRAMME ALUMNI

• Karyn McLeod – 2007 • Moi Becroft – 2008 • Cyril Howard – 2009 • Matt Stratton – 2010 • Shalini Pillai – 2011 • Kimberley Rees – 2013 • Anna Palmer - 2017

YEARBOOK 2017

MANA MOANA Words by Karlo Mila

Mana Moana Sets Sail Mana Moana refers to the power, energy, vitality sourced by being indigenous to the South Pacific region and coming from cultures collectively shaped by the largest ocean in the world. It is a riff off the Māori term, mana whenua. All cultures are ‘mana whenua’ (whereby people are the indigenous and original inhabitants) to somewhere. This points to rich cultural specificity and unique rights and responsibilities as guardians and caretakers of a place where one’s ancestors have kept the fires burning for centuries. It is a genealogical and spiritual claim to the tangible and intangible aspects of a place that have lovingly been home. Undeniably, your culture has been shaped via a longstanding interaction with that specific environment - hot or cold, arid or fertile, continent or small island. Mana Moana in contrast to mana whenua is about being indigenous to the South Pacific region, of cultures that have been shaped by an ongoing engagement with the largest ocean in the world. It is about reaping the rich rewards of having a genealogical and cultural connection to the largest ocean in the world. Epeli Hau’ofa says that the ocean does not separate us, it connects us, and the seas - for an ancient mariner culture – have always been our pathways to each other . Moana, meaning ‘ocean’, is a Polynesian word that can be found in 35 contemporary Pacific languages. Mana is an Oceanic word that can be found in 26 Pasifika languages. It refers to power, energy, abundance, authority, miracles – the ability to manifest the energy, flow and fortune of the intangible with grace and efficacy so that it is recognised and impactful in the tangible world. Mana Moana is about tapping into that unique cultural legacy of knowing and being that has evolved out of the Pacific and harnessing that wisdom for contemporary leadership. Seventy ‘power’ words that are found in all of our Polynesian languages are encountered through the Mana Moana journey. These are words of the earth, sea, sky, atua, people and relationship. In order for these to not be overwhelming, a metaphorical journey of an ancestral island is followed. We move through the library of the land, deeply theorized and storied by our ancestors. All of the words can be found in at least 15 Polynesian languages. Over 250 proverbs that reference these common terms and provide more cultural context and insight encircle these power words. Mythological narratives, archetypal characters, quintessential values that permeate through most moana cultures are revisited for their wisdom about living our legacy, purpose and activating our best selves that are not afraid to take responsibility for leading where it is required.

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Mana Moana is a unique and innovative research-based programme that has been tested twice for feasibility and acceptability with a cohort of Pasifika youth leaders and adult leaders, with excellent results. The five-year postdoctoral research process involved interviews and consultation with hundreds of Pasifika peoples, followed by the development of an intervention that was tested at the University of Auckland via an open trial. It was funded by the Health Research Council of New Zealand. The original Mana Moana programme has been integrated with the signature Leadership NZ commitment to the transformative process of growing authentic leaders. It is similarly committed to crunchy conversations, exposure to eminent minds, personal growth and activating participants as committed citizens. This takes Mana Moana to a new and exciting level. Funded by Foundation North for three years, it is targeted at the not-for-profit sector, but in true Leadership NZ style, diversity of participants is valued. For many Pasifika people growing up in Aotearoa, New Zealand, accessing ancestral knowledge indigenous to the islands they come from is not a straight-forward thing. Only half of the Pasifika population growing up in Aotearoa are still fluent in mother-country languages. Beyond the home, everywhere we go, we encounter popular culture and what is accessible and popular is rarely ancestral knowledge from our islands of origin. Without the gateway of language, instead of a rich cultural inheritance, we can inherit a sense of not being enough. Many learn to navigate, with some trepidation, two vastly distinct cultural worlds. In order to navigate two culturally distinctive worlds with skill, we require more than one set of cultural resources or cultural capital. The metaphor of the two ‘kete’ or two bags simply demonstrates this. Imagine if there is at your disposal, both a Louis Vuitton handbag and a finely woven exquisite basket. To reach into the vastly different contents of these two cultural kete, one emerges with very different practical solutions, interpretations and perspectives on exactly the same issue.

“Having ‘poly-cultural’ options can provide an ability to navigate cultural complexity that provides many advantages in an increasingly globalised and transcultural world. ”

This can be bewildering and confusing. Most would argue, however, that two bags are better than one. Having ‘polycultural’ options can provide an ability to navigate cultural complexity that provides many advantages in an increasingly globalised and transcultural world. To be monocultural in the age of fluid boundaries, mass migration, travel, global reach and digital communities is potentially a disadvantage. There are many diversity dividends to reap: skills of cognitive flexibility, the plasticity of multicultural minds, the benefits of speaking more than one language and being able to understand how different paradigms produce different ideas, not to mention the hybrid innovation that occurs in-between. There is the ability to lead confidently in a new and changing and increasingly overlapping and interacting world of difference. For all of that to happen though – especially for Pasifika leaders - requires more than one bag. In the past, and in our parent’s generation – it has often required resisting sacrificing the woven pandanus bag to win the Louis Vuitton. When we are not even sure what is left in the woven basket, reclaiming the knowledge there is not straightforward. Especially when so much of it has been deemed uncivilised, primitive, superstitious, through a colonisation process that views it as a threat to Christian values and the opposite of rational science. Mana Moana posits that reclaiming of this knowledge is integral to reclaiming ourselves. Elevating and consciously choosing to dive in Oceania’s library to see what it has to say about being in the world is about elevating and consciously choosing our ancestors and ourselves.

There is a canon of valuable knowledge about navigating rough waters, sowing and growing, seasons and cycles, maintaining sustainable relationships and ecologies on small islands whereby survival itself was dependent on productive and reciprocal relationships with earth, sea, spirit, family and the collective. The Pasifika community in Aotearoa, New Zealand as a nation, the Pacific region, the Pacific diaspora internationally and the global itself – all of these areas require leaders who have serious skills to tackle serious problems. We are excited to be offering this new leadership programme. It involves six retreats and a commitment of 18 days. Each retreat is organized around a major issue relevant to the Pasifika community and involves guest speakers, site visits and a focus on self-development and collective transformation. The launch of this programme was on 10 December 2017. It has attracted significant interest and high calibre candidates who have much to offer their communities and the country. We look forward to this new vaka setting sail. The Mana Moana Team led by Sina Wendt-Moore(Leadership NZ CEO & Alumna) includes: Dr Karlo Mila (Leadership NZ Alumna) who is the Programme Director. William Pua is the Programme Facilitator. William has been leading clinical and community work in Mana Moana for a number of years. Cecilia Vakameilalo-Koia is the Programme Manager. For more information about the programme please contact the Leadership NZ office or email manamoana@leadershipnz.co.nz

YEARBOOK 2017

Dinner with a Difference 2017 AN INTEGRATIVE LEADERSHIP EXPERIENCE To make an event called Integrative Leadership Experience, we had to start by being integrative in our approach to creating it. We drew thoughts from our whanau, we wove them together, we partnered with our friends. We trusted that the threads would draw together to create an evening would enrich our guests’ thinking and challenge them to take what they learnt home. We began the evening with an understanding of our own personal worldview. When I make critical decisions, I’m guided by data. Or is it stories? What’s more important to me – the planet or people? Do I listen to my head or my heart? But what about those on the other side of the aisle? Are they really that different from us? The incredible Jess Holly Bates got us out of our heads (exactly what is her accent?) and helped us understand that the way we present ourselves to the world is fluid; we have codes that dictate the correct vocabulary, sentence structure and body language. But what happens when we let the code slip? Who else could we be? Dave Wild drew the learning together and gave us a new perspective. Over a shared meal, in new shoes, at a table of strangers in equally new shoes, can we solve one of the most pressing issues for our country? “How do we help everyone in Aotearoa feel like they belong?” Thank you to our partners: AUT Business School for hosting us in the Sir Paul Reeves Building, Jess Holly Bates for sharing her performance with us, Dave Wild for holding the space for us all whilst challenging us to step outside of that comfortable space, and Auckland Council for being an integrative organisation.

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OUR SINCERE THANKS TO... Key Partner

Creative Partner

Supporting Partners

Dinner with a Difference Event Partners

Scholarship Partners

Event & Programme Hosts/Contributors

Special thanks to the following:

Special thanks to the following who assist to ensure that diversity continues to be achieved across the Programme through the generous funding of scholarships:

Special thanks to the following who have assisted us in providing event venues, donated goods, services, catering or valuable time:

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All invited authors, contributors and people who gave their time to be interviewed for this publication

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The editorial team

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Sir Paul and Lady Reeves Scholarship Fund

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He Iwi Kotahi Tatou Trust

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Kohewhata Marae

Counties Manukau Health Diversity Scholarship

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George Riley (Alumnus)

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Refugee Resettlement Centre; Affirming Works, Mangere Arts Centre; Family Works Te Hononga

The team at Curative – for editing and publishing of our Leaders magazine, curating Dinner with A Difference, and development and support of our new Programme marketing material

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Canon – for providing printing supplies

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Leadership NZ Alumni who gave their time, talents and energy at various events, alumni activities and Community Engagement & SkillsBank projects

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Leadership NZ Trustees, Advisory Trustees and Funding Partners - for their ongoing support and invaluable advice

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

Programme Event Partner Q Theatre

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Dave Wild and New Zealand Trade and Enterprise

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Peter Fenton and Megan Hurnard (Alumni), New Zealand Trade and Enterprise

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Christian Penny (Alumnus), Toi Whakaari

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Murray Hickman (Alumnus), Strike Percussion

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Simon Telfer, Appoint – for support advertising SkillsBank board vacancies

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Quentin McCarthy and Adam Bevins (Alumni), Downer

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Auckland Council and Dave Wild– for supporting Dinner with a Difference

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Janine Sudbury

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Rob Kerr (Alumnus) and Don Miskell

KPMG – for hosting our Programme launch and annual audit support

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John Skurr (Alumnus), PGG Wrightson

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Sarah Trotman, AUT Business School

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Adrian Wimmers (Alumnus), KPMG

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Astrid Andersen (Alumna)

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Angela Parquist (Alumna)

Key Partner

Accident Compensation Corporation

Creative Partner

Curative

Supporting Partners

acc.co.nz

curative.co.nz

Altris Ltd

Kiwibank Limited

altris.co.nz

kiwibank.co.nz

AUT University aut.ac.nz

KPMG kpmg.co.nz