Leadership New Zealand Yearbook 2012 by mediaweb

2 0 1 2 Yearbook

VISION

Leadership New Zealand Trustees

Enriching New Zealand through active leadership in a connected community.

Jo Brosnahan – Chair, Leadership New Zealand; Corporate Director Tony Nowell – Deputy Chair, Leadership New Zealand; Director, Valadenz Toni Myers – Director, Mediaweb

MISSION

Mark Otten – Chief Financial Officer, EziBuy Ltd

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

Teresa Tepania-Ashton – CEO, Maori Women’s Development Inc; Alumnus 2006 Grant Bunting – Group Manager Operations, Scott Technologies Ltd; Alumnus 2009 Karam Meuli – Programme Co-ordinator, Mahitahi Trust; Alumnus 2009

VALUES

Nick Astwick – Chief Operating Officer, Kiwibank; Alumnus 2010

Courageous Generous of spirit Inclusive Acting with Integrity Innovative Apolitical Celebrating Diversity

Sean Hughes – Chief Executive, Financial Markets Authority; Alumnus Leadership Victoria

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

LEADERSHIP NEW ZEALAND STAFF Sina Wendt-Moore – Chief Executive Louise Marra – Programme Director Manu Keung – Programme Leader Judy Whiteman – SkillsBank Director Vijaya Nory – Administrator

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.

Leadership New Zealand Advisory Trustees Bob Harvey – Chair, Advisory Trustees; Chair, Waterfront Auckland Tony Carter – Co-Chair, The New Zealand Initiative; Chair, F & P Healthcare; Corporate Director Peter Kerridge – Director, Kerridge and Partners Ltd Jennifer Gill – Chief Executive, ASB Community Trust John Hinchcliff – Emeritus Vice Chancellor, AUT University; President, Peace Foundation David McGregor – Senior Partner, Bell Gully Louise Marra – Director (Auckland), Ministry of Economic Development; Leadership New Zealand Programme Director Chris Laidlaw – National Radio Host; Wellington Regional Councillor; Writer Reg Birchfield – Publisher, RJMedia; Chair, Abilities Inc, Auckland Dr Morgan Williams – Chair, WWF New Zealand Maureen Crombie – Manager Corporate Strategy & Policy, New Plymouth District Council; Chair, ECPAT International; Alumnus 2006 Tim Miles – Company Director Suzanne Snively – Managing Director, More Media Enterprises; Chair Agri-Women Development Trust; Company Director Fran O’Sullivan – Journalist Brian Roche – CEO, NZ Post Lady Beverley Reeves Dame Cheryll Sotheran – Director Creative & Tourism, New Zealand Trade and Enterprise

Alumni Committee Hilary Sumpter (2010), Neville Pulman (2006), Alison Taylor (2011), Sina Wendt-Moore (2008), Manu Keung (2008), Karam Meuli (2009), Jennie Vickers (2007), Richard Llewellyn (2011), Beth Houston (2009)

Editorial Team Reg Birchfield, Jo Brosnahan, Sina Wendt-Moore, Judy Whiteman, Vijaya Nory, Manu Keung, Gill Prentice

Chair’s Foreword

his year has brought the sad loss of some of New Zealand’s more significant leaders including Lloyd Morrison, Sir Paul Callaghan and Sir Wilson Whineray. We are reminded that the future does indeed belong to the young, and if we are not passing on the baton, it might be too late. Leadership New Zealand has as its vision to enrich New Zealand through encouraging active leadership in a connected community. Our vision involves a New Zealand where there are not divisions between the sectors, sexes, races and ages and where people are stepping up to lead. We envision a nation where our wonderful diversity is celebrated and where our talents and perspectives are used to follow our collective dreams. It is only through such diversity that we can have the challenging conversations that we need to have to generate new thinking and new ideas. This is why our mission is to “grow and celebrate our leaders and to weave them together through conversation”. At the launch of Leadership New Zealand eight years ago, a quote from leadership writer Meg Wheatley was used: “I believe we can change the world if we start listening to one another again. Simple, honest, human conversation. Not mediation, negotiation, problem-solving, debate or public meetings. Simple truthful conversation where we each have a chance to speak, we each feel heard and we each listen well.” The importance of conversation still underpins everything that we do; our programme involves in-depth conversations with New Zealand’s key leaders around issues of concern to New Zealand. Our participants learn insights into their own leadership and into New Zealand’s future through such conversations with the speakers and with each other. Our events are also focused on conversations around thought leadership. We were proud this year to present the inaugural Bishop Sir Paul Reeves lecture, at the Holy Trinity Cathedral, featuring a challenging address by Dame Anne Salmond, and now available on our website. There appears to be a groundswell of belief within New Zealand that we do, as a clever little country, have the ability to act as one team. Andrew Ferrier, our featured leader in the Yearbook, says that this is one of the characteristics of New Zealand that really attracted him to stay. If we are truly to become one team, these nationwide conversations are the key. It is this focus of Leadership New Zealand that makes us different. Reg Birchfield in this Yearbook has reviewed The End of Leadership, by Barbara Kellerman, a Harvard Professor who points out that the burgeoning leadership industry is failing to deliver. In a world where followers can be gathered by cellphone to bring down rulers, traditional leadership models are failing. People are looking for more. And yet the challenges of the 21st century are immense and they require leadership to resolve. Everyone should read the book by James Martin entitled The Meaning of the 21st Century. It outlines the challenges for mankind of the problems and opportunities that we have created, the solutions for which lie in the hands of our future leaders. It is those young leaders whom we must focus upon, introducing them to the issues, with the leaders of today passing the baton through conversation. Our creative programmes and events are at the edge, where new leadership and followership is happening. That is the purpose of Leadership New Zealand. For those who would like to support scholarships for participation by the full diversity of New Zealanders in these crucial conversations, we have established the Sir Paul and Lady Reeves Scholarship fund, begun by generous donations from Lady Beverley Reeves and Sir David Levene. Please contact our Leadership New Zealand office if you would like to contribute. On behalf of the Trustees, thank you to our generous funders and volunteers for your help in a difficult climate. And congratulations and a very warm welcome from the Leadership New Zealand whanau to the class of 2012. Jo Brosnahan Chair, Leadership New Zealand

Contents

Yearbook 2012 1

Chair’s Foreword Jo Brosnahan

Leadership: A life force that binds Sina Wendt-Moore

Mauli Albert Wendt CNZM The rise of a troubling truth

4-5

Reg Birchfield

6-7

Learning the language of translation Angela Green, Murray Wu

8-11

The Class of 2012 The Year in Pictures

12-13

A global leader who calls New Zealand home Andrew Ferrier

14-15

Programme Overview & Events

16-26

Graduands Biographies The class of 2012

27-29

Beyond the binary Shifting New Zealand’s mindset

30-45

Alumni Snapshots

Intergenerational leadership: 46-48 Leading beyond self Megan Courtney, Guy Ryan, Jennie Vickers 1

«««« Chief executive’s message

Leadership: A life force that binds O

ur theme through 2012 has been “Leading Beyond Self: The Wisdom of Intergenerational Leadership”, where we have talked about how the future of our society depends on new and creative conversations, respectful and constructive interactions between the generations that foster renewal and innovation towards a shared vision for tomorrow. In my midlife years, I realise I am blessed to have grown up with both parents, and to have known my maternal and paternal grandparents and maternal great grandparents. I appreciate that the very deep sense of connectedness and sense of who I am is embedded in my past and the many intergenerational extended family relationships I am part of. My two children, Isabella and Ashley, have also been privileged in the first 20 years of their lives, to have had close relationships, across three generations, with both sets of grandparents, great grandparents, scores of aunts, uncles, cousins and a wider fanau that nurtures and encourages them to be all they can be. Intergenerational leadership is about this legacy – about the past, present and future coming together in great synchronicity. This came home to me at our annual Leadership Week dinner this year when my father, Albert Wendt and my daughter, Isabella Moore took to the stage during the evening’s programme. I watched in awe at the power and grace with which Isabella performed her operatic arias and marvelled at how passionate and confident she is about the art form in which she expresses herself. Then when I heard my father Albert speak on the leadership panel about his life, teaching, his literary work and art, his passions and hopes for the future generations, I saw with great clarity, how on this night, in this one instance across three generations of our family, his life’s work, his leadership legacy, lives through Isabella and me in our work, our leadership. A powerful taonga, and a responsibility we have to serve the future generations in our aiga, community, and to the society in which we live. So what is it at the core of this intergenerational leadership? A leadership legacy? In leadership spaces we talk about the importance of having a clarity of vision, insight into our core values, finding our purpose, our ‘True North’, being true to who we are. In Polynesian cultures, we talk about ‘mauli’ or ‘mauri’ – the essence of being, the

life force or energy that binds or animates all life. In our journey through life it is this mauli at our centre, our core that helps us make sense of the world around us; that connects and anchors us to each other, to this earth, to the past, present and future. Two years ago through some thoughtful deliberation about my legacy, I crystallised in my head what my purpose in life is, my mauli. Enhancing ethical and authentic leadership is at the centre of my life and a key driver of everything I choose to do: enabling, empowering others to succeed, to develop leadership capacity and nurture creative talents in people so they can be successful, and contribute to the social, and economic wellbeing of our communities – to grow New Zealand Inc. I asked my father, Albert, if he would share with you his poem “Mauli” from his new anthology of poetry; where he talks about “that centre thing … that holds me true and upright to the path of my life” (see opposite page). As you reflect on the year that has been, and your mauli, I do hope you will think about what you can do to create greater intergenerational leadership conversations, opportunities, wherever you are living and working. There are huge social and economic challenges facing our young people, the world is changing at a wicked pace, and many in the next generation are lost, having not had the gift of mentoring, leadership conversation and encouragement from their elders. You can be an enabler, a catalyst to help them find their mauli, and build a legacy. The future is in the hands of our young leaders and navigators – we need to support them take the lead and co-create an inclusive, collaborative and culturally rich national identity and vision for the future. To do this, we must continue to work across generations, across communities and sectors in a collaborative, integrated and focused way to design and deliver innovative and effective solutions to the challenges and opportunities that are out there, so that everyone, especially the generations that follow, can live the lives they deserve. Leadership New Zealand is focused on creating an ethos of leadership across society that is truly connected, intergenerational, diverse and culturally inclusive, collaborative, dynamic, and transformational. I’d like to acknowledge the amazing work of all those involved in making our Leadership New Zealand programmes, thought leadership events and conversations a reality – it is truly an intergenerational effort that makes our world go round! Soifua ma ia manuia Sina Wendt-Moore Chief Executive

Mauli What is this centre thing that holds me to my life? This mauli the cool M noa evening makes me contemplate? Is it like the thin sliver of light I will remember after the last sunset slips off the Ko‘olau? Is it like the just-there acidy taste of anti-cholesterol that promises a life after death without fat? Is it like the owl’s sonar flight in the fearless dark though it doesn’t know it is flying? Is it like the desire of grass to be lush in the M noa rains? Or the compulsive search by water for its apt shape?

Albert Wendt CNZM is of the iga Sa-Maualaivao of Malie, iga Sa-Su‘a of Lefaga, iga SaPatu of Vaiala and iga Sa-Asi of Moata‘a, S moa. An esteemed poet, novelist, short-story writer, playwright and painter, he is also emeritus professor of English at the University of Auckland, specialising in New Zealand and Pacific literatures and creative writing. Wendt has been an influential figure in the developments that have shaped New Zealand and Pacific literature since the 1970s and was made Companion of the New Zealand Order of Merit in 2001 for his services to literature. His Adventures of Vela, a novel in verse, was published in 2008; and his co-edited collection Mauri Ola: Contemporary Polynesian Poems in English was shortlisted for the 2011 New Zealand Post Book Awards. He also released a new collection of short stories, Ancestry, in 2012.

Is it something you can crawl out off and bequeath to another creature which needs a shell from predators? Is it the memory of the sea womb out of which you surfaced into the despair of the light? Is it an invisible second skeleton of bone your grandchildren will wear like a uniform? Can you smoke it like pakal l and talk the air into giving up its secret elixirs? And is it 10 dollars a joint? Can you smell it? And if you can what does it smell like? Is it the blood odour of the amniotic tide that cauled you? Or that of hot porridge on a freezing morning at boarding school? Or do you prefer it to be the smell of dead flowers? Frangipani? Moso‘oi? Roses? Or fresh bread as the morning opens your house? What about the stench of unwashed feet? Or an aunt’s noiseless fart as she pretends all is well with her life? If you can touch it what do you prefer it to feel like? The long slick clinging feel of the black Vaip mud out of which you have eased? What about the whole weave of your lover’s skin as you burn? Or the searching feel of your father’s Sunday sermons at Malie that woke you to the mana of words? Or the stinging bite of your grandmother’s salu on your legs? What about the large embrace of her arms afterwards? If you could taste it would it be like a hotdog with mustard onions and a lot of hope? A double cheeseburger with a lot of hope but without onions and mustard? Pork sapasui oka fa‘alifu kalo palusami koko alaisa or fries? What about the taste of Marmite or Weet-Bix? (I bet only Kiwis know those!) Or the taste of hot fish’n’chips on a Friday night in Ponsonby? Yes this centre thing that holds even river stones to their shape and shine that holds the owl aloft in the dark as it targets the hunger in its stride that is the rage and sparkle in my grandchildren’s eyes holds me true and upright to the path of my life I did not buy or ask for it It came with me and won’t let me forget it until it runs out 3

«««« feature

The rise of a

troubling

truth Despite the billions of dollars spent on their development, great or even passingly competent leaders seem to be an endangered species. Reg Birchfield is a Leadership New Zealand founding, and now an advisory trustee. He also writes about leadership, governance and management. He thinks Leadership New Zealand’s approach of facilitating leadership conversations offers significantly more promise.

here’s something rotten about the world of leadership. New findings and thinking about the authenticity of leadership and the “industry” that feeds upon the idea of leadership are emerging like bedbugs in New York’s upmarket hotels. Worse, they are rapidly turning a previously heroic script into what can only be described as a farce, one we are forced to watch endlessly play out on the world stage. Both players and script writers are seemingly in cahoots and, as is now common practice in business and politics, unmercifully fleecing the punters. How do we, for example, reconcile the time, thought and money poured into leadership pursuits only to produce universally fruitless outcomes? Leadership thinker and author Barbara Kellerman is particularly perturbed. The leadership industry has exploded over the past few decades, but there is little to show for it. Leaders of every stripe are in disrepute, according to Kellerman, and the 4

“tireless and often superficial teachings of leadership have brought us no closer to nirvana”. Kellerman is concerned by what she calls the gap between the teaching and practice of leadership. And she is “downright queasy” about the proliferation of leadership centres, institutes, programmes, seminars, workshops, experiences, trainers, books, blogs, articles, websites, webinars, videos, conferences, consultants and coaches claiming to teach people – “usually for money” – how to lead. The evidence of our eyes and everyday experiences show all too conclusively that no-one really knows how to successfully grow leaders or cull bad ones before they reap havoc. Despite the dollars and deliberations poured into trying to teach people how to lead, the “leadership industry has not in any major, meaningful or measurable way improved the human condition”, says Kellerman. The evolution of a gathering band of leadership agnostics is not particularly helpful. They may be drawing attention to an alarming reality but they don’t come armed with any answers. It might be helpful, as some other academics have suggested, to have the many contradictions, inconsistencies and irrelevancies of what passes for leadership thought and training enumerated, but that doesn’t really help a world badly in need of individuals with real and relevant leadership qualities and skills. The fact that leaders are, according to the growing number of disgruntled and disillusioned followers, performing badly or worse than ever, doesn’t reduce the complexities of life or diminish the need to somehow winkle out those who can do leadership as opposed to those who say they can but don’t. Unmasking leadership’s falsities is more than simply embarrassing for those on the game. Kellerman calls the state of the leadership industry a “gnawing, growing, chronic problem that threatens the fabric of life in the 21st century”. She thinks it undermines the relationship

The End Of Leadership Barbara Kellerman Harper Business RRP $44.99 between leaders and followers and “imposes disorder” on a world requiring at least a “modicum of order”. Warren Bennis, another leadership guru and author of Still Surprised: a memoir of life in leadership, thinks Kellerman’s book is “disturbingly honest and indispensable” and urges his fellow practitioners to “mind the hoary disconnect” between what the leadership industry produces about best practices and what leaders who read their books actually practise. What leadership thinkers like Kellerman, Britain’s Gary Hamel, Bennis and others are now asking is: can leadership – can learning how to lead – be taught? The truth, they say, “is we don’t know”.

“Leadership is in danger of becoming obsolete.” – Barbara Kellerman

What Kellerman does say, rather provocatively, is that they know the leadership industry is “self satisfied, self perpetuating and poorly policed” and that, by and large, these are trying times in which “the leadership class” has not distinguished itself. It is not, of course, either fair or reasonable to paint the entire leadership industry with the same offcoloured brush. According to Kellerman, the industry is not “without merit”. Not everyone who purports to teach leadership is flawed and not everyone who purports to have learned how to lead is misguided. However, it is time to accept that the world has a debilitating leadership problem which stretches across every aspect of human society – enterprise, politics and religion. Addressing it without acknowledging its existence won’t work. It hasn’t for the past couple of thousand years. • This article first appeared in NZ Management magazine.

Like many business journalists, loosely defined, a good slice of my living has come from peddling thoughts – not advice – about leaders and leadership. One way or another I’ve been reporting on, reading about, interviewing and watching so-called leaders for 40-something years. I now confess that a growing disquiet about leaders and the leadership business has me enthusiastically embracing a new book by American author and leadership academic Barbara Kellerman who effectively debunks the subject upon which she has feasted. I found Kellerman’s latest book The End of Leadership strangely liberating, smugly reassuring and both refreshingly honest and starkly obvious. The experience was rather like re-reading the fable of the Emperor’s new clothes. If anyone has earned the right and intellectual standing to call our preoccupation with leadership a load of old rope, Kellerman has. She is the James MacGregor lecturer in public leadership at Harvard’s John F Kennedy School of Government. She is, as one critic called her, an academic leadership all-star. Kellerman slices her subject in two. On the one hand she explains the leadership versus followership phenomenon, illuminating the transition that is taking place as leadership is supplanted and dwarfed by the emergence of follower power. One the other, she explains that while the leadership industry has thrived, grown and prospered by many hundreds of millions of dollars a year more than people like her in the game ever imagined, there is much less to the leadership industry “than meets the eye”. She explains: “For whatever the [leadership] industry’s small, generally narrow successes, humankind writ large is suffering from a crisis of confidence in those who are charged with leading wisely and well, and from a surfeit of mostly well-intentioned but finally false promises made by those supposed to make things better.” Kellerman accuses the industry, of which she is a leading member, of peddling the idea that great leaders can change the world. Leaders might have delivered some great things in times when followers believed them. But with the shift of power to followers – a transition process she explains – leaders are not the stars they used to be. The End of Leadership invites readers to honestly and thoughtfully consider our collective, desperate and lazy tendency to look to leaders to solve things. Most of them, in enterprise and in politics, cause more problems than they solve. Kellerman offers no prescription for this predicament. She simply says “leadership is in danger of becoming obsolete”. That won’t suit readers who insist on happy endings so here is her elaboration: “There will always be leaders – but leadership as being more consequential than followership, leadership as learning we should pay to acquire, leadership as anything better than business as usual, leadership as a solution to whatever our problems, and leadership as an agreement of which merit is a component.” The leadership industry must, she writes, end the leader-centrism that constricts conversation; transcend the situational specifics that make it so myopic; subject itself to critical analysis and reflect the object of its affection – in other words, change with the changing times. – Reg Birchfield

«««« GRADUATION SPEECH

Learning the Language of Translation Angela Green and Murray Wu

Angela: When I started my Leadership New Zealand experience I was worried. I struggled to think how my small industry and I could contribute to this big vision of a better New Zealand and a better world. I looked around at the many new faces, from such a range of backgrounds and organisations, each one a leader. Where did I fit in? Sure, I could find my way around a spreadsheet, but I didn’t know what GDP meant or why it was important, or why it seemed so important to many of our colleagues. Nor was I working at the coalface of society for the greater good, with volunteers, youth at risk, Pasifika, Maori, disabled and able-bodied organisations. I talked to a good friend about Leadership New Zealand. He said, “I’m scared it will turn you into a raving right winger.” He’ll be pleased to know that didn’t happen. But here’s what did: I developed a deeper level of enquiry into how our society, government, and economic structures shape us. I listened to the points of view of over 50 entirely different and wonderful humans with whom I shared food, sleeping quarters, laughter, 2am swims and ideas with which to change the world. Murray and I have been discussing the concept of ‘translation’ as we reflect together on the year’s experience. Now I realise that I work in a translation industry, an industry of explaining meaning. In fact many of us do, and it’s the challenge to us all as leaders to translate vision into action.

Murray: The need for translation was highlighted for me by Phil O’Reilly. Phil was asked what it would take to help solve the issues in South Auckland. He could have responded with a stock standard list that you might expect from the CEO of Business NZ – job creation, minimum wage, labour law, and those sorts of things. Instead, he surprised us. He suggested 6

that we could find solutions by using translational language to understand others and bridge gaps. Other speakers were translators: Mai Chen documenting her extensive knowledge of public law so that anyone can use it; Paul Moon making what could have been a dry history lesson about colonial New Zealand into a gripping yarn full of intrigue and eccentric characters; Christian Penny transforming our feelings about the Leadership New Zealand journey into a physical action. One important example came about through the sign language interpreters who were at every session. For many of us it was a new experience to watch sign language. Because of the interpreters we became aware of the issues involved in providing equality of access to programmes like Leadership New Zealand as well as the point of view of the deaf community. Awareness, discussion and understanding enable us to work with the deaf community to address the issues. The Leadership New Zealand programme provides us with many techniques to improve our translation skills. We are taught to reflect – “What am I thinking, what am I feeling, what am I sensing and where did I learn to think in this way?” This process has led to many interesting conversations. Angela had made a comment in a group discussion that she didn’t expect to ever own her own home. As a banker and someone who places a lot of value on owning a home, I was just astonished by this remark. As I reflected on my reaction, I sensed the opportunity to gain a new understanding. One night in Wellington I asked her about this and we ended up having a robust argument.

Angela: I made the assertion (or rant perhaps) that I didn’t want to own a house, so stop telling me what I should

and shouldn’t be spending my money on. Because I value the freedom and flexibility to nimbly leap from opportunity to opportunity without being locked into a physical place and shackled to a life-long payment plan. I prefer to own an experience of life, over owning bricks and mortar. So in this example, home ownership to me translates into becoming trapped. But Murray had a different translation…

Murray: I said, well, it’s your choice, but don’t dismiss the idea completely. Home ownership is a way to save. Also, there is a societal benefit to having a stable, community, leading to a greater sense of belonging. We went through a translation process together, hearing each other’s point of view, and ending up with a shared understanding that what freedom means for one means something very different to another. The conversation was well worth engaging in, even if in the end I didn’t succeed in selling Angela a home loan (and that may never happen). So far in this article we have discussed translation through our speakers, with our cohort and in conversation. But some of the most challenging conversations have been within one’s self. I had difficulty in the early sessions working out how I can make a contribution to New Zealand. Looking back at journal entries I made in February with my thoughts and reactions at that time, I had a lot of questions. The idea of translation caused a light bulb to go on above my head. The answers to my questions became apparent. As a result, in October I changed my job to one in which I am responsible for bridging the gap between the commercial motives of my organisation and the broader needs of New Zealand society. Through Leadership New Zealand I have improved my understanding of leadership and its application. There have

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“There is a vitality, a life force, an energy, a quickening that is translated through you into action, and because there is only one of you in all time, this expression is unique. And if you block it, it will never exist through any other medium and will be lost.” – Martha Graham, American modern dancer and choreographer

been so many aha moments, challenging messages and challenging messengers. I have been to many leadership courses in the past, but the concepts were like a lot of jigsaw puzzle pieces. During this year the pieces have been coming together to create a bigger picture and I have even found a few missing pieces along the way.

Angela: At the beginning of the year 33 of us were challenged to empty ourselves of assumptions and leave our standard answers at the door – to truly meet each other in a place of openness. If 33 strangers can come together and connect, then imagine what could come if we could get entire communities or a country together for this purpose? In theatre, when you are improvising a scene, there is a notion of stepping out into the unknown, not assuming we know what the plot will be, or how the scene will play out. The same can be said for standing before a blank canvas, paintbrush in hand; pounamu in its raw form before a carver strikes; the moment before the first note rings out from a jazz ensemble. It’s magical, tenuous, a little risky even, but humming with potential. The purpose in that moment is to be open to what arises, and create action (art) from it. The call to action is strong. As some of our colleagues like to say “less hui, more do-ey” and we have no doubt that the action arising from this group will make a significant impact within our communities. I’m sure we can speak on behalf of all of the participants in the 2012 Leadership New Zealand programme in thanking Leadership New Zealand, its sponsors, stakeholders, alumni and staff for the many taonga we carry forward into our communities. 7

The class of 2012

Arif Saied, Angela Green. Claire Balfour.

“My greatest learning has been to move from a directive, guiding leadership style to a greater level of shared leadership with my staff and board.” Graham Cameron “I learned that I am making great progress in trusting my instincts. I learned the importance of staying open to the signals, however small, that give direction. I learned that sharing my views is a healthy thing for me, irrespective of my perception of how those views are received.” Adam Cooper

Caluzzi’s Auckland.

“Understanding the dynamics of a broader community compared to the one I am usually part of helps me consider ways to achieve engagement both within our community and with the wider community.” Rachel Noble “Experiences this year have reinforced the importance of being open to viewing issues from many different perspectives, and knowing that none is the ‘right’ one.” Ewan Anderson “There was a sense of togetherness as we journeyed together to strengthen our leadership ability.” Dion Blundell

Ngahau Davis, Olive Brown, Anaru Marshall.

Graham Cameron, Bernie Grant, Ewen Anderson, Dion Blundell, Zechariah Reuelu, Carol Bellette.

“There is no magic wand, but by doing our bit in our circles of influence with understanding and acceptance of difference, New Zealand will be a better place.” Tony Catton

Murray Wu, Lydia Sosene, Claire Teal, Angela Green.

Chris Northmore.

Fiona Allan, Linda Vagana, Murray Wu.

Rachael Nobel, Duncan Fletcher, Sarah Hipkiss, Robert Wikaira, Fiona Davies, Claire Teal.

Julian Inch, Makerita Makapelu, Richard Kibblewhite, Jon Neal.

Duncan Fletcher, Julian Inch, Bernie Grant, Anil Varma.

Andrew Sharp.

Louise Marra, Anaru Marshall, Claire Balfour, Rachel Prebble.

Jon Neal, Manu Keung.

Another group activity!

The class of 2012

Justice Joseph Williams, Dame Anne Salmond, Jo Brosnahan.

Michael Playle, Bernie Grant.

Louise Marra, Julian Inch, Graham Cameron, Justice Joseph Williams, Andrew Sharp, Dion Blundell.

Linda Vagana, Murray Wu, Fiona Allan, Tony Catton, Richard Kibblewhite, Graham Cameron, Rachel Prebble.

Dion Blundell, Tracey Lonergan.

Thinking!

Murray Wu, Angela Green, Zechariah Reuelu, Fiona Allan.

Fiona Allan, Fenella Gray.

Legislative Council Chambers, Parliament.

Adam Cooper, Angela Green, Carol Bellette.

Fiona Davies, Claire Teal, Makerita Makapelu, Lydia Sosene.

Murray Wu, Fiona Allan, Robert Wikaira, Fenella Gray.

“Responsibility. Courage. Belief. Nobody is going to walk my leadership journey for me; that’s my responsibility.” Claire Teal “We all have the ability to do anything, our potential is endless.” Jon Neal Anil Varma, Tony Catton, Dion Blundell, Michael Playle, Anaru Marshall.

“The biggest revelation to me this year has been to identify my learning edge, the aspect of my leadership skill set that is most important for me to develop.” Murray Wu “There is always the opportunity to develop new leadership behaviours, it relies on having the attitude, an openness to change and a vision for what type of leader you seek to become.” Fiona Allen “The way the group share experiences, ideas and the support shown to each other has given me alternate ways to look at situations.” Fenella Gray

Ewan Anderson, Rachel Noble, Rachel Prebble, Makerita Makapelu.

“Leadership New Zealand has really helped me connect and become aware of a greater New Zealand.” Linda Vagana

«««« Feature

Andrew Ferrier

A global leader who calls New Zealand home

New Zealand is a nation where, sadly, we often see our children leave for careers and opportunities overseas. It is also a nation where most chief executives who are employed offshore return home at the end of their tenure. Andrew Ferrier, a Canadian and former CEO of our largest and only truly global company Fonterra, has been appointed as chair of New Zealand Trade & Enterprise. Not only has he stayed, but he is prepared to continue to commit to the future of New Zealand in a public sector role. Jo Brosnahan asks him what kept him in New Zealand and what future he sees for our small and isolated nation.

ndrew Ferrier came to New Zealand from Montreal, where he had a successful international corporate background as a CEO in the sugar industry. For eight years, he was responsible for melding Fonterra together, creating an environment in which revenue growth for the July 2011 financial year was $19.9 billion, up 19% on the previous year. The significance of this for the New Zealand economy is enormous, where in the year ending March 2012, dairy exports were 26% of merchandise exports. Andrew may be a Canadian but he is also a proud, naturalised New Zealander. His family are also Kiwis. “My kids grew up in New Zealand for nine formative years and this is their home,” he says. The original intention, following his departure from Fonterra, was to spend the majority of the year in New Zealand and a few months

back in Canada. It has not worked out that way: “Our daughter is at university in Canada and instead of us joining her there in her university holidays, she wanted to come home.” What makes New Zealand so appealing for a corporate executive who could work anywhere in the world? “New Zealand is a special place; it is one team,” he says. “In Fonterra, the dairy farmers had the foresight to pull together and create one organisation that is world class. New Zealand has the opportunity to do this in many spheres of its activity. “I always said to the Government, let me know if there is something that I can do to assist New Zealand. The NZTE role is a great opportunity to do that. NZTE is an enabler that allows New Zealanders to approach things together. Leadership New Zealand

is another enabler. We need to work together as a nation to make things happen. “When I went to Fonterra, there were silos all over the place. As CEO, I indicated that there was zero tolerance for silos. That is one of the advantages of being a CEO in a single entity. New Zealand needs influencers all over the place saying the same things. We need to take the opportunities together if we are going to succeed. “I am quite impressed by this Government’s growth agenda – getting government departments to come together seamlessly to make things work. They are making efforts to take away duplication and to assist us to pull together. The establishment of the Advanced Technology Institute is such an example. It’s designed to assist high tech firms to become more competitive by linking them with the research expertise and business support within our existing research organisations and universities.” What approach is needed to get collaborative leadership? Andrew emphasises the importance of establishing values that underpin the culture required to deliver on the strategy. “Creating the right environment for collaboration takes a lot of work,” he adds. “In Fonterra, it took some time to tear down the barriers, erase the silos and embed the values. “The Fonterra cooperative spirit was based on four values that were critical to the success of the organisation. The first two were values of the heart, about how the organisation should work; the cooperative spirit (everything to do with team work) and do what’s right (with the highest integrity, openness and honesty). The other two focused on performance; challenging the boundaries and making it happen. They were about always looking for new ways of doing things and then making sure that things were done.” How then does a nation build a collaborative leadership culture? “The Government has the right intentions – by building the right kinds of systems. And within some government departments, there are examples of values-based cultures being developed. NZTE chief executive, Peter Chrisp, has created a culture where the customer comes first. “From a national viewpoint, if you don’t choose your leaders right, you will never make a difference. In a perfect world, you choose leaders who can work towards a common set of values. Unfortunately, politics is a merciless world and it is difficult to work towards long-term futures. The term of the Government is restrictive – it would be good to extend the term of government to say four years. Then it would be a great thing to develop a national set of values to run through the entire country. Most New Zealanders have values in common and these would be the glue.” Collaboration requires a different form of leadership. “I would love to kill the divide and conquer approach. In the dairy industry, there was an expectation of a hierarchical style of leader. There was a need to show instead that a leader was a member of the team and not above it. If people see that being lived day after day, they think it will happen. Peter Chrisp wants NZTE to work collaboratively with other organisations, walking the talk and not being precious. “One of the reasons that I ended up with companies which were successful was that I always looked for the company to do well as a team, and not just rely on their CEO to manage everything by him or herself.” So how does Andrew define success? “Success is leaving an organisation that continues to get better from within because it is

not about one person. It is more significant to build something that will last for decades. This requires a very different lens. If a leader’s definition of success is to make themselves indispensable, you might get success in the short term but not in the longer term. “You will not get anywhere in life without a team. It would be great to see the media look to celebrate the organisations, not the individuals. Air New Zealand and Mainfreight have been very successful at building culture. The more publicity we can give to values-based organisations like these, the better. “It is also important to have the twin values of heart and of performance. It is not enough just to create a happy feel within the organisation. It must also have a relentless desire to succeed. The real win comes from marrying those together – it makes an organisation successful, and Kiwis like to win. “What I struggled with in business was creating enough clear space to challenge the paradigm. It is so important to challenge – to stay high enough to see the big picture of what can happen. In that way, we can influence the whole thing. In a private company, you are building a whole performance system from the bottom up and from the top down.” What can New Zealand do better? “We are not focusing on the right things. There is too much analysing and not driving the outcome. This comes from a hierarchical approach where if you screw up, you get beaten up. “We are almost glorifying failure. The All Blacks’ loss to France in 2007 was seen as a national failure. The team was the best in the world but it played a bad game on the wrong day. This is the New Zealand tall poppy syndrome in action. There is almost more excitement in pulling down the failures than in celebrating successes. This is not the way it should be. Any time you get things wrong is a learning experience. Success is built on a lot of speed bumps on the way through. “We need to create organisations that build success based on humility. At Fonterra, we were developing social and environmental consciousness while building a company that could succeed in taking New Zealand to the world. Our farmers saw a bigger picture and pulled together. “The big picture is not about the tiny scraps, it is about New Zealand succeeding on the international stage. It is about having government organisations helping to create an environment for our companies to pull together and compete globally. New Zealand is too small [for companies] to compete among themselves. We cannot assume that competing smaller organisations will somehow morph into global companies. We must ensure that the support organisations encourage collaboration. We must make examples of the success stories and make sure that these [stories] get out.” In talking with Andrew, it is difficult not to compare him with American author and management guru Jim Collins’ Level 5 leaders, the ones responsible for the success of companies that featured in Collins’ leadership classic, Built to Last. These are leaders in whom genuine personal humility combines with intense professional will. If anyone can encourage a national set of values, a collaborative approach and a move away from a focus on failure, it is Andrew Ferrier. I am excited that he and his family have decided to make New Zealand their home, and that Andrew is now contemplating bringing the same thinking to New Zealand Inc as he did to our largest company. We can all only hope for his success. 13

The 2012 Programme Overview FEBRUARY – Exploring Leadership – Sorrento in the Park, Auckland

Team building day; the journey – tools, inspiration & connecting; exploration of leadership models. Louise Marra

Programme Director, Leadership New Zealand; Director, Spirited Leadership

Dame Anne Salmond

Pro Vice-Chancellor, University of Auckland

Christine Spicer

Justice Joseph Williams Bob Harvey

Director, Spirited Leadership Judge, High Court

Chair, Auckland Waterfront Development

MARCH – Our People: A Civil Society – Mangere Community Law Centre in Mangere, Auckland

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

Business Advisor

Essendon Tuitupou

Social Entrepreneur

Dr Arif Saeid & Refugee Panel Rob Woodley Bruce Adin

Lydia Desai

Community Services Manager, Refugees As Survivors New Zealand Sergeant, Genesis Youth Trust

Regional Manager, Ministry of Education Musetude

APRIL – Our History, Our Roots – Moerewa, Te Tii Marae at Waitangi and the Waitangi Treaty Grounds at Waitangi Our history; Maori perspectives; the Treaty; health; community and community leadership. Chris Farrelly

CEO, Manaia Health PHO

Allen Wihongi

Iwi Development Leader, Te Runanga A Iwi O Ngapuhi

Debbie and Ngahau Davis Professor Paul Moon

Justice Joseph Williams

Joint General Managers, He Iwi Kotahi tatou Trust Professor, Auckland University of Technology Judge, High Court

MAY – Our Economic Backbone – KPMG and Kiwibank at Wellington

Our economic backbones (central, local, corporate, financial investments etc); the changing role of the state and societal expectations; understanding our economic base and future potential. Dr Alan Bollard

Governor, Reserve Bank of New Zealand

David Smol

Chief Executive, Ministry of Economic Development

Amanda Lynn

Managing Director, Anthropologist, Mandolin Associates

JULY – Sustaining our Wellbeing – Westpac Business & Community Hub Christchurch and Hanmer Springs

Our environmental scorecard; green growth – how you merge the economy and the environment; how Maori view and balance the environment and economy; what our own relationship to the environment is. Peter Townsend

Chief Executive, Canterbury Employer’s Chamber of Commerce

Brendan Hoare

Director, Organic Systems Ltd

Dr Caroline Saunders Dr Susan Krumdieck Bob Parker

Sir Tipene O’Regan Sam Johnson

Morgan Williams

Portfolio Leader Supporting Trade, Landcare Research

Associate Professor, Founder and Director, Advanced Energy and Material Systems Lab, Canterbury University Mayor, Christchurch City Council

Founding Chair, Ngai Tahu Holdings Corporation Founder, Student Volunteer Army

Former Commissioner for the Environment; Advisory Trustee, Leadership New Zealand

AUGUST – Governance in the 21st Century – Legislative Council Chambers, Parliament, ACC and Toi Whakaari How our country is governed and different methods of how we lead and govern ourselves. Dr The Rt Lockwood Smith

Speaker of the House of Parliament

Mai Chen

Founding Partner, Chen Palmer & Associates

Colin James Phil O’Reilly

Julian Raphael

Political Journalist

Chief Executive, Business NZ Community Educator

SEPTEMBER – Forces that Shape Our Thinking – Q Theatre, Auckland

How our country is shaped through various elements such media, communication and the creative sector. Richard Llewellyn

Corporate Relationship Manager, Auckland International Airport

Ruth Le Pla

Editor, NZ Management magazine

Qiujing Wong

Director, Borderless Productions

Ying Kong

Social Marketing Strategist, Mind Warriors

Roy Clare

Director, Auckland Museum

Michael Field

Reporter & Writer, Fairfax Media

Murray Hickman

Strike

Annah Stretton

Founder/Director, Stretton Group

OCTOBER – Creating Real Value Through Leadership – Tauhara Conference Centre, Taupo How our business methods and ideas and social outcomes interact for mutual benefit through social innovation. Alex Hannant

Executive Director, Hikurangi Foundation

Rosie Walford

Innovator for Creative and Ethical Leadership

Simon Stockdale

Co-founder, Solar City

CLOSING RETREAT – Drawing the Threads/Vision for New Zealand Amanda Ellis

Deputy Secretary, Ministry of Foreign Affairs & Trade

Wayne Hope

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

Professor Brad Jackson

Hinerangi Edwards Rod Oram

Jo Brosnahan

Fletcher Building Education Trust Chair in Leadership; Co-Director New Zealand Leadership Institute, University of Auckland Business School Director, Aatea Solutions

Journalist, Sunday Star Times; Broadcaster

Chair, Leadership New Zealand; Company Director

Leadership New Zealand Events 2012 February 17

Programme Launch Cocktail Evening The Loft, Q Theatre, Auckland

June 29

Leading Beyond Self: The Wisdom of Intergenerational Leadership Leadership Week Dinner The Great Hall, Auckland Town Hall, Auckland

August 4-5

Leading Beyond Self: The Wisdom of Intergenerational Leadership Leadership New Zealand Retreat Toi Whakaari, Wellington

August 17

The Inaugural Sir Paul Reeves Memorial Lecture Anne Salmond at the Cathedral Beyond the Binary: Shifting New Zealand’s Mindset Holy Trinity Cathedral in Parnell, Auckland

November 17

2012 Graduation Event Saatchi & Saatchi Building, Parnell, Auckland

Mihi Whakatau: Rewi Spraggon, Alumnus MC: Dan Walker, Alumnus Speakers: Penny Hulse, Deputy Mayor of Auckland City Council, Alumnus; Alison Taylor, Alumnus; Musical Performers: Isabella Moore, Claire Caldwell

Mihi Whakatau: Rewi Spraggon, Alumnus; MC: Christian Penny, Alumnus; Food Blessing: Dion Blundell, Alumnus Speakers: Bob Parker, Mayor of Christchurch; Chris Laidlaw, National Radio Host; Sacha McMeeking; Dan Walker, Alumnus; Albert Wendt, Author Performers: Jacob Samson; Isabella Moore; Amitai Pati; Moses MacKay

Speakers: Associate Professor Kabini Sanga, Victoria University of Wellington; Guy Ryan, Inspiring Stories Trust; David Kneebone, The Commission for Financial Literacy & Retirement Income; Helen Kelly, President (NZCTU); Rory Sarten, EmpowerNZ & McGuinness Institute; Kim Workman, Rethinking Crime and Punishment; Max Harris, JustSpeak; Jennie Vickers, Zeopard; Jo Brosnahan Welcome: The Very Reverend Jo Kelly-Moore; Mihi Whakatau: Rewi Spraggon, Alumnus; MC: Chris Laidlaw, National Radio Host Speakers: Dame Catherine Tizard; Dame Anne Salmond – Historian, writer and academic; Derek McCormack, Vice Chancellor, AUT University; Lady Beverley Reeves; David McGregor; Jo Brosnahan Performers: Dr Selina Tusitala Marsh, Alumnus; Karam Meuli, Alumnus; St Mary’s Schola Choir with David Hamilton

MC: Josephine Bartley, Alumnus Speakers: Justice Joseph Williams, Judge High Court; Murray Wu and Angela Green, Graduand Representatives

Graduand Biographies

Fiona Allan

Ewen Anderson

Claire Balfour

Background: Having worked within the sport

Background: I grew up on a dairy farm in

Background: Speech-Language Therapist

Chief Executive/Secretary General Paralympics New Zealand industry for 14 years within the UK, Australia and New Zealand in various roles within Local and State Government and Not for Profit organisations, I have been chief executive and secretary general of Paralympics New Zealand since 2007.

Reflection: The Leadership New Zealand

programme has provided an opportunity to share ideas and views, have a conversation, discuss and debate on a variety of New Zealand issues. The programme created a space to think critically and analyse and develop a curiosity for enquiry. It has provided an environment to share an experience and journey with others, whilst creating an opportunity for further learning.

Skills offered: Strategic planning in the not for profit sector; leading teams; partnership collaboration Current community involvement: Board member and secretary general of Oceania Paralympic Committee.

Location: Auckland

Commercial Manager, Building Products Division, Fletcher Building Northland where I still retain close links. My career has taken me from investment banking, to a variety of management roles at Carter Holt Harvey, to almost four years ago now joining Fletcher Building. At Fletcher Building I provide broad strategic, commercial and financial support to the chief executive of the Building Products Division.

Reflection: The Leadership New Zealand

programme has really been all things I had hoped it would be. I am a deeply passionate New Zealander and I want to play a part in developing the future for our children. On the programme I have made some great friends, heard from many great New Zealanders, heard many diverse views, had many of my perceptions about New Zealand challenged, been able to develop much greater clarity of thought on many of the issues facing New Zealand as we head deeper into the 21st century, and amongst all that have been exposed to many different leadership models and learned a lot about myself as a leader. Some of my abiding memories of the year are the sessions on the Treaty of Waitangi and on sustainability. These and other experiences have reinforced the importance of being open to viewing issues from many different perspectives, and knowing that none is the “right” one. The issue of Treaty grievances for example is complex and challenging. However, I believe it is crucial Pakeha and Maori engage in a genuine partnership approach to solve the wider issue of Maori wellness that stems at least partly from those grievances – and affects all of us. I also believe we have a responsibility to our children and grandchildren to treat our resources sustainably and thereby leave the planet in good shape for them. I am also left with the strong feeling that one person can make a difference.

Skills offered: Broad commercial experience including skills in: strategy; financial analysis; general commercial analysis/problem solving; diverse stakeholder communication and relationship building; negotiation; project management. Location: Auckland

Training Manager McIsaac Caregiving Agency trained in Edinburgh, worked in England specialising in adult neurology and complex care management. Worked in the UK for many years before travelling to NZ for an OE then emigrated in 2005. Working as a trainer I bring together my experiences in communication studies, therapy, education, and comedic drama to create positive learning opportunities in health care.

Reflection: The reading material was diverse

and interesting, and the range of speakers presented with diverse skills and experiences that I would not normally have had the privilege of hearing from. All shared wonderful inspiring insights into their interpretation of the past, present and future of NZ. A resounding note I heard from the speakers was to be a leader one has to be passionate about a topic with our own authentic voice to overcome the inevitable hurdles one will encounter through life’s journeys. Also to surround oneself with people of similar beliefs, values and passions to support you through inevitable challenges to carry on. I enjoyed the chance to have conversations with a group of people I’d never normally get to associate with from a variety of backgrounds, vocations and cultures. This has increased my awareness of different social and professional interaction styles within NZ. Wonderful to encounter so much compassion for family and community. Leadership for me is not about having titles before one’s name or letters after one’s name, or collecting awards or accolades, but creating and supporting opportunities, and taking a stand for what is important to you. “Life is no brief candle to me. It is a sort of splendid torch which I have got a hold of for the moment, and I want to make it burn as brightly as possible before handing it onto future generations.” George Bernard Shaw

Skills offered: Speech-Language therapy assessment for communication and swallowing disorders; communication confidence coaching for presentation skills and public speaking; NLP master practitioner. Current community involvement: Mentor for YWCA Future Leaders programme; Forgotten Felines volunteer. Location: Auckland

class of

Carol Bellette

Dion Blundell

Graham Cameron

Background: In 2007, I joined Landcare

Background: I am married to Angela and

Background: I accepted my position as

Chief Financial Officer Landcare Research Research Manaaki Whenua as chief financial officer. In my role, I lead the finance, property, procurement and sustainability teams. I value and enjoy working for an organisation with the purpose and vision to create a better New Zealand through sustainability and innovative research. I previously held senior finance roles in the corporate sector with the Gough Group and General Cable. I have 10 years of governance experience on the boards of commercial and community-based organisations.

Reflection: I have found the 2012 Leadership

New Zealand programme to be insightful and beneficial in my personal leadership journey. I have gained increased confidence in my own leadership style. The diversity of programme participants, combined with inspiring and engaging speakers, have been highlights for me. The programme encourages opportunities for group work and self-reflection, and also provides safe opportunities to practise leadership skills and receive valuable feedback.

Skills offered: Governance; financial and commercial expertise; strategic planning; risk management and mentoring. Current community involvement: Chair of Christchurch Early Intervention Trust; trading as the Champion Centre. The Trust provides early intervention services for infants and young children with developmental delays.

Location: Christchurch

Vicar, Papakura Parish Anglican Diocese of Auckland my leadership style is very much influenced by being a father of four energetic children. This focuses me to constantly look at our community. In my genes Iâ&#x20AC;&#x2122;m an engineer. However, God calls and life is refocused. I now lead the Papakura Anglican ministry team. We meet diverse needs within a geographic area that has huge wealth, and huge poverty. The challenges and rewards are both big as we walk alongside different people. My roles include being a part of the team, oversight of what is happening, and the drawing together of Anglicans with other denominations and the wider community. We concentrate on consensus building and team work. At a regional level I am involved in planning and running the annual ministry conference.

Reflection: My leadership skills were enhanced

when I did a GDip in Not For Profit Management. Leadership New Zealand has honed those tools and encouraged me to reflect on what I do, why I do it, and how it can be improved. I met amazing people who were all very different to me. There was a sense of togetherness as we journeyed together to strengthen our leadership ability. The biggest gift was the forming of new friendships. We have had the opportunity to talk with and hear from the leading thinkers and practitioners in their fields, some of whom we would not have had the opportunity to hear if it wasnâ&#x20AC;&#x2122;t for Leadership New Zealand. Our outlooks were challenged and we found things we could do better and confirmed what we are doing well. I will look back on this year as a year that has built my leadership capacity, skills and confidence.

Skills offered: Grass-roots connections; spiritual direction; community overview. Current community involvement: Churchbased community activities with parents of children, adolescents, the elderly.

General Manager Merivale Community Inc

manager of the Merivale Community Centre in 2008 because I had a vision and a passion for the work of the centre with whanau, children and youth. I was naive as to the underpinning administrative and managerial responsibilities that are the foundation stone for transformational leadership. Over the years, I have learnt on the go, often on a steep curve, and we have survived and on occasion prospered as a not-for-profit organisation. In an era of outrageous levels of child poverty and a sluggish economy hurting the very poorest in our society, I am convinced that our work in Merivale, Tauranga is essential to the future of our city.

Reflection: However, I recognised that after

four years there I needed a chance to step back and question my leadership and our direction. Leadership New Zealand has been that opportunity. My greatest learning has been to move from a directive, guiding leadership style to a greater level of shared leadership with my staff and board. The impact has not just been professional, but also personal, as I have had greater space to again explore who I am and rediscover my passions and interests in the midst of a busy and demanding career. The secret to Leadership New Zealand is that you learn the most from the others in your cohort, and build, what I hope will be, lasting relationships and networks.

Skills offered: Community development; youth work; fundraising; strategic planning; Tikanga M ori; Te reo M ori. Current community involvement:

General manager, Merivale Community Inc; board member, Ng ti Ranginui Iwi Inc; chair, Poututerangi Marae; wh nau member, Te Kura K kiri; wh nau member, Te K hanga Reo o Te Akau.

Location: Tauranga

Location: Papakura, Auckland

Graduand Biographies

Tony Catton

Adam Cooper

Fiona Davies

Background: I am a property professional who

Background: Having ventured here from

Background: Whangarei born and bred, my

Property Development Executive Foodstuffs (Auckland) has 18 years’ experience of working in the asset management and property development sectors. I joined Foodstuffs in 2005 working in the Property Strategy team. My role is to identify and secure sites suitable for our retail brands, undertake the catchment analysis/feasibility and manage the resource consent process. It is a very exciting role that is at the pointy end of our business as we get into new markets, and drive market share. I am avid sport lover with a real passion for golf and coaching junior rugby.

Reflection: I feel very privileged to have been

part of Leadership New Zealand this year. The programme has provided exposure to diverse and knowledgeable speakers who have shared their stories and ideas with generous spirit because I believe we all want for a better New Zealand. The answer for me, having reflected on their stories, is there is no magic wand, but by doing our bit in our circles of influence with understanding and acceptance of difference, New Zealand will be a better place. I now am far more accepting that I need to redirect aspects of my leadership journey so I can be a better member of society, and look forward to the challenge this presents me.

Skills offered: Property development; asset management; strategic analysis; planning and implementation. Current community involvement: Coach of junior rugby and cricket.

Location: Auckland

Manager Strategy and Planning Land Information New Zealand Africa in my late teens, it is a privilege to call this beautiful country home. The first part of my career was in marketing and strategy roles in the financial services sector. An interest in innovation and corporate entrepreneurship has underpinned many of my career and study choices, including a shift to the public sector. It has been as a public servant that I have most enjoyed the challenge of working across the boundaries to see change happen. I’m fortunate to work for Land Information New Zealand – an organisation that serves New Zealanders in surprisingly varied ways – from producing digital mapping data to managing land transactions and sensitive land. As leader of the Strategy and Planning team, my role is to support our leaders in shaping our future.

Reflection: The Leadership New Zealand

programme has reshaped my understanding of what it means to live in this country. The chance to get to know a diverse group of leaders, to be challenged and to widen my horizons has been a rich (and really fun) experience. I’ve gained a deeper appreciation of the power of courage, authenticity, diversity and history. And my perceptions about this country, our future and how we might get there have been broadened and challenged.

Skills offered: Strategy development; facilitation; coaching. Current community involvement: Coaching and mentoring of young professionals in the public and social profit sectors.

Location: Wellington

Regional Group Manager Northpower formative business years began at the Marsden Point Oil Refinery where I completed my accountancy qualifications and then worked my way through a variety of roles in finance, IT projects, change management, and HR. After an 11-year sojourn in the education sector as an intermediate teacher, I have recently returned to the corporate sector into my current role as regional group manager for the contracting division of Northpower, responsible for the safe delivery of maintenance and construction works to electricity distribution networks in Northland and Central North Island.

Reflection: Participation in the Leadership

New Zealand programme has been an exciting journey. The cumulative construct of the programme has allowed me the time and the platform to learn about, be challenged by, and develop new personal views on a diverse range of contemporary issues facing us as New Zealanders. The calibre of speakers, leaders in their own fields of expertise, has been a privilege and a highlight of participation in the programme. Carefully woven into the programme has also been the invaluable opportunity to self-reflect on a variety of leadership challenges with constructive feedback from other participants in a safe, neutral environment. The deliberate spread of diversity that makes up the Class of 2012 has been another highlight. Sharing the journey with such warm and generous people has been entertaining, insightful, and at times very humbling. The success of the programme for me is that it has not been a one course wonder that slowly recedes into a distant memory. The relationships built over the course of the year and the ongoing involvement as an Alumnus is what really cements the learning experience and makes it a lasting catalyst for challenge and change, adding a new dimension to not only my work role but to all facets of my life.

Skills offered: People management; facilitation; education. Location: Whangarei

class of

Duncan Fletcher

Bernie Grant

Fenella Gray

Background: I work for PGG Wrightson where

Background: Whanau: Parents are from Te

Background: I have worked in the investment

Regional Manager Wairarapa/Tasman, GM Insurance, PGG Wrightson I am the regional manager for the Wairarapa and Tasman regions. In these regions I am responsible for the Retail, Livestock, Real Estate and Fruitfed business. I am accountable for the sales performance and strategy for these different businesses in my region. More recently I have also taken over the responsibility for managing our Insurance business on a national level. The business is focused on delivering the necessary agribusiness products, solutions and advice for our clients. I have been in my current role for six years having commenced with the company as a rural finance manager nine years ago. Prior to this I had four years working for various finance companies in London. I have always had a passion for agriculture having been raised on a farm in West Otago before attending Lincoln University.

Reflection: Participation in the Leadership

New Zealand programme has been an immensely rewarding experience and has given me the chance to meet and interact with a diverse range of fellow leaders and individuals. The programme has reinforced my belief that we all as individuals have leadership qualities and it is up to each individual how we use these qualities to benefit and grow our communities and countries. The programme has made me challenge some of my previous views on leadership, along with my previous views on what a good leader represents and looks like. Given my rural upbringing I have been exposed to a number of issues in New Zealand society that I was unaware and previously naive to. It has opened my eyes to the leadership challenges that we as a country face. I have thoroughly enjoyed the diversity of our group along with the conversations and debates we have had. These different perspectives have given me a greater understanding and appreciation on many of the issues discussed thus giving my own views a more rounded approach.

Skills offered: Strategic and business

planning; change management; people management; agricultural systems; and strategy development.

Principal Staff Officer, Army General Staff, New Zealand Defence Force Arawa and Ngati Porou. I have a 19-year-old son who lives overseas and is beginning his working career. Work: I spent 20 plus years in uniformed service for the New Zealand Army. During this time, I worked within logistics/resource management (distribution, warehousing, transportation, maintenance, finance) and human resources. I continue to work for the Army as a civilian, and have added to my working portfolio with strategy management, stakeholder management and long-term network relationships. I work in support of the Army’s senior leadership team and assist across a variety of areas.

Reflection: The programme has enforced

“me-time”; time to reflect on my well-being, on my interaction with others, on my commitment to addressing New Zealand issues. The trick now is how I continue this constructive metime. The programme has also: opened up a wider dialogue with organisations/individuals I would not normally have engaged with – priceless; introduced me to stewardship/ steward leadership; assisted me to understand the language and effects the Army’s senior leadership team are having/wanting to have; broadened my technological working base in order to maintain situational awareness of issues that I consider important; reconfirmed that you never stop learning about yourself and your environment; provided opportunities to engage others on what the New Zealand Defence Force/New Zealand Army does; increased my personal reading list; and, provided lasting friendships. I look forward now to continue my involvement with the Leadership New Zealand Alumni.

Skills offered: Mentoring; initial network contact within New Zealand Defence Force; people management; strategy to cope with those tough conversations that need to be had. Current community involvement: Hutt City Women’s Refuge; Upper Hutt Time Bank.

Location: Wellington

Chief Operating Officer, Investments Accident Compensation Corporation industry for over 25 years in New Zealand and Europe with my roles focusing on operations, projects and team development. I am now part of a focused investment unit at ACC. ACC is the largest fund in New Zealand and one of the most successful; this is reflected in ACC’s investment returns over the past 20 years. My role is to lead the Operations team of 14 staff who ensure the safekeeping of ACC assets, support the internal fund management team and provide regulatory reporting and governance. ACC has provided me with many opportunities and challenges. I have been involved in mentoring staff within ACC as part of the organisation’s development programme. I enjoy working for an organisation that provides so much support to so many people in New Zealand.

Reflection: The Leadership New Zealand

programme has given me the opportunity to engage with and listen to leaders from a diverse background across New Zealand society. To hear about their journeys, successes and learnings has been enlightening and thought provoking. I have visited parts of New Zealand I would not normally visit. I have not only learned from the speakers but from my fellow participants. The way the group share experiences, ideas and the support shown to each other has given me alternate ways to look at situations. I now read articles; listen to news bulletins; watch current affairs programmes that previously would have had no relevance or interest to me. The programme has made me reflect on my own leadership style. It has provided me with numerous tools I have been able to use for my own development. I have enjoyed the opportunity, time and environment away from my working life that the programme has provided me to grow as a person. I have gained a lot from the opportunity to be on the Leadership New Zealand programme and met some incredible people. For this I am grateful.

Skills offered: Strategy; change management; investment operations management; team building; staff development and mentoring. Location: Wellington

Current community involvement: Board

member of Pukaha Mount Bruce, a national wildlife centre operating a captive Kiwi breeding programme.

Location: Wairarapa

Graduand Biographies

Angela Green

Sarah Hipkiss

Background: I have been working

Background: I am a chartered accountant

Producer Q Theatre

professionally in the performing arts sector since 2003. Part way through 2012 I made the move to Auckland after 12 years in Wellington, to take up a new role as producer at Auckland’s Q Theatre. My responsibility is to programme and manage the arts side of the theatre’s business. Prior to Q, I was the manager of programming at Downstage in Wellington. During my time there I implemented a number of new programmes, including refining a resident company programme, Soundstage music sessions and was the originating producer for FixTV. While firmly on the business and management side at Q, my driver as a producer is working closely with artists through the creative process and providing them the space and practical expertise to produce the best work they can. I have a Bachelor of Social Science in Sociology and Women’s Studies from Waikato University and a Bachelor of Performing Arts (Acting) from Toi Whakaari: NZ Drama School.

Reflection: This programme came at exactly

the right time – a change of city, a change of job, a change of outlook on life and my future. In the process of the year I discovered that my sector has a pivotal role to play in the health and wellbeing of our country. I also feel incredibly lucky to be working in this area, and have learned to value our unique way of working. I came looking for a challenge and big conversations and some kind of direction or purpose. What I got was a rapid unfolding, a revelation of my own authenticity, and a sense of place in the world. This was triggered by a highly sophisticated degree of thinking from the other participants, speakers and programme leaders. While I’ve enjoyed (almost) every moment, I have particularly enjoyed observing my fellow participants shift and grow over the year. That in itself is a gift.

Skills offered: Creative thinking and problem solving; matching business/corporates with creative thinkers; matching business/corporates with entertainers; event management and production. Current community involvement: I’m still

in transition mode but no doubt this will come.

Location: Auckland

Partner KPMG

and have been lucky enough to use this qualification in a number of countries, living and working in Belgium and the UK before returning to New Zealand three years ago. As a partner in KPMG my skills are applied in external audit and risk assurance services in a variety of industries, specialising in construction and related service industries. In addition to my client work I also have staff management responsibilities. This includes training, developing and mentoring both future chartered accountants and those post qualification.

Reflection: Leadership New Zealand has

provided a unique opportunity to hear different perspectives on leadership; from both our guest speakers and my fellow participants. As a first generation New Zealander, this programme has provided insights to areas and ideas I haven’t encountered before, broadening my view of issues that leaders face that are unique to the New Zealand context. The variety of speakers and experiences that we have are both challenging and changing my views on leadership – sometimes placing me outside my comfort zone but always providing a rewarding experience. The exposure to a range of exceptional, intelligent and passionate New Zealanders (again both those acting as participants and speakers) has both focused and expanded my views on the key attributes of a leader. As I reflect on this immensely rewarding experience, I feel I am developing a stronger sense of my personal leadership style and where I can make a difference. In particular I have appreciated the time away from the day-to-day routine to reflect on those big (and small) issues that would benefit from a different approach and the myriad of ways this programme has offered to assist in this. My leadership journey continues to be “towards” not “to”.

Julian Inch

Business Development Consultant Previously CEO, District Health Boards New Zealand Background: I grew up in a rural Canterbury family and retain strong values around selfreliance, resilience and doing your bit for your community. My drivers are social responsibility and challenge, so the health sector captured my interest after Canterbury University. I moved to Wellington for work and settled into the culture there. I have 20 years experience in the health sector at national level across business, system change and policy areas. I have just completed 10 years leading collaboration across 20 District Health Boards through DHBNZ. The experience has taught me many lessons about how organisations and sectors work (and don’t work). Early 2012 I completed implementation of a change management process which resulted in my CEO role becoming redundant and moved into consulting. Reflection: This has been a special year. The diversity in the group has been amazing, generating depth and power in debates and enriching my views. Most of all, the year has begun lasting friendships. The Programme has helped me unpack, process and reflect on my learning over a very busy 10 years, by delivering a wide range of dialogue and inputs as reference points to help me re-orientate and reflect. I know I will continue the journey. For me, the elements to the journey are, self development, engaging the wider leadership network, and creating a better NZ. The Programme has been focused on the first with the second and third growing in participants this year. There is huge diversity and talent in the LNZ network that can step up and generate key shifts on major New Zealand issues. This needs open communication, honesty, clear roles (limited hierarchy), effective support – LNZ can provide this vehicle.

in business” mentoring of students at University of Auckland business school.

Skills offered: Business development; strategy; new business ventures; building performance culture; collective engagement and decisionmaking approaches; transformational change; purposeful change management; performance management and accountability; project and programme management; mentoring and coaching in running a SME in public sector; health and central government knowledge and experience.

Location: Auckland

Current community involvement: Assisting

Skills offered: Accounting; audit; risk management; mentoring. Current community involvement: “Women

local school and children’s sporting groups; interest in disability issues.

Location: Wellington

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Richard Kibblewhite

Tracey Lonergan

Makerita Makapelu

Background: Twenty-six years in the pearling

Background: New millennium, new job. What

Background: My initial passion for youth

Director Freshfish and ECF

and fishing industry in both Australia and New Zealand. My wife Jean and I have active roles in the New Zealand fishing game off the East Coast of the lower North Island. We happily run two fishing companies in the catching sector for crayfish, paua and wet fish, working with key people to supply quality product for overseas markets and local consumption.

Reflection: Interesting, educating and at times

a challenging year. I came on the programme for a specific reason, to learn the things that I did not know about in business! To be a better leader in my business and my family. What can I learn that will assist my business to grow and develop further than I have been able to achieve to date? Not an emotional journey or a fun time or to meet and greet. If I am spending this money and time away from my business and family I want results! With three sessions to go I think it is too early to really make that call, however, I am clearly aware of certain change. My awareness in business meetings has increased dramatically; I now have a range of communication tools that I can use that I was unaware of before. This is exciting to me and has given me more confidence in this area. My awareness of Maori Treaty issues has increased and in my game has been most beneficial. One of the unexpected bonuses has been the interaction with others on the programme from a huge variety of backgrounds. The perspective on issues is so diverse and surprising. The way we have been encouraged to look at issues, respond to them and discuss them has been an eye opener and very useful.

Skills offered: A creative fisher at heart;

Head of Claims Sovereign

a fantastic move that was. I have thoroughly enjoyed my 12 years at Sovereign and hope for many more. My journey to my current leadership role as head of claims has always been interesting and challenging. It has brought professional highs and lows. However my journey started many years before 2000. My previous career choices also included claims – six years with ACC in various roles. I was very fortunate to obtain a diploma in Case Management while at ACC and I will always have respect for the foundations of ACC. When I look back on my career, all of my roles have had a strong customer service focus.

Reflection: Servant leader – realisation, but no surprise. Power – never abused it, but nice to hear and share other people’s stories that reflect mine, about how ‘our power’ always gets challenged by others close to us. Media influence –stop clicking and “think like a man”. Creativity – seriously lacking, but I love drumming! New Zealand’s issues – much more informed on a greater width and depth of issues and struggles within a country that I have loved for four decades, but only now have opened my eyes to. Tolerance and patience – lacking at the beginning of the programme, still far from perfect, but great tools learnt along the way. A-Z doesn’t happen in a split second anymore.

Skills offered: Customer focused leadership;

Team Leader Wesley Community Action

development exposed me to working with different Not for Profit organisations. I have had a wealth of experience in managing people, budgets, services, and projects. My current work within Wesley Community Action as a team leader gives me licence and permission to practise my passion.

Reflection: This Leadership programme has

allowed me to have the space to reflect on my own leadership journey. I have discovered a more specific way to identify where my learning edge is. Understanding the diversity of people within this group has been my biggest learning curve in understanding myself. I appreciate I cannot be an inflexible leader, as this would close me off to other people, experiences and opportunities. Keynote speakers have been conveyed to me their passion for their vision whether it be in economics, anthropology, and sustainability etc. Leaders need to be passion about their cause and people will follow. Listening to fellow participants share their stories with me makes me believe we are all similar beings within. We all arrive at the same place about leadership – courage, love and hope.

Skills offered: Governance; entrepreneurship; community engagement; strategic thinking. Current community involvement: Running a

community social service.

Location: Wellington

uniting teams in a common direction; ability to see a job through to completion.

Location: Auckland

understanding business structure and the need to survive in a harsh environment is my world!

Current community involvement: Actively involved in young people and their future in fishing.

Location: Masterton

Graduand Biographies

Anaru Marshall

Jon Neal

Rachel Noble

Background: Tena ra koutou katoa, I have

Background: I am a proud husband to Georgina

Background: I began my working life as a food

Chief Executive WISE Better Homes

spent most of my adult life in business and also working for government and community-based organisations, sometimes simultaneously. During the late 1980s and early 1990s I worked in finance and banking and later for government in youth development, community development and policy development. During this time I also ran and owned several businesses. Currently I work for a charitable trust that has a focus on creating employment opportunities in the community by providing training, back-office functions and running our own businesses.

Reflection: The Leadership New Zealand

programme has been a great experience. It is hard to say how much more effective I have become as a leader since joining Leadership New Zealand. However, I am aware that I am a much more critical thinking leader than in the past, investigating my own actions and the drivers connected with those actions. Certainly the people I work with say they have noticed a change.

Skills offered: My role as chief executive of a small organisation is both hands on and strategic. It encompasses leading our organisation; developing relationships with new and existing stakeholders and partners; developing our businesses and our people; delivering the boards strategic vision; financial management of our businesses. Current community involvement: I

maintain connections with my community through my current work and also as a member of a local community development trust that delivers a number of programmes that have a strong youth focus. I am also chairman of a Maori land trust. Our goals are to develop our own economic base utilizing our own assets and resources. I belong to other groups and networks and enjoy the various roles I have within them.

Location: I currently live in New Plymouth.

My work takes me across Taranaki, King Country and Whanganui.

Former General Manager Operations, Pioneer/Genetic Technologies and father of Tom and Sophie. I was born in the North East of England, and I have had the pleasure of living and working in a number of countries in the past 10 years working in Australia, Europe, Africa and more recently New Zealand. I have worked with Bayer globally for the past 15 years, and then more recently for Pioneer as general manager operations. I have just left this family-owned business. I now embark on a new adventure in life, taking the skills and learnings from this sensational programme to apply in my next role.

Reflection: I have lived and worked in

a corporate world for the past 17 years. Leadership New Zealand has given me a wider, broader and more in-depth perspective of what it means to be a future leader. Leadership New Zealand has allowed me to participate in conversations that I would never have had access to unless I had been an active participant. I am extremely grateful and humbled to have been on the programme with a great number of new friends who have taught me about what it means to be a New Zealander. We have been exposed to some of the most inspiring New Zealand leaders, and now have the tools to identify better [leadership], and brilliance and mediocrity in leadership at all levels. The richness of the programme is the diversity of the participants. I look forward to staying connected as we embark on a new step and adventure in lifeâ&#x20AC;&#x2122;s leadership journey.

Skills offered: Strategy; planning; leadership;

facilitating change management. I enjoy working with and developing high performing teams to deliver and maximise performance.

Current community involvement: Coach for my sonâ&#x20AC;&#x2122;s soccer team; active volunteer at my childrenâ&#x20AC;&#x2122;s school.

Location: Auckland

Chief Executive Disabled Persons Assembly (DPA) technologist before moving in to a teaching career. As a teacher, my motivation to see deaf students succeed educationally led to a series of career moves including five years as the chief executive for Deaf Aotearoa. By using a variety of strategic approaches with a range of stakeholders I sought to create the environment required to enable deaf and disabled students to access education and in turn, to access employment, services and community life on equal footing with all New Zealanders. Now with DPA, I continue this work, and am active in promoting the UN Convention on the Rights of Persons with Disabilities, the voice of disabled people in creating the New Zealand we want all be part of.

Reflection: Taking part in the Leadership

New Zealand programme has been an insightful process. Understanding the dynamics of a broader community compared to the one I am usually part of helps me consider ways to achieve engagement both within our community and with the wider community. The strategies learnt, the multiple conversations, have led to a noticeable deepening of my practice at work which are proving to be effective. I am proud to be a Deaf New Zealander, and want to be part of its future.

Skills offered: Deaf/disability lens; cultural facilitation; strategic development promoting attitudinal and environmental inclusive practices. Current community involvement: Deaf

community; disability community.

Location: Wellington

class of

Chris Northmore Manager James Henry

Background: I have a very varied background

from hands-on commercial fishing to 10 years in the corporate world, to building businesses and developing land. Fundamentally I’m an entrepreneur and I enjoy watching trends and developing my own opportunities. Being aware of the classic entrepreneurial traits of constantly moving from one thing to another, and not being particularly good at finishing things, I’m now doing what I can to remain focused on building a business centred round timber recycling and wooden flooring. This, at the very least, provides my family with some stability and allows my children to offer a credible sounding answer to the question – “What does your dad do…?” I’m enjoying leading a team of extremely talented people, interacting with our clients and seeing their delight when we create something really special for them, and strategically reviewing our business model and direction, constantly.

Philip Patston

Managing Director, Diversity New Zealand; Executive Director, Diversityworks Trust Inc Background: After a 10-year career as a

comedian and entertainer, I am now focusing back on my original passion for social change, drawing on skills I developed as a counsellor and social worker. This has allowed me to further develop innovative ways to work with diversity, creativity and change. I am an alumni of both the New Zealand Social Entrepreneur Fellowship (2007-09) and the Arts Regional Trust ArtVenture programme for creative entrepreneurs (2007). I have also run the Be. Leadership programme, which develops leadership in the accessibility space, since the beginning of 2011.

to my children.

Reflection: The programme has been both rewarding and challenging for me. One of the rewards has been the affirmation of my leadership skills in the social change space. I love it and I long to delve deeper into it. Another has been an invaluable opportunity to reframe the micro-skills I learnt in my 20s as a counsellor and use them in a leadership capacity. My biggest challenge in the programme has been being part of a classroom size group of strong, outspoken and incredibly ambitious people from every sector of society. Being in that environment has seen me really struggle with some regression back to my high school years. A huge challenge of leadership is finding your tribe, and in a programme like Leadership New Zealand, you find yourself in a pressure cooker of a tribe of tribes. I won’t make glossy that which has been a mosaic of an experience. It has sent me from the peak of amusement and camaraderie to the depths of anger and despair. A learning, at those low points, has been how to “stay in the room” when I’ve felt like leaving (okay, I confess, I did leave once!). So, at this point as I near the end of this tribal journey, and transition to another within the wider alumni, I’m reflecting on the many seasons, colours, textures and imaginings of leadership. Some are glorious; others are downright ugly. But, like everything in the physical universe we inhabit, one extreme is not possible without the other.

Location: Wellington

Skills offered: Consulting in social innovation;

Reflection: The term leadership (or leader) is a big word that is regularly used inappropriately, often by people with a shiny business card in their pocket which they can’t wait to flash out so that you can see the string of more big words they have typed under their name. I met a seemingly constant supply of these types during my 10 years of corporate life. To me leadership is not some complicated dynamic. A leader is simply someone who naturally acts in a way that inspires others to feel comfortable to want to follow, be it in a business, public, family, social or community environment. The programme has introduced me to a range of reading and learning that I wouldn’t otherwise have considered. But back to basics, if I can be a level five leader, as described by Jim Collins, and achieve quietly, I’ll be happy.

Skills offered: Entrepreneurial and strategic

thinking.

Current community involvement: Life coach

strategic thinking; creative thinking; coaching and mentoring; organisational and people development; diversity awareness; leadership development; group facilitation; speaking.

Mike Playle

Policy Manager Accident Compensation Corporation Background: I grew up in Christchurch,

but I now call Porirua home. My training is in psychology and health science, but my career has headed down the insurance road, specifically working for the Accident Compensation Corporation. Initially, I worked as a case manager helping return injured people to work. However, over the past eight years my career has focused on the area of policy. In my current role as policy manager, I am responsible for providing strategic and operational policy advice to the board, executive and Minister for ACC. Reflection: There are so many aspects of the programme that I have valued. Firstly, the programme has broadened my knowledge and understanding of key factors that shape this country. The various speakers who have engaged with the Leadership New Zealand group, coupled with our own syndicate and triad discussions, has helped widen my perspective as a leader and given be a better understanding of life in New Zealand and the roles that people play in leadership. I have also enjoyed travelling around New Zealand and visiting the different organisations, getting the chance to observe how they operate and the culture they’ve developed. From the Community Law Centre in Mangere to Q Theatre in Auckland, each organisation has had its own unique feel to it and something that I would never have experienced had I not been part of this year’s programme. Bringing all this together are the people who have gone through this experience with me. Each member of Leadership New Zealand 2012 has brought something unique to the group, and over the year I’ve been able to form some fantastic relationships and share different experiences, stories and laughs.

Skills offered: Operational and strategic policy development; machinery of government; people management and development. Current community involvement: Group

fitness instructor at my local gym.

Location: Porirua

Current community involvement: Patron of

Rainbow Youth; facilitating diversity conversations in schools; informal mentoring.

Location: Auckland

Graduand Biographies

Rachel Prebble

Zechariah Reuelu

Andrew Sharp

Background: I have a deep passion for museums. I worked at the Auckland War Memorial Museum (AWMM) before heading overseas. From 2003-2011, I worked at the Natural History Museum, London. My most recent role there was managing a team of over 100 volunteers within the Department for Learning. My passion is inspiring visitors to museums through learning about the collections and research which are integral. In 2011 I returned home and am fortunate to be working again at AWMM. I am keen to share my overseas knowledge and contribute to my home country. My most recent role at AWMM was public events producer working with a variety of audiences. One of the projects, “The Expert Sessions”, involves asking both internal and external experts to share their passion and knowledge with museum visitors and staff, making links with the museum’s research and collections where possible. In October my role changed and involves leadership of a fantastic team within the Learning and Engagement Department.

Background: My family/Kaiga is of Tokelauan

Background: I was born in Hamilton and still

Senior Museum Programmer Auckland War Memorial Museum

Reflection: The Programme has had a huge

influence on me. It has been highly thought provoking and life changing. Meeting such fantastic individuals, discussing and sharing beliefs, ideas and thoughts with them, in a safe environment, has extended my understanding of what leadership is all about and the crucial role we play as future leaders. Hearing from New Zealand leaders is a huge highlight and their honesty is invaluable. Opportunities for self-reflection have given me amazing insight into leadership qualities and what effective leadership is. It has increased my confidence to challenge my thoughts and enhance my understanding of how I can develop and contribute as a future leader. The journey it is not over at graduation, it will continue for as long as we keep it alive. It got us thinking, gave us tools and most importantly the opportunity to meet each other. Now is the time for action. Through discussions with the group and listening to the speakers, I am constantly thinking of the museum’s important and relevant role.

Skills offered: Museum learning; volunteer involvement; community involvement.

Current community involvement: Working

with NZ Japan Society of Auckland Inc on the upcoming Taste of Japan event; working on The Expert Sessions programme at AWMM.

Location: Auckland

Business Facilitator Pacific Business Trust

decent and a founding member of Zealanesa Ltd. The design company specialises in the development of communications to Pacific audiences, particularly in community engagement between agencies and Pacific communities. Recently I have taken a role with the Pacific Business Trust to create exciting opportunities to chart innovative solutions to navigate pathways of success to increase Pacific entrepreneurs to achieve economic outcomes for Aotearoa New Zealand.

Reflection: E laga kita ko te fanau ko te

lumanaki ia o fenua . Whatever we do is for the children, the future of the land. – Tokelau proverb. The message of the metaphor reflects the inspiration of the journey to navigate the success of potential to achieving social and economic goals for the future of Aotearoa New Zealand. The insights and learning experiences shared amongst a diverse range of leaders and the opportunity to question and challenge the issues has been inspirational and transformational. The space to be challenged with different perspectives has been an awakening experience. I am encouraged with my colleagues with their united attitudes to believing and contributing to creating New Zealand to be a model of hope. It has been a privilege to have the opportunity made available to be part of Leadership New Zealand and I look forward with a new sense of hope to contributing involvement with Leadership New Zealand in the years ahead.

Skills offered: Ethnic communications; business development; youth development; community led development. Current community involvement: Pacific communities; local community initiatives.

Location: Wellington

General Manager Sales and Marketing Soanar claim Waikato as my roots even though we left Tokoroa when I was 10. I went to school in Auckland then studied food technology at Massey in Palmerston North after two seasons playing rugby in the UK. On graduating I was fortunate to attain a place in Toyota’s graduate programme and learned principles that still stand me in good stead today. While working for Fonterra’s sports supplements arm Horleys, my flatmate’s car was stolen. A couple of beers later I had started my first company – Blackhawk. I quit my job and started fulltime (on no pay – thanks to my wife and parents) based in the ICEHOUSE. We sold Blackhawk in 2009 and I started with Soanar after a brief golf break. Soanar are specialists in power, interconnect and display solutions for the agricultural, mining, rail and digital signage/kiosk industries. Last year I put forward a new vision and strategy and was promoted to GM and relocated to Sydney. I commuted from Auckland for five months, but in May 2012 my family and I fully relocated. I have one son, George and an amazing and supportive wife, Simone.

Reflection: I started the programme with a

goal in mind – to have one major ‘a-ha’ moment at each session – and to come away with an enhanced ability to lead in my chosen field. Knowing what I thought I wanted, why we had certain sessions at all initially frustrated me – I couldn’t see how it was going to make me a better leader. However, the full WHY has become clear towards the end of the programme as each session builds on the previous ones and gives me more perspective and ability to connect. I did not have one major ‘moment’ at each session, but through the nine sessions, I have had more than nine (often) quite life-changing learnings. This programme has given me great insight into me. I have learned things that have greatly surprised me, have shocked me and have reiterated my values. As well as opening my eyes, the programme has given me some tools to change, if I choose to do so.

Skills offered: Sales leadership; coaching/ mentoring; strategic planning; supply chain management; turning around low-performing teams. Current community involvement: I don’t have any current New Zealand community involvement but am open to suggestions – particularly around schools. Location: Sydney

class of

Lydia Sosene

Out of Parliament Support, Parliamentary Services Mangere-Otahuhu Local Board Member, Auckland Council Background: After completing secondary school in the mid 1980s, I entered the workforce beginning in administration then leaving NZ to explore international travel. On my return to New Zealand I entered the public sector securing roles in Inland Revenue, Parliamentary Services and now Auckland Council spanning 24 years. Currently I have ongoing opportunities to be effectively engaged at governance and operational levels. I am active in the community and provide support to a number of activities for my children, extended family and Pasifika communities. Reflection: Being selected for the Leadership

New Zealand programme has provided me the lifetime opportunity to think, discuss, and debate ideas on a strategic New Zealand brand approach. It has been a monumental effort to maintain my full working week, family and community duties, together with extra study – but what a fantastic learning journey it has been! The framework of the programme has enabled this, and has helped to develop ongoing conversations with this year’s cohort, particularly to challenge and to be challenged. In Alumni 2012, I have thoroughly enjoyed the mix of ethnicities of business leaders and community representatives, which for me has been the embodiment of unique personalities and the formation of lifelong friendships with these colleagues, whom I am positive will make their individual significant contribution in the future landscape of New Zealand’s Exceptional Leaders. Thank you Leadership New Zealand, I have been humbled by this amazing opportunity.

Skills offered: Governance; operation and

business management; mentoring and coaching; strategy and planning; organisational wellbeing; networking and relationship building; project management; policy analysis and review; advocacy; Samoan interpreter and translator; communication; event coordination and management; parent volunteer for various schools; community and sports fundraising projects.

Current community involvement: Congregational Christian Church of Samoa EFKS Grey Lynn member; Sunday school teacher and youth volunteer; Rise Up Trust life member; board member (Pasifika) Mt Albert Grammar School; lifestyle learning centre Community Initiative project manager; chair Pasifika Sector Council (Auckland); A.M.E.N Women’s Ministry events coordinator; Mangere LEC executive member.

Location: Auckland

Claire Teal

Linda Vagana

Background: A first generation New Zealander, my family hails from England and Scotland. I grew up in the Wairarapa, but since 1998 have called Wellington home. I am a big-picture ideas person, passionate about social justice and community-led development. I am fortunate to have a career based in New Zealand’s community and voluntary sector, and I view my voluntary and my paid roles as interlacing. Between them, they have taken me through youth support and development, community health and welfare, governance, mentoring and national programme development. In my current paid role I focus on developing and supporting managers of volunteers and volunteer-involving organisations. My key voluntary role is as part of the leadership team of Women in Leadership Aotearoa (WILA), a Wellington-based group passionate about the community and voluntary sector.

Background: After six years working at AUT University, I took on my current role with Duffy Books in Homes – a literacy programme inspiring a love of reading and books, through preschool, primary, and intermediate schools nationwide. Working in not-for-profit sector is something I’ve managed alongside a full-time job specifically in youth work and education and training programmes for those requiring basic life skills to assist in job seeking. I’ve also been very fortunate to play for our national netball team starting with the first New Zealand Under 21 team to win a World Championship and then a 10-year career with the Silver Ferns. Retiring in 2004, I took on the role of national coach for Samoa netball. I enjoyed being able to give back to a sport I loved and creating opportunities for our young Samoan women but most importantly, returning to my parents’ homeland – very special. My aspirations and successes in sport created a platform both in the development of my working career, community involvement and great opportunities in the sporting sector.

Programme Manager Volunteering New Zealand

Reflection: The programme journey really has been a once in a lifetime experience. In the 2012 group, I have met 33 incredible individuals; many of whom I hope will go on to be lifelong friends. The opportunity to know and be known by others in such a supportive, respectful way even across our diversity is so rare, and I am grateful for it. Through the programme, I wanted to challenge and be challenged. I think I’ve opened a few eyes to the world of volunteering, and I’ve learnt so much about industry sectors I knew nothing about, or had pre-judged. I also wanted to meet myself as a leader. I think I’m getting there, and it’s coming down to really understanding a few key words. Responsibility. Courage. Belief. Nobody is going to walk my leadership journey for me; that’s my responsibility. Complaining that things aren’t right doesn’t change them; I need to have the courage to step up and create those changes. If I want people to believe in me, I first need to believe in myself. Skills offered: Community-led development; mentoring; strategic planning; working with volunteers; community and voluntary sector governance; public speaking; facilitation; workshop design and delivery. Current community involvement: Leadership team, Women in Leadership Aotearoa; committee member, International Volunteer Managers Day Planning Team; trustee, Music Services Young Musicians Charitable Trust; various informal mentoring roles. Location: Wellington

General Manager Duffy Books in Homes

Reflection: On looking back to my interview for Leadership New Zealand, I recall being at a crossroads of either further tertiary study or some kind of leadership training. I chose Leadership New Zealand and so far this journey has been a learning experience as well as an introduction to some new models and processes of leadership. Most importantly the exercise of self evaluation has allowed me to reassess my values and priorities in life. I have had the pleasure to not only learn from the backgrounds and experiences of my fellow participants but also from the presenters. Hearing from leaders in such diverse sectors speaking on the current and future challenges of our nation always left me more informed, but also asking the questions on how this affects me as a leader in my community. Leadership New Zealand has really helped me connect and become aware of a greater New Zealand from a social, political, economic, environmental and cultural perspective. I look forward to being a part of Alumni LNZ. Skills offered: Understanding of not-for-profit; management of youth initiatives; primary and ECE sector; sport sector; stakeholder relationship management.

Current community involvement: Youth work – Auckland; NPC coach (Netball North Harbour); board of Sport Waitakere; Samoa sports.

Location: Auckland 25

Graduand Biographies

Anil Chandra Varma

Engineering and Emergency Services Manager, Auckland Airport Background: I was born in Fiji, educated as an

electrical engineer at Auckland University and migrated to New Zealand in 1988 after the first military coup in Fiji. My career has spanned a number of industries such as power distribution, steel manufacturing, aluminium alloy manufacturing, pulp and paper manufacturing, and since August 2007 I have been working for Auckland Airport. I am currently the engineering and emergency services manager and this involves leading just over 100 employees, both unionised and non-unionised in serving the functions of maintenance, engineering and project management, security and emergency services at Auckland Airport. The role is challenging and rewarding as we strive to meet regulatory standards and customer and passenger expectations.

Reflection: My journey this year has been a

roller coaster ride as I enjoyed the euphoria of getting my daughter engaged and preparing for her wedding to the sorrow of losing my dad. During this ride Leadership New Zealand has provided me a monthly refuge of getting away from it all and immersing myself with a fantastic and diverse group of people, listening to a number of inspiring and thought-provoking speakers, and feeding off the gems they shared. The reading material and some of the locations for the retreats were aptly chosen as they provided a fantastic environment to experience and learn. Leadership New Zealand has given me an opportunity to pause and reflect about who I am as a leader and how I go about being more effective not only in my workplace but also in my community. It has challenged my thinking, my inhibitions and my creativity. My time on Leadership New Zealand has been very rewarding as it has broadened my outlook on leadership and I am already putting into practice some of my learnings.

Robert Wikaira

Head of Support Services Centre & Information Technology Leader, Te Runanga A Iwi O Ngapuhi Background: My professional career has

been centered around information technology. I specialised in IT business solutions for an aircraft maintenance company based in the UK for seven years and travelled extensively throughout Europe. I migrated to Spain with my Spanish partner and continued to consult in Switzerland and the UK for nine months. However, after travelling back to NZ for a threemonth holiday to be with family, my partner and I decided to leave Europe and move to NZ. Now working in the far north with Te Runanga A Iwi O Ngapuhi, my varied roles as the head of support services centre and information technology leader are both challenging and inspiring. I’ve undertaken other roles within our Whanau ora collective, Ngapuhi festival planning and Matauranga.

Reflection: The Leadership New Zealand

programme has been an excellent vehicle to collaborate, discuss, share and learn from a diverse cross-section of leaders throughout New Zealand. I’ve also learnt that leadership is about ‘being’. You need to have both courage and insight to your own development, allow yourself to be challenged and be confident.

Skills offered: Team leadership; business change management; strategy; SLA management; project/programme management practitioner (Prince2); Six Sigma/Lean; IT management, IT governance; ITIL – service operation/design/strategy/transition and continual service improvement. Location: Far North (Kaikohe/Paihia)

Murray Wu

General Manager, Corporate Responsibility, Kiwibank Background: I am a Chinese-New Zealander

and my family has lived in New Zealand since the 1890s. My degrees are in chemical engineering and business. For much of my career I worked in the United States in a variety of leadership roles in the chemical industry. After raising a family in the US, my wife and I thought we would never leave, but an opportunity to work at an exciting start-up called Kiwibank drew us back to New Zealand. At Kiwibank I have had responsibility for process improvement and strategy execution. Most recently I was the executive advisor to the CEO, working on strategic matters. As of October 2012 I was appointed to a new role to lead a strategy to increase the role of Kiwibank in New Zealand’s society and economy.

Reflection: The inspiration to apply for a

place in the Leadership New Zealand programme came from a conference where participants were tasked with developing a strategy for New Zealand. During this workshop it dawned on me that there are important sectors of New Zealand society that I know little about. It has been a privilege to spend quality time with such a talented group of people, and with them and the wonderful speakers I have achieved the goal that originally drew me to Leadership New Zealand. I have also learned much more: how to ‘be present’ and shut out the distractions of everyday life, tools for reflection, and the use of gateways, just to mention a few. The biggest revelation to me this year has been to identify my learning edge, the aspect of my leadership skill set that is most important for me to develop. Several people helped me – some without realising it through conversations and discussions, and others with more direct observations and feedback. My learning edge was a surprise, but on reflection it should have been evident to me sooner as I had seen the signs and evidence. The programme has provided me with a better ability to see the wood for the trees.

Skills offered: Mentoring; leadership; safety and risk management; negotiations; engineering; strategic planning; people development; facilitation.

Skills offered: Strategy formulation; strategy management; quality and process improvement; corporate responsibility and sustainability.

Current community involvement: Refugee

Location: Wellington

Angel; trustee and member of Foundation for Education of Needy Children in Fiji (New Zealand).

Location: Auckland

Beyond the Binary

Shifting New Zealand’s mindset

The following is an excerpt from Leadership New Zealand’s first Sir Paul Reeves Memorial Lecture delivered in August at Auckland’s Holy Trinity Cathedral by Dame Anne Salmond, New Zealand’s foremost historian and anthropologist. Beyond the Binary Over the past few decades, if many New Zealanders have adopted key ideas that drive towards social fragmentation rather than prosperity and cohesion, what alternatives are available? With Maori and Polynesian (and Asian) philosophies and the vitalist legacy from the Enlightenment, we are fortunate and well placed to experiment with relational habits of mind. Why should we do this? With rising indicators of disparity and distress, many people fear the widening chasms in our society, and yearn for greater amity and cohesion. During the Rugby World Cup, for instance, when the divisions that haunt us were set aside, New Zealanders were seized by a collective euphoria. Fuelled by a love of the sport and a sense that we were on show to the world, there were moments when our country indeed felt like a “stadium of four million people”. Black flags with silver ferns fluttered off car aerials, people’s houses in the cities, and across rural landscapes. When the Cup was won, almost everyone celebrated. It felt fantastic. I know that most New Zealanders would love to feel this way more often. It is likely to involve new styles of leadership and decision-making, however, which I for one, would find refreshing. At present the world is changing in ways that challenge the old sharp-edged silos – nation states, government

departments, the disciplines, ethnic groups – even the genders. While the grid remains a powerful form of order, networks of relations are literally going viral. People, ideas, goods, influence and investment are whizzing around the globe with ever-increasing frequency and speed. Work is changing, with crowd-sourcing, outsourcing and other new forms of production. IT and the world wide web are transforming our ideas of the cosmos, also in relational directions. Here, there are brilliant opportunities. In our small, intimate society, the tyranny of distance may at last be cancelled. If we are smart and agile, the legacies of our ancestors may help us to make the most of new global exchanges, and thrive and prosper. While other, older societies remain trapped in non-adaptive rigidities, we can organise ourselves flexibly and quickly, and in ways that give us joy, as well as contributing to greater equality and prosperity. In order to achieve this, it is possible to draw on Maori and Pacific (and Asian) philosophies as well as the best of contemporary science. Although some see these as mutually incompatible, I disagree, profoundly. Here, I take inspiration from the recent science of complex networks, and self-organising systems, for example. Although I am no expert in these fields, those who are proposed a resonance between the complementary dualisms of Asian (and 27

«««« Sir Paul Reeves Memorial Lecture

In this first Sir Paul Reeves Memorial Lecture, I wish to honour a great New Zealander. Thoughtful, robust and astute, Sir Paul lived a passionate life, inspired by a quest for the shared good and the common ground, and a deep and abiding sense of justice. The son of a Wellington tram driver, he never forgot what it was like to be poor. During his term as Governor-General in the mid to late 1980s, Sir Paul became fearful about the market-driven reforms that were transforming New Zealand society. After a year in office, he remarked to a NZ Herald reporter, “I happen not to believe in the trickle-down theory. I fear we are in the process of creating a stratified society” – earning himself a rebuke from the then Prime Minister, David Lange. He was unrepentant, however, adding two years later, “... the spirit of the market steals life from the vulnerable”. Sir Paul was deeply concerned about the impact of marketled philosophies on iwi leaders. Noting that the transfer of wealth in Treaty settlements was not being reflected in improved social and economic statistics for Maori, he said in an interview with Chris Laidlaw, “We don’t want to go down in history as capitalists who built wealth for a few, but as those who distributed wealth and improved life for our people.” By the same token, Sir Paul believed that taxation and community-owned assets should be used to enrich the lives of ordinary New Zealanders. “We’re cancelling many community initiatives,” he said, and “putting money into things that just benefit a few.” Sir Paul cared about climate change, and education, and constitutional arrangements. It is a great honour to be asked to deliver a lecture in the memory of this marvellous man.

also by implication, Maori and Pacific) ideas about the world, and the patterns they generate, the complementary, generative pairs involved in many aspects of contemporary science. In a recent work, The Complementary Nature, the authors (both neuroscientists) cite an array of such patterns – the wave/particle duality of light, Einstein’s reconciliation of space-time and energymatter, the base pairings in DNA and the bi-stability of neurons, for example. At the same time, they insist that science must show both how the parts of a system operate in context and how they coordinate to produce collective emergent effects. Even at this basic theoretical level, they argue for an approach based on complementarity – both/ and – rather than binary opposition – either/or. Let me now take these ideas, which no doubt seem rather heady, and see how they might help us to move beyond the binary in our collective lives. In civic affairs, for example, it is not difficult to see how the binary logic of the Order of Things, with its tiered models, drives towards authoritarian styles of leadership. The idea of a bifurcated political order – Left-Right, Labour-National, for example – is so common in the West that we forget that this is a cultural artefact, and not the way that democracy has to be. Here, the job of running the country is seen as a form of gladiatorial combat. Every three or five years, one side or the other wins an election, claims a mandate and imposes its policies on the electorate, whether or not these enjoy majority support. Parliament is similarly polarized, with styles of debate in which the best interests of the majority of citizens is often set aside. In New Zealand, however, many citizens are fed up with this style of governance. The shift to proportional representation was intended to move away from successive lurches between left and right, and towards negotiation across the middle ground. When politicians subvert this by sticking with the old binary arrangements, using these to impose extreme ideologies, they lose the respect of ordinary citizens, who become cynical and/or disengage from the political process. Some politicians understand this better than others. In places, inclusive, relational styles of governance are emerging that work across the ramparts. The Land and Water Forum, for example, is an exciting experiment with collaborative styles of decisionmaking, used to tackle vexed questions of water use in New Zealand. Instead of fighting each other in the courts, key players including the dairy industry, Federated Farmers, forestry, environmental NGOs, iwi groups and regional government have decided to negotiate face to face. Rather than resorting to ‘end runs’ to the law or Government, they engage with the facts of the matter, and from the best evidence at hand, work towards optimal regimes for water use based on shared values as well as divergent interests. This includes baselines for water flows, quantitative indicators of water health and collaborative ways of working these through at more local levels. As a model of smart, flexible, evidence-based decision-making for a small country, this is superb. One can see how in this process, different values and ways of understanding the environment might converge. It would be great to see such an approach applied to other contentious areas in our national life – superannuation, maybe, and land use regimes, for example. The outcomes are likely to be infinitely superior to those achieved by the old, bipolar arm

wrestling. Such a flexible, nimble approach, based on fostering collaboration across various networks of relations, would be a major step towards a new kind of democracy in New Zealand. In education, too, one can still see the old hierarchical rigidities at play. The decile system, for instance, although a useful way of allocating funding, arranges schools into tiered arrays that serve as a proxy for educational quality. Here too, the job of running the education system is often understood as a form of gladiatorial combat, with politicians pitted against teachers and schools against each other. In the sort of policymaking that emerges, the interests of students are often set aside. As a result, over recent years, achievement gaps between students from Maori, Pacific and low income backgrounds and others have widened. For these children and their families, and for the wider society, this is a disaster. Since these young people represent an increasing proportion of the future workforce, the failure of the school system to adequately prepare them for new kinds of knowledge-rich work places New Zealand at high risk of economic and social failure. In order to change this, rather than an endless trail of short term, ‘big bang’ experiments, systemic remedies are required. The Starpath project, for example, has been working on ways of tracking students along their educational journeys, so that the ‘chokepoints’ where significant groups of young people falter in their learning can be identified, and initiatives to change these tested against outcomes. As a result, some pioneering schools have developed academic counseling based on such long-term tracking, aimed at ensuring that every child can achieve their potential. In the Te Kotahitanga programme, too, similar insights are at work – that students learn best when teachers understand and appreciate their backgrounds, and build creatively on their existing knowledge and learning styles. To her credit, the current Minister of Education, Hekia Parata, understands the dangers of current educational disparities, and is determined to change them. In order to achieve systemic change, however, collaborative decision-making among parents, teachers, students and those with an evidence-based understanding of the challenges is required. In this context, old, arrogant, unilateral habits of decision-making are bound to backfire – whether over class sizes or charter schools. Collaborative processes for forging strategies and policies, like those used by the Land and Water Forum, for example, are much more likely to succeed. With so many lives and the future of the country at stake, surely such an experiment would be worthwhile. To give another example, one dear to Sir Paul’s heart, inter-ethnic relations on the old hierarchical, bi-polar model are also changing.

Rather than seeing Maori and Pakeha, or Maori and Pasifika, or for that matter, Kiwi and Asian as bi-polar opposites with some kind of Berlin Wall between them, these are increasingly regarded as complementary pairs, joined by a fertile middle ground. In a philosophy based on whakapapa, for example, there is no need to regard oneself as purely Maori, or Pakeha, or Pasifika, or Asian. Rather, an individual is made up of all the relationships in which they participate, with their different taha or ‘sides’ able to turn from one network to another, exploring the creative possibilities. One can see how readily such a person can adapt to the diverse, rapidly changing world in which we dwell. A Pakeha child, for instance, who learns Maori will find themselves equipped with a new way of thinking, and one moreover that resonates with Pacific and Asian ways of being, and many ideas in contemporary science. I could go on, almost ad infinitum. In architecture and town planning, for example, the Order of Things divides up communities and buildings into sequestered silos. Instead of zones (or dwellings) that operate like boxes, with work in one place, domestic life in another, recreation somewhere else, and old people isolated from young couples and children, relational thinking suggests that it would be better to join them together. As (architect) Sir Ian Athfield has demonstrated in his own buildings, this makes life more vital, varied and interesting for us all. With respect to the environment, too, the old idea from the Great Chain of Being that the world is there for people to exploit without limit has put the planet at risk, with few sensible remedies emerging. Here again, unilateral, hierarchical decision-making and bi-polar thinking are nonadaptive. In relational thinking, on the other hand, humans are understood as part of the ecosystems in which they dwell, and like other life forms, entitled to prosper. At the same time, the mutual dependency between them and other living systems is recognised, and as in the Land and Water Forum, used to inform decision-making. For one short lecture, I have said quite enough, or more! As a quote that my husband Jeremy recently unearthed remarks, “A closed mouth gathers no feet”. Over the past three-quarters of an hour, no doubt I’ve become a centipede of sorts. In my wish to do honour to Sir Paul, however, I wanted to share my sense of excitement about the creative possibilities that lie before us, arising from these new/old ways of thinking. The great thing about such ideas is that we don’t have to wait for the Government to try them out, or anyone else. All we need is a creative project, and a few good people to work with, and a new thought may spread like wildfire. As Sir Paul showed in his own life, and especially in a small country, it is possible for any of us to change the world. 29

Alumni Snapshots Lynette Adams

Dean Astill

Chief Executive, Sport Waitakere Skills offered: Sport and recreation; not for profit governance; general management; organisational development and strategy; community development; leadership and collaboration. Current community involvement: Bowls NZ Board; Waitakere Regional Hockey Turf Trust. Programme year: 2009 Location: Auckland

Export Manager, RD8 Fresh Produce Skills offered: Governance; marketing; project planning. Current community involvement: Board member, EIT Horticulture Advisory Board. Programme year: 2006 Location: Hastings

Max Adler Owner and Director, Imminent Skills offered: Social and business innovation applying user-experience design principles, and including insight research, innovation gaming, and other forms of creative participation. Current community involvement: Helping the young ones out at church. Volunteering for New Zealand-based fundraising agencies for overseas aid and development. Programme year: 2011 Location: Auckland

Tui Ah Loo Director Tamaki Operations, Te Whare Wananga o Awanuiarangi Tamaki Makaurau Skills offered: Providing Maori responsiveness and effectiveness advice to senior management to enable them to actively engage with the Maori community with confidence. Current community involvement: Trustee of Te Taurahere o Ngati Porou ki Tamaki Charitable Trust; inaugural member of Porou Ariki kapa haka group; member of the Auckland District Police Maori Advisory board; member of Unitecâ&#x20AC;&#x2122;s Runanga. Programme year: 2010 Location: Auckland

Jane Aickin Manager Local and Sports Parks Central (on sabbatical until March 2013), Auckland Council Skills offered: Strategic planning; project management; workshop/meeting facilitation. Current community involvement: Chair, NZ Recreation Association Auckland/Northland Region. Programme year: 2006 Location: Overseas (Italy) until March 2013

Matt Anderson Co-Director, The Sleep Store Skills offered: Small business management; e-commerce; accident insurance; injury prevention. Programme year: 2007 Location: Auckland

Paul Argar Head of Taxation, Westpac New Zealand Limited Skills offered: Financial & tax advice; business case development; strategy development; facilitation; mentoring. Current community involvement: Member, NZ Institute of Chartered Accountants; Bay of Plenty Committees and National Tax Committee. Programme year: 2008 Location: Auckland

Nick Astwick Chief Operating Officer, Kiwibank Skills offered: Strategy development; marketing; financial governance; connecting networks; possible investment and partnering; leadership. Current community involvement: Micro Lending Scheme â&#x20AC;&#x201C; Nga Tangata Trust (through Kiwibank); Financial literacy Programmes in community (again through Kiwibank). Programme year: 2010 Location: Wellington

Janine Attwood Senior Consultant, Clarian Consulting Skills offered: HR consulting; strategy and transformation planning; wellbeing and engagement; coaching and leadership development; change management. Current community involvement: Mentor for the Omega Group. Programme year: 2011

Location: Auckland

Mark Baker General Manager Supply Chain & Technology, Fletcher Distribution Limited Skills offered: Operations management; strategic planning; commercial management; retail and manufacturing process design; technology solutions design; project management. Current community involvement: Various Leadership NZ SkillsBank projects. Programme year: 2007 Location: Auckland

Ian Balme Managing Director, Forgotten World Adventures Skills offered: Governance; project development; environmental leadership; agricultural business; forestry. Current community involvement: Chairman Taumarunui Tourism. Programme year: 2006 Location: Waikato

Minnie Baragwanath Chief Executive, Be. Institute Skills offered: Accessibility lens; social change perspective; speaking/presenting. Programme year: 2007 Location: Auckland

Megan Barclay Strategic Partnerships, Be. Institute Skills offered: Programme management; organisational change management; organisational continuity and improvement; facilitation. Current community involvement: Chair, Chelsea Kindergarten Committee. Programme year: 2006 Location: Auckland

Josephine Bartley

Matt Bolland

Advisor Consumer Issues, Ministry of Consumer Affairs Local board member – Auckland Council, Maungakiekie Tamaki Ward Skills offered: Governance; networking and relationship building; community development/empowerment; plain language writing; project management; law; policy analysis and review; advocacy; facebook savvy; communications. Current community involvement: Board member Glen Innes Business Association; Ka Mau Te Wero Charitable Trust; PACIFICA Tamaki Branch; member of Glen Innes Drug and Alcohol Group; Tamaki Alliance; Tamaki Inclusive Engagement Strategy (TIES); IamGI Youth Movement; coordinator for Pacific Women’s Workshop for Te Waipuna Puawai. Programme year: 2011 Location: Auckland

Corporate Affairs, 2 Degrees Skills offered: Communications strategy development; media relations; government relations and marketing. Programme year: 2005 Location: Auckland

Marija Batistich Senior Associate, Bell Gully Skills offered: Governance; legal advice (particularly on environmental and local government matters). Current community involvement: Environment & Resource Management Committee of Auckland District Law Society; Auckland Committee of Resource Management Law Association; Croatian Cultural Society; involvement in Dare to Dream initiative by Sir Peter Blake Trust during leadership week in June 2012. Programme year: 2008 Location: Auckland

Moi Becroft Manager, Maori and Pasifika Education Initiative, ASB Community Trust Skills offered: Funding advice and networking. Current community involvement: With organisations that are involved in education with Maori and Pacific Communities within Auckland and Northland. Programme year: 2008 Location: Auckland

Tom Bennett Partner, Bell Gully Skills offered: Legal advice – corporate/commercial, construction, and local government law. Programme year: 2006 Location: Auckland

Glen Bennett Mission Team Leader, Incedo Inc Skills offered: Participatory action research work; community facilitation and events coordination. Current community involvement: Fundraising coordination; youth workers connector. Programme year: 2010 Location: Taranaki

Michael Berry Vicar, St Philip’s Church, Anglican Diocese of Auckland Skills offered: Chaplaincy; celebrant; pastoral care; Christian ministry. Current community involvement: Church ministry and leadership; member of Auckland East Rotary Club. Programme year: 2008 Location: Auckland

Cheryl Bowie Director, VisionOn Skills offered: Project management; facilitation; organisational development/review; change management. Current community involvement: Supporting SpringBoard. Programme year: 2007 Location: Auckland

Sally Bramley Branch Manager, Accident Compensation Corporation Skills offered: Culture change; performance enhancement. Programme year: 2007 Location: Waikato and Bay of Plenty

Mike Brooker Group Solicitor, Foodstuffs (Auckland) Skills offered: Legal; negotiation; governance. Current community involvement: Have been involved in numerous fund raising initiatives for CanTeen, local schools and the like. Provided pro-bono legal services for Starship, Fred Hollows Foundation and other charitable organisations while at the law firm. Programme year: 2011 Location: Auckland

Rourina Brown Community Advisor, Auckland Council Skills offered: Project management; facilitation; policy and planning. Current community involvement: Co-Founder and member, Cook Islands Research Association; National Pacific Disability Leadership Group. Programme year: 2006 Location: Auckland

Devin Brown Sales Manager – New Zealand & Pacific Islands, Northpower Skills offered: Strategic direction setting; opportunity for growth criteria. Programme year: 2010 Location: Auckland

Gordon Brown Manager Programme Delivery, Roads and Maritime Services Skills offered: People mentoring; planning and programming skills; relationship development; negotiating skills. I am an internationally qualified soccer coach. Current community involvement: Assisting local community in Tairua for an annual event aimed at promoting the village, its services and the area generally. Programme year: 2010 Location: Sydney

Alumni Snapshots Olive Brown

Leanne Campbell

Project Manager, He Iwi Kotahi Tatou Trust Skills offered: Mentoring; leadership; governance; development and implementation of systems and processes; payroll, PAYE, GST, MYOB and XERO. Current community involvement: He Iwi Kotahi Tatou Trust staff representative board member; Healthy Homes Tai Tokerau Steering Group; Northland Housing Forum Working Group; Moerewa Community Campus Working Group. Programme year: 2010 Location: Moerewa, Northland

Divisional Manager, Community Development, Hutt City Council Skills offered: Youth leadership development; governance; fundraising; facilitation; event management. Current community involvement: Assistant Governor for Rotary District 9940. Programme year: 2008 Location: Wellington

Angela Bull General Manager Property Development, Foodstuffs (Auckland) Skills offered: Property; environmental law; governance. Current community involvement: Dress for Success Auckland board member. Programme year: 2010 Location: Auckland

Grant Bunting Group Manager Operations, Scott Technology Skills offered: Executive management; strategy; market development; change management. Current community involvement: Trustee Jumpstart Charitable Trust; trustee Leadership New Zealand. Programme year: 2009 Location: Christchurch

Jeanette Burns Regional Manager Central Region Prisons, Department of Corrections Skills offered: General and operational management; project management; change management. Current community involvement: Involved in local school activities and a number of community groups associated with the prisons. Programme year: 2007 Location: Waikato

Phil Burt Self Employed Consultant, CFO Skills offered: Governance and general management; business improvement; asset management and risk consulting. Current community involvement: Sporting and church groups. Programme year: 2005 Location: Wellington

Janette Campbell Partner, Cowper & Campbell Skills offered: Environmental and resource management law; negotiation and mediation; project management; broad strategic planning and implementation. Current community involvement: Pro bono legal advice to Royal New Zealand Forest and Bird Inc and the Tree Council Inc. Programme year: 2011 Location: Auckland

Karen Chan Business Development Manager, Bell Gully Skills offered: Media relations; professional services marketing. Programme year: 2008 Location: Auckland

Debbie Chin Chief Executive, Standards New Zealand Skills offered: Public policy; financial; private sector. Current community involvement: Wellington Girls College Parents Association; assistant manager of Wellington Girls College 1st X1 cricket team. Programme year: 2005 Location: Wellington

Shane Chisholm National Customer Services Manager, Housing New Zealand Corporation Skills offered: Strategic planning; operational management; change management; project management. Current community involvement: Volunteer, Salvation Army. Programme year: 2008 Location: Wellington

Bernie Chote General Manager, Winstone Aggregates Skills offered: Project management and delivery associated with resource projects; broad strategic planning and implementation including converting strategy to action. Current community involvement: Coaching of junior soccer at Three Kings United Football Club; significant community liaison on the associated activities of Winstone Aggregates. Programme year: 2010 Location: Auckland

Craig Churchill South Island Regional Manager, Courier Post /Express Couriers Skills offered: Governance; leadership; strategic planning; business development; logistics, supply chain and operational management; change management and organisation structure optimisation. Current community involvement: Board member – DARE Canterbury Inc (youth development, empowerment & life skills programme); Commerce Liaison board member – Lincoln University – Te Whare Wanaka O Aoraki (Industry Advisory Board to the Commerce Faculty). Programme year: 2010 Location: Canterbury

Henare Clarke

Maureen Crombie

Regional Manager – Operations, Downer NZ Skills offered: Management; strategy development; people leadership; logistics. Current community involvement: Genesis Youth Project Trust. Programme year: 2011 Location: Auckland

Manager Corporate Strategy & Policy, New Plymouth District Council Skills offered: Relationship management; project management; governance. Current community involvement: Chair, ECPAT International; Trustee, Leadership New Zealand. Programme year: 2006 Location: New Plymouth

Jacqui Cleland Skills offered: Strategy; human resource management; organisational development; leadership development; coaching. Current community involvement: Manager (and supporter) for son’s sports teams. Programme year: 2009 Location: Wellington

Edward Cook Senior Marketing Manager, The Challenge Network Skills offered: Facilitation; training; public speaking; change management; advocacy; marketing; promotion; communications. Current community involvement: Various social action campaigns and projects with 16 year olds across the UK. Programme year: 2009 Location: London, United Kingdom

Richard Copeland Human Resources Manager – Tait Communications Skills offered: Generalist human resources with experience in international HR activities. Current community involvement: Chairman of Elders for Spreydon Baptist Church. Programme year: 2007 Location: Christchurch

Robyn Cormack Marketing Manager, Department of Conservation Skills offered: Marketing and communications strategy; social marketing; marketing research; online marketing. Current community involvement: Chair, Belmont School Board of Trustees. Programme year: 2007 Location: Wellington

Megan Courtney Inspiring Communities National Team Skills offered: Community-led development; strategic planning; partnering and collaboration; community engagement and empowerment. Current community involvement: Nelson Community-Led Development Network; Clifton Terrace School Board of Trustees Programme year: 2011 Location: Nelson

Carlene Creighton Project Manager, Self employed contractor Skills offered: NFP board experience; general management; project management; communications; marketing management operations management; event management, Current community involvement: Leader of local Animal Welfare Group; Red Cross NZ; Member Animal Foster Parent; World Vision Child Sponsor. Programme year: 2005 Location: Auckland

Mark Crosbie Director, Prolex Advisory Skills offered: Property advice; construction/development advice. Current community involvement: Trustee, Keystone NZ Property Education Trust. Programme year: 2007 Location: Auckland

Bruce Cullen Executive General Manager – Strategy and Risk, Downer New Zealand Skills offered: Governance; board; project management general management; engineering. Current community involvement: Board member Netball North. Programme year: 2009 Location: Auckland

Mike Davies Head of Services, NZ and Pacific Islands, Alcatel Lucent New Zealand Skills offered: Facilitation to determine vision, mission, strategy and values; programme and project management; assistance with technology introduction; dealing with organisational change. Current community involvement: Youth development; charitable board/trust. Programme year: 2005 Location: Auckland

Margaret Davison Director Policy & Research, Ministry of Pacific Island Affairs Skills offered: Extensive background in Scotland working with not-for-profit organisations to support their growth and development; extensive governance experience; involvement in a number of community boards supporting community regeneration; extensive experience on rugby committees! Current community involvement: Junior rugby committee and civil defence. Programme year: 2011 Location: Wellington

Juanita de Senna Senior Travel Planner, Auckland Transport Skills offered: Governance and board experience; cultural competency; change management and policy; project management group facilitation (focus groups); bicultural training. Current community involvement: RWC volunteer – VIP Host; board member Programme Waitakere Trauma and Abuse Counselling Services (WATCS); chair Nga Mahi Kia Tupato o Tamaki-makaurau (Auckland Maori Injury Prevention Coalition). Programme year: 2009 Location: Auckland

Alumni Snapshots Barbara Delaney

Dickie Farrar

Solicitor, Schnauer and Co Skills offered: Governance; legal counsel. Programme year: 2010 Location: Auckland

General Manager, Whakatohea Maori Trust Board Skills offered: Strategy; planning; organising; and change management; working with and developing teams; building organisational culture and ensuring we all achieve results. The tools I look for to enable this to happen are baseline evidential information backed up by clear strategy, great people, ability to execute and the cash to achieve results. Programme year: 2011 Location: Opotoki

Quentin Doig General Manager, Risk WorldWide New Zealand Skills offered: Communications; PR; governance; HR; change management; facilitating workshops/meetings. Programme year: 2006 Location: Christchurch during the week and Picton in the weekends.

Alistair Drake Business Accountant, Department of Conservation Skills offered: General management; coaching; facilitation and financial advice. Current community involvement: Trustee with Northable Disability Trust primarily in control of finances. Programme year: 2008 Location: Whangarei

Gillian Dudgeon Chief of Staff / Programme Management, Risk Management, ANZ Skills offered: Change management; strategic planning; governance; project management; facilitation. Current community involvement: Sports management. Programme year: 2008 Location: Wellington

Mark Dunlop Principal Consultant, M V Consultants Skills offered: Governance advice and board roles; business strategy; organisational alignment; performance coaching; senior executive coaching. Current community involvement: Chairman Huntington’s Disease Association (Auckland); mentor First Foundation; advisory trustee Workchoice Trust. Programme year: 2009 Location: Auckland

Irene Durham Trustee, NorthPower Electric Power Trust Skills offered: Business coach; business owner; New Zealand Business Woman Award 1998-1999; property and trust advice; clarity on issues for small to medium New Zealand businesses and trusts; investment strategy; financial planning. Current community involvement: On boards for NorthHaven Hospice Endowment Trust; NorthAble (Disability Services); Enterprise Northland and Destination Northland; NRC Community Trust; Northland Business Development Trust; Trustee NorthPower Electric Power Trust. Programme year: 2005 Location: Northland

Justin Ensor Partner, KPMG Skills offered: Governance. Current community involvement: Board Trustee, Murrays Bay School. Programme year: 2010 Location: Auckland

Irene Feldges Manager, Manukau Community Health Board Skills offered: Strategic planning; change management for NFP; research; policy development. Current community involvement: Trustee NorthPower Electric Power Trust. Programme year: 2008 Location: Auckland

Peter Fenton General Manager, Customers, New Zealand Trade & Enterprise Skills offered: Governance; business management; human resources and operations leadership. Current community involvement: Junior coaching; sports administration. Programme year: 2006 Location: Wellington

Penny Fitt Head of Design, Te Kura Toi Whakaari: New Zealand Drama School Skills offered: Tutoring and learning support; group work; community theatre skills; performance design experience. Current community involvement: Eko Theatre collaborator; conversation group member (Forum for Personal and Social Enquiry, Wellington); visioning for Manutuke School’s application for special school status. Programme year: 2011 Location: Wellington

Richard Fitzgerald Chief Executive, New Zealand Young Farmers Skills offered: Working knowledge of a broad range of agricultural systems; sponsorship negotiation; strategy development; managing a large volunteer workforce; revenue building; brand management and television relationship management; change management processes. ‘Turn Around’ strategy; business development; industry collaboration; contract negotiation; change management for staff and volunteers; organisational culture development. Current community involvement: NZYF is about connecting people at a community level and over the past five years we have initiated programmes which involve thousands of people nationwide. Leadership role in my local church including social community events to formally structured help groups. Team referee for my son’s soccer team; sponsorship advice to help community projects structure their funding. Programme year: 2011 Location: Upper Canterbury Plains

Chris Fogarty

Deb Godinet

Director of Corporate Affairs, Allens Arthur Robinson Skills offered: Communications and media advice; business planning. Programme year: 2005 Location: Sydney

Manager Property, Auckland Transport Skills offered: Lawyer and planner by professional training; recipient of the Auckland City Council’s Chief Executive Urban Design Excellence Award. Current community involvement: Chairperson, Waitakere Women’s Centre. Programme year: 2010 Location: Auckland

Johnnie Freeland Pae Arahi Matua, Auckland Council Current community involvement: Growing community leadership capability at an Iwi level. Programme year: 2007 Location: Auckland

Cheryl Gall National Manager, Operational Capability Development, Accident Compensation Corporation Skills offered: Rehabilitation and case management expertise; leadership development; mentoring and project management. Programme year: 2009 Location: Wellington

Tony Gerritsen Archdeacon for Ministry Development, Anglican Church, Diocese of Wellington Skills offered: Facilitating reviews of organisations primarily using the Appreciative Inquiry model; assisting with conflict resolution. Current community involvement: Primarily through church and para-church organisations. Programme year: 2010 Location: Wellington

Rod Gibson CEO, Liquorland New Zealand Skills offered: Project management; organisational change management; governance. Current community involvement: School Board of Trustees; Treasurer for a Baptist Church; operational care for at-risk youth. Programme year: 2007 Location: Auckland

Karen Giles Business Services Manager, Manaia Health PHO Skills offered: Advice for NFP groups and small business, including HR, policies & procedures, accounting advice and support; project management; business cases and management support. Current community involvement: Voluntary Marae Committee role – Treasurer. Programme year: 2009 Location: Whangarei

Greg Glover Company Director, Drumlea Farm Current community involvement: Vice Chair, New Zealand Farm Environment Awards. Programme year: 2007 Location: Waikato

Carl Graham Treasurer-Trustee Council CCO/Director small SME/ Building Inspector, Auckland Council-Manukau Beautification Charitable Trust/Nicola Dawson Design Skills offered: Building industry advice. Current community involvement: Currently working on developing a SDR system. This is to better reflect our good story to our main stakeholders and hold us accountable to a positive future. This is also to align us to one of Auckland Council prime visions of making Auckland the most liveable city. We have completed a long term strategy plan to help guide us (the first time in Nine years so it is very exciting). Programme year: 2008 Location: Auckland

Jason Greene Assistant Grower – Status Produce Ltd, Turners & Growers Skills offered: Marketing; leadership; a youth’s perspective. Current community involvement: Encouraging the younger generation into our primary horticultural business, with a focus on the nursery and garden industry sector. Programme year: 2009 Location: Auckland

Carey Griffiths National Manager of Road Policing Skills offered: Community engagement; people development and mentoring; strategic planning; criminal law and procedure; and engagement with ethnic and vulnerable communities. Current community involvement: Vice President of Neighbourhood Watch Australasia; Lower Hutt Community Choir; current role is based on community engagement. Programme year: 2011 Location: Wellington

Stephen Guerin General Manager – Rural Supplies, PGG Wrightson Skills offered: Finance; corporate governance; HR strategic planning. Current community involvement: Netball North. Programme year: 2010 Location: Auckland

Nick Hadley Director, Kudos Web Skills offered: IT web marketing; management marketing strategies; music. Current community involvement: Leadership New Zealand; Rotary BNI. Programme year: 2005 Location: Auckland and North

Alumni Snapshots Tim Hamilton

Stephen Henry

Director, TRH Sport Management Skills offered: Strategic planning; project management; facilitation; fundraising; governance; change management; event management. Current community involvement: Chair North Harbour Junior Cricket. Programme year: 2008 Location: Auckland

Group Manager Services, Ministry of Foreign Affairs and Trade Skills offered: Strategic planning; project management; sales; marketing; governance; organisational development/ review; change management; board development. Current community involvement: Deputy chair Neighbourhood Support. Programme year: 2008 Location: Wellington

Liz Hampton Corporate Citizenship & Corporate Affairs Manager, IBM New Zealand Skills offered: Business community engagement; business/ community partnerships; communications planning; business writing. Current community involvement: Volunteer Multicultural Services; manager school netball team; business mentor. I also manage many corporate volunteer community projects Programme year: 2011 Location: Wellington

Dave Hargreaves Chief Executive Officer, Foodstuffs NZ Liquor Skills offered: Strategic planning; operational and logistics management; business mentoring. Current community involvement: Wide range of charities – CanTeen, Waikato Hospice and True Colours, particularly involved in fundraising; active in schools rowing in the Waikato; president of the St Paul’s Rowing Club. Programme year: 2011 Location: Auckland & Hamilton

Dave Harris Production Manager, Thirkettle Nurseries Skills offered: Horticultural advice; technical research skills, assisting in transition from family run businesses. Programme year: 2011 Location: Nelson

Glenn Hawkins Chartered Accountant and Management Consultant, Glenn Hawkins & Associates Skills offered: Financial management; governance; system reviews. Current community involvement: Director of Ngati Whakaua Tribal Lands – Iwi Authority; director of Eastside Training – PTE for at-risk youth; advisor to a range of Maori organisations including Hapu, Marae, Kura, Kohanga and community groups. Programme year: 2005 Location: Rotorua

Milton Henry Deputy Principal, Selwyn College Skills offered: Programme development; mentoring – youth and adults; identifying and prioritising resources for diverse groups; thinking and literacy skills; promoting effective student/teacher relationships. Programme year: 2006 Location: Auckland

Simon Hepburn General Manager, Mackley Carriers Skills offered: Budgeting; financial reporting; operations management and general management. Programme year: 2009 Location: Christchurch

Kristy Hill Senior Policy Advisor, Independent Maori Statutory Board Skills offered: Maori policy support to Maori organisations. Current community involvement: NZ Women’s Football Team (Football Ferns), competed in London Olympics 2012. Programme year: 2005 Location: Auckland

Brendan Hoare Managing Director, Organic Systems Skills offered: Courage; determination; strategy; big picture thinking; acting. Current community involvement: Chair, Organics Aotearoa NZ, peak body NZ; board member BioGro NZ Oceania; representative – World Rural Forum; chair Bethells Te Henga Alliance; member Sustainability Group, Waitakere; primary director econation2020 Charitable Trust. Programme year: 2011 Location: Auckland

Stephen Hollands Coach, Ministry Of Justice Skills offered: Leadership; operational management; individual mentoring programmes; injury claims management. Current community involvement: Volunteer with Refugee Services NZ; member New Zealand Forest & Bird Society. Programme year: 2009 Location: Wellington

Cheryl Holloway Skills offered: Communication; facilitation; coaching; relationship strategy; organisational change; policy development; creative writing. Programme year: 2006 Location: London

Beth Houston Consultant, Self employed Skills offered: Fundraising; marketing; public relations; workshop facilitation. Current community involvement: Wellington Women’s Boarding House; New Zealand Labour Party; Leadership New Zealand Alumni Representative Group. Programme year: 2009 Location: Wellington

Cyril Howard

Hilda Johnson-Bogaerts

Senior Grants Advisor, ASB Community Trust Skills offered: Community funding advice; sports coaching; community development support; community organisation advice and support. Current community involvement: Hapu/Marae project development; Rumaki school whanau committee member; trustee of community organisation. Programme year: 2009 Location: Auckland

General Manager Operations, The Selwyn Foundation Skills offered: Governance; mentoring; vision development; change management; care philosophy/ models of aged care. Current community involvement: Board member Eden Alternative Australia-New Zealand. Programme year: 2008 Location: Auckland

Lisa Howard-Smith Regional Relationship Manager, Family and Community Services – MSD Skills offered: Strategic planning; organisational and service development; change management; mentoring and supervision; project/event management; fundraising and promotions; funding and contracting. Programme year: 2005 Location: Auckland

Carole Hughes Archdeacon of Central Auckland Region, Diocese of Auckland, Anglican Church Skills offered: Supervision; group facilitation; chaplaincy; support; celebrant, mentoring. Current community involvement: Leadership, Anglican Church; facilitator of Post Ordination Training for Auckland/Northland; church ministry selection and appointments advisor to the Bishop; Convenor, General Synod Women’s Studies Council. Programme year: 2006 Location: Auckland

Penny Hulse Deputy Mayor, Auckland Council Skills offered: Community engagement and development; local government experience; political lobbying. Current community involvement: Patron of Waitakere Special Olympics; Community Waitakere Charitable Trust; Henderson Riding for the Disabled; The Trust Waitakere Brass Band; Northern Football Association; trustee of Swanson Railway Station Trust; Waitakere Anti Violence Essential Services; chair of the Crime Prevention Reference Group; former director of EECA Board. Programme year: 2008 Location: Auckland

Elaine Hultzer Partner, KPMG Skills offered: Accounting; audit; risk management; governance; mentoring Current community involvement: Mentoring of female students at Auckland University Business School. Programme year: 2011 Location: Auckland

Deborah Ingold Consultant Support Manager, Hay Group Skills offered: Project/organisation skills; an open mind; initiative; people management skills. Programme year: 2008 Location: Auckland

Clive Jones General Manager, Education Business Development, Education New Zealand Skills offered: General management; change management; complex service delivery management; regulatory affairs; higher education management. Current community involvement: Speaking engagements on climbing Mount Everest; what mountaineering teaches us about leadership; why leadership is important to the future of New Zealand. Programme year: 2009 Location: Palmerston North

Murray Jordan Managing Director, Foodstuffs (Auckland) Skills offered: Strategic advice. Current community involvement: Involved in a number of charities including CanTeen and The Blind Foundation. Programme year: 2008 Location: Auckland

Jo Kelly-Moore Dean of Auckland, Anglican Diocese of Auckland Skills offered: Chaplaincy; celebrant; facilitation. Current community involvement: Member, Auckland Diocese Council; Auckland representative, General Synod. Programme year: 2007 Location: Auckland

Lance Kennedy Lead Service Manager, Department of Corrections – Probation, Kaikohe Skills offered: High level of agency leadership in the Mid North area – examples are the high level attendance at the interagency sectorial forums in this area representing the department. I lead the relationship across the Department of Corrections in my area of responsibility including prisons, departmental agencies etc. Current community involvement: Rewarewa D Whanau Trust. Programme year: 2008 Location: Kaikohe, Northland

Manu Keung Programme Leader, Leadership New Zealand Skills offered: Project management; community stakeholder engagement; governance. Current community involvement: Dress for Success; Church Woman’s Group; Pasifika Women’s Auckland branch. Programme year: 2008 Location: Auckland

Caroline Knight Skills offered: Project management; governance; mentoring and coaching. Programme year: 2007 Location: Auckland

Alumni Snapshots John Kotoisuva

Kevin Leith

Chief Executive Officer, C-Me Mentoring Foundation Trust Skills offered: Teaching; mentoring; pastoral care. I support parents who are struggling with their teenagers and I support and guide young people to have a purposeful life. My two sons are now qualified in the world of engineering and steel construction. I use my engineering skills and fatherly experience to encourage and motivate young men and women. Current community involvement: Vice chairman for the board of trustees for the West Fono Health Trust; Pacific Community advisor – Manukau Institute of Technology. Programme year: 2011 Location: Auckland

General Manager Operations, Sovereign Skills offered: Strategic planning; general management; marketing – brand, media management, public relations; ecommerce and innovation; sales and service. Current community involvement: Hoping to assist in providing school board support for lower decile schools within the greater Auckland region. Programme year: 2006 Location: Auckland

Jackie Kruger Director Planning and Community Services, Tamworth Regional Council Skills offered: Strategic planning Current community involvement: Service club. Programme year: 2006 Location: Tamworth, NSW, Australia

Alistair Kwun Connections Navigator, Future Dragonz Skills offered: Communications strategy; sponsorship; brand architecture; Asian consumer insights; event design; community relations; hospitality. Current community involvement: Communications and strategy advisor, New Zealand Chinese Association Auckland; Outreach consultant, Integration of Immigrants Programme, Massey University; Research Group, Asian Aucklanders and the Arts, Creative New Zealand. Programme year: 2006 Location: Auckland

Theresa Le Bas Principal, Tompkins Wake Skills offered: Legal expertise in all areas of resource management law (environmental and planning law). Current community involvement: Resource Management Law Association (NZ); National Environmental Law Association (Aus). Programme year: 2006 Location: Hamilton

Iulia Leilua Director, Silk Associates Skills offered: Maori, Pacific and indigenous journalism; communications strategy development and implementation. Current community involvement: Ngati Haua iwi activities: Pacific Island Media Association. Programme year: 2009 Location: New Zealand and Pacific region including Pacific Rim countries

Russell Little Supply Chain, Health Benefits Skills offered: Mentoring; relationship building; strategic planning; marketing strategy; new product development; supply chain solutions; commercial stewardship. Current community involvement: Coach youth grade soccer, touch and cricket. Programme year: 2011 Location: Auckland

Richard Llewellyn Corporate Relations Manager, Auckland Airport Skills offered: PR; media relations; strategic communications; strategic advice. Current community involvement: Auckland Airport Community Trust; trustee committee for Auckland Pacific Careers Project; Steering Group Youth Connections Steering Group Programme year: 2011 Location: Auckland

Puamiria Maaka Manukura – Chief Executive, Te Waipuna Puawai Mercy Oasis Skills offered: Community development; organisation management; relationship building with diverse communities; strategic thinking; project management. Current community involvement: Member of Hunga Tiaki roopu, Tamaki Alliance, Auckland Social Policy Forum, NZ Christian Council of Social Services (Auckland Services Group, Child & Family Policy Group). Te Kura Maori o Nga Tapuwae parent and supporter. Programme year: 2010 Location: Auckland

Scott McAlister Group General Manager, Cleeve Transport Skills offered: Strategic planning; operations management; logistics planning. Current community involvement: Surf lifesaving; kayaking. Programme year: 2010 Location: Christchurch and Auckland

Dave McAteer General Manager, Foodstuffs Own Brands Skills offered: FMCG sales and marketing background; commercial/general management; team leadership; business assistance. Current community involvement: Providing mentor and leadership support on both an individual and group basis. Programme year: 2010 Location: Auckland

Wendy McGuinness

Taane Mete

Chief Executive, Sustainable Future Institute Skills offered: Strategic planning; risk management; scenario development. Current community involvement: Working to produce a national sustainable development strategy for New Zealand. Programme year: 2007 Location: Wellington

Founder & Artistic Director, Okaraka Dance Company Skills offered: Mentoring (art, dance & choreography); art performance management. Programme year: 2008 Location: Auckland

Andrew McKenzie PAK’nSAVE Group Manager, Foodstuffs Auckland Skills offered: Retail; operations management; strategic planning; leadership development. Current community involvement: Assisting with kids’ sports club and local school and kindy work. Programme year: 2009 Location: Auckland

Karyn McLeod Funding & Operations Manager, ASB Community Trust Skills offered: Funding proposals; team development; strategic planning; change management; governance. Current community involvement: Trustee, North Shore Women’s Centre; trustee, Massive Theatre Incorporated. Programme year: 2007 Location: Auckland

Claire McQuilken Head of Insurance Systems & Information, Accident Compensation Corporation Skills offered: Mentoring; management; leadership development. Programme year: 2010 Location: Christchurch, Wellington

Selina Tusitala Marsh Senior Lecturer, The University of Auckland Skills offered: Running creative workshops; editing selfpublished creative writing (poetry/short story). Current community involvement: Run workshops for YouthLine, Manukau; speak and perform throughout New Zealand for educational, NGO, and business organisations; designer and facilitator of Best Leadership’s Pasifika Mat programme, which focuses on the inward journey of leadership using pasifika metaphors and creative writing. Programme year: 2010 Location: Auckland

Chris Martin Director, Xpanda Security Skills offered: Strategy planning and execution; financial performance management and measurement; operational efficiency; governance. Current community involvement: Member of three security associations. Programme year: 2009 Location: Auckland

Karam Meuli Programme Co-ordinator, Mahitahi Trust Skills offered: Innovation; personal development; group facilitation. Current community involvement: Shambhala Meditation Centre. Programme year: 2009 Location: Auckland

Dave Miller Agribusiness Consultant, AgFirst Skills offered: Strategic planning; governance. Current community involvement: Volunteer, Mangatautari Ecological Island Trust; rural mentoring; Harini Tennis Club support; mentoring role for leadership group of Potato NZ. Programme year: 2008 Location: Waikato

Jodi Mitchell Global eHealth Director, The Simpl Group Skills offered: General management; IT strategy. Current community involvement: Executive board member, NZ Health IT Cluster. Programme year: 2007 Location: Auckland

Sina Wendt-Moore Chief Executive, Leadership New Zealand Skills offered: Leadership and governance; strategic management; mentoring; stakeholder & community engagement; social enterprise. Current community involvement: Chair C-Me Mentoring Foundation Trust; PACIFICA Auckland (president); trustee Pacific Music Awards Trust; convenor Leadership Pacific Network; YWCA Aotearoa NZ (president). Programme year: 2008 Location: Auckland

Tracy Moyes Director, Moyes Consulting Skills offered: Strategic planning; project planning; marketing and communications branding event management and leverage; stakeholder engagement. Programme year: 2005 Location: Auckland

Gia Nghi Phung Entrepreneur and Mum Skills offered: Building capacity in community organisations and bringing culturally diverse groups together for active participation. Programme year: 2005 Location: Auckland

Steve Merchant Skills offered: Coaching and mentoring. Current community involvement: Secretary/Trustee, Waitakere Women’s Centre. Programme year: 2010 Location: Henderson, West Auckland 39

Alumni Snapshots Judy Nicholl

Greg Orchard

GM Aeronautical Operations, Auckland Airport Skills offered: Strategy; human resource leadership; conflict resolution. Programme year: 2010 Location: Auckland

Director – Property, Housing, Consents and Licensing, Wellington City Council Skills offered: Strategy; planning; governance; finance; leadership; asset management; coaching; mentoring. Programme year: 2007 Location: Wellington

Sue North Business Manager Claims Management Group, Accident Compensation Corporation Skills offered: People management and development; facilitation; training design and delivery. Programme year: 2011 Location: Wellington

Yvonne O’Brien Regional Manager Northland and Auckland, Te Wananga O Aotearoa (Auckland) Skills offered: Community engagement; women’s leadership and transformation; Treaty responsiveness; diversity. Programme year: 2009 Location: Auckland

Sacha O’Dea General Manager, Older People’s and International Policy, Ministry of Social Development Skills offered: Strategic planning; project management; facilitation; governance; change management; analysis and problem solving. Current community involvement: Mentor for First Foundation. Programme year: 2008 Location: Wellington

Josie Ogden Schroeder Chief Executive Officer, Christchurch YMCA Skills offered: Strategic planning; fundraising; staff management/HR; governance; advocacy and risk management; crisis management; empowering others. Current community involvement: Board member Outdoors NZ; trustee / staff member YMCA Christchurch. Programme year: 2011 Location: Christchurch

Graeme Olding Partner, Chapman Tripp Skills offered: Legal advice; structuring; tax. Current community involvement: Chair Leadership Team Mt Roskill Baptist Church; chair Trustees of Roskill Community Trust. Programme year: 2007 Location: Auckland

John O’Neill Southland Regional Manager, PGG Wrightson Skills offered: Understanding of agricultural sector; finance; people management. Programme year: 2011 Location: Invercargill

Patrick O’Reilly General Manager – Property, DNZ Property Fund Skills offered: Funds management; commercial property investment. Current community involvement: Property Council of New Zealand; advisory board member for IPD for the NZ Property Index; member of an international advisory group for Principles for Responsible Investment for the inclusion of property. Programme year: 2011 Location: Auckland

Stuart Orme Self employed – Manager, Woodnet and Wildside walks Skills offered: Governance experience both on start up and established boards; land-based perspective to New Zealand opportunity and challenges (strategy, planning, implementation, mentoring). ‘Camp fire’ relaxation to LNZ alumni. Current community involvement: Chair Wairarapa Farm Forest Association; trustee Reap House Community; trust member Castlepoint Game Fishing Club. Programme year: 2010 Location: Masterton, Wairarapa

Deidre Otene Skills offered: Collaboration; youth engagement; community development. Programme year: 2008 Location: Australia

Malcolm Paul Director, Fairfurth Consulting Skills offered: Strategic thinking; systems and information technology strategy; planning and operations. Programme year: 2008 Location: Auckland

Christian Penny Director, Toi Whakaari New Zealand Drama School Skills offered: Direction; facilitation; group work. Current community involvement: Mentor and leader of development projects in the theatre and related arts. Programme year: 2009 Location: Wellington

Gavin Pearce Senior Actuary Liberty International Underwriters Skills offered: Actuarial advice; financial modelling and forecasting. Current community involvement: Still getting to know my new city... Sydney. Programme year: 2006 Location: Sydney

Roslyn Pere

Tara Pradhan

Product and Service Manager, Air New Zealand Skills offered: Marketing; product and service development; project management. Programme year: 2007 Location: Auckland

International Relations Manager, Auckland Council Skills offered: Facilitation; project management; event management; sponsorship; international relations, stakeholder engagement, strategy ic and business development. Current community involvement: Advisory board member Film Auckland; supporter of Massive Company (Aotearoa Young People’s Theatre) and The Zenergy Trust and Fledgling Trust; executive committee member Korea New Zealand Business Council. Programme year: 2007 Location: Auckland

JR Pereira Chief Executive, Pacific Economic Development Agency Ltd Skills offered: Management; marketing; economic development – community development; village economic development; arts management; cultural performing arts (Samoa-Pacific); Samoan culture & protocols. Current community involvement: Developing a village/district farm for overseas exports through a public/private sector partnering. Programme year: 2007 Location: Apia, Samoa, but in and out of Auckland from time to time

Shalini Pillai Grants Advisor, ASB Community Trust Skills offered: Community development; grant/funding advice in the not-for-profit sector; research skills; health, refugee/migrant and youth sectors – community networking/engagement. Current community involvement: Providing funding advice and community development support to community organisations working in Auckland and Northland; trustee Women’s Centre Waitakere Trust. Programme year: 2011 Location: Auckland

Kirsty Pillay-Hansen Full time mum currently, two young kids Skills offered: Youth development; youth participation; training and facilitation; youth sector collaboration; project management; mentoring. Current community involvement: Treasurer, management committee, Avondale community preschool; board member Thrive (programmes and services for young parents). Programme year: 2010 Location: Auckland

Damon Plimmer Parish Priest, Anglican Diocese of Dunedin Skills offered: Group facilitation; mentoring; spiritual direction; celebrant; pastoral care. Current community involvement: Church ministry; scout leader; school trustee and chaplain. Programme year: 2011 Location: Wanaka

Tama Potaka General Manager Corporate Services, Tainui Group Holdings Skills offered: Strategic planning; project management; facilitation; governance; organisational development &/or review; board development; legal advice; event management. Current community involvement: Co-chair, Maori Law Society. Programme year: 2009 Location: Hamilton

Bridgette Pretty Director, BDC Financial Services Skills offered: Financial, management and commercial accounting services and support. Making people’s life easier by identification and implementation of correct systems including vast experience with SAP, MYOB, QuickBooks, APS, Banklink, Xero and Accredo. Current community involvement: Working with and mentoring teenagers after growing up in an extended family with many foster children. I focus on building confidence and life skills for our youth. Programme year: 2011 Location: Sunny Nelson

Michael Price Skills offered: Governance; operations management; process improvement. Current community involvement: School PTA committee member. Programme year: 2007 Location: Christchurch

Rangimarie Price Director, Naturally Right Skills offered: Executive leadership and strategic advice in the areas of organisational development and developing strategic relationships. Programme year: 2006 Location: Whangarei

Neville Pulman Managing Director New Zealand, Creative Activation Skills offered: Wide commercial skills; strategic business planning; cultural and team management; consumer marketing; new markets planning and development. Programme year: 2006 Location: Auckland

Michelle Quirk General Manager, New Zealand Gynaecological Cancer Foundation Skills offered: Corporate; professional services; not-forprofit strategy (including strategic review); business transformation; board/CEO advisory. Current community involvement: NZGCF mentor for First Foundation. Programme year: 2009 Location: Auckland

Alumni Snapshots Jo Randerson

Sapna Samant

Artistic Director, Barbarian Productions Skills offered: Facilitation; public speaking workshops in expression; public communication; performance. Current community involvement: Women in Leadership Arts community mentor. Programme year: 2011 Location: Wellington

Creative Head Company Director, Holy Cow Media; Medical doctor Skills offered: Creative writing; storytelling; filmmaking; radio production; medical skills. Current community involvement: Currently waiting to get a mentee at the RYAN programme for Refugees As Survivors NZ. Programme year: 2009 Location: Auckland

Dianna Rattray Vicar, All Saints Ponsonby, Anglican Church – Diocese of Auckland Skills offered: Community project management; chaplaincy; celebrant; pastoral care; group facilitation; mentoring. Current community involvement: Church ministry and leadership; Police Chaplain; New Zealand Police Nga Pirihimana O Aotearoa. Programme year: 2010 Location: Auckland

Emily Redmond Head of Business Management, Insurance & Prevention Services, Accident Compensation Corporation Skills offered: Business planning; business writing; strategy development. Programme year: 2010 Location: Wellington

Ngaroimata Reid Business and Community Development Consultant, Tu Wahine Trust Skills offered: Leadership; strategic planning; business and community development; Maori development; event and project management. Programme year: 2007 Location: Waitakere

George Riley Chief Executive Officer, Te Runanga a Iwi o Ngapuhi Skills offered: Facilitation; planning; advocacy. Current community involvement: Tupuna Whanau representative and trustee on Te Tii (B3) Waitangi Ahu Whenua Trust; executive member Hokianga Accord. Programme year: 2009 Location: Far North

Catherine Schache Senior Legal Counsel, Solid Energy Skills offered: Governance and legal counsel. Programme year: 2011 Location: Christchurch

Robyn Scott Executive Director, Philanthropy New Zealand Skills offered: Organisational management; strategic planning; workshop facilitation; supervision; mentoring. Programme year: 2006 Location: Wellington

Manu Sione General Manager Pacific Health, Counties Manukau District Health Board Skills offered: Management; advocacy; strategic planning and project management. Particular skills working with Pacific peoples. Current community involvement: Working with church groups to support health programmes in the community. Programme year: 2008 Location: Auckland

Leisa Siteine Manager Arts & Culture South, Auckland Council Skills offered: People, facility and event management; community arts management. Current community involvement: Church leader; trustee of Massive Theatre Fala Pasefika Committee. Programme year: 2005 Location: Auckland

James Smallwood

National Manager, External Claims Management, Accident Compensation Corporation Skills offered: General management; project management; communication management; negotiation. Programme year: 2005 Location: Christchurch

Director/Dairy Farmer, Berwick Farm Skills offered: Business development; change management; international business experience; personnel management; pragmatic view of the world! Current community involvement: Chairman, South Wairarapa District Council’s Rural Services Committee. Programme year: 2007 Location: Wairarapa / Wellington

Di Rump

Adrian Sole

General Manager, Kiwibank, New Zealand Post Skills offered: Large scale transformation change leadership; Salesforce effectiveness planning and performance turnaround; strategy implementation planning; strategic alliance development; management; leverage retailing franchising distribution channel development and operational management. Current community involvement: Connected to the LNZ community; NZ Retailer Assn Board; celebrant. Programme year: 2011 Location: Auckland but travel 4 days per week around NZ, mostly Wellington and Christchurch 42

FMCG & Private Label Manager, Peru Cafe Skills offered: Negotiation; strategy planning; sales, marketing; listening; management. Current community involvement: Computers In Home; treasurer Taranaki Motorcycle Club, Marketing Taranaki Men’s Shelter – committee. Programme year: 2006 Location: Taranaki

Phil Riley

Parul Sood

Che Tamahori

Strategic Projects Special Adviser, Auckland Council Skills offered: Strategic planning; project management; resource planning; public and government body communication. Current community involvement: Board member, Community Trust working in area of sustainability. Programme year: 2006 Location: Auckland

Managing Director, Digital Arts Network Skills offered: Online marketing and communication strategy; technology strategy, design consulting. Current community involvement: Chair of Wanganui School of Design Advisory Board. Programme year: 2005 Location: Auckland

Chellie Spiller

Capacity Development Consultant in the NFP sector, Sinclair Taylor Consulting Skills offered: Capacity development with not for profit and philanthropic organisations; strategic and business planning and development; governance development; evaluation service design and development. Current community involvement: Trustee: Warkworth Primary School, Vodafone Foundation New Zealand, Philanthropy New Zealand. Programme year: 2011 Location: Warkworth

Lecturer, University of Auckland Skills offered: Coach; mentor; keynote speaker; training on Maori business approaches. Current community involvement: Speaking to diverse groups on relational wealth and wellbeing; involvement in the Virtues Group and MVC (Compassionate Communication); member of international organisations dedicated to creating equality; member of Academy of Management. Programme year: 2010 Location: Auckland

Rewi Spraggon Paearahi Poutikanga Maori Protocols Manager, Auckland Council Skills offered: Consultancy; broadcasting; television presenter; event management; master of ceremonies; Maori leadership programme kowai; creative innovation; artist; musician; chef. Current community involvement: Auckland Festival 2011; surf lifesaving coach; Maori Television; Te Runanaga O Waitakere spokesperson; traditional Maori weaponry teacher for at-risk youth; Te Waonui a Tane board member; National Maori Men Group mentor; Te Atatu Rugby League. Programme year: 2005 Location: Auckland

Alison Taylor

Vicky Taylor General Manager Smartfoods, Director Vehicle Testing New Zealand, Director Landcare Research, Founder of Springboard Skills offered: Currently fully committed. Current community involvement: Co-founder of Springboard, a not-for-profit with an objective of accelerating the development of young directors in New Zealand. Programme year: 2005 Location: Auckland

Emma Taylor

Investment Administrator, ASB Community Trust Skills offered: Operations and process management; investment strategy and planning. Programme year: 2010 Location: Auckland

Viticulture Project Manager, Villa Maria Estate Skills offered: Research; communication (scientific into common language). Current community involvement: Organiser, National Young Viticulturalist Competition; board member, EIT Advisory Board; committee member, NZ Winegrowers Research Committee. Programme year: 2008 Location: Hawke’s Bay

Karanina Sumeo

Tony Te Au

Skills offered: Leadership New Zealand SkillsBank contributor. Current community involvement: Samoan Congregational Christian Church – Grey Lynn Programme year: 2009 Location: Auckland

General Manager, Tasman Insulation New Zealand Skills offered: Strategy – commercial and financial. Programme year: 2009 Location: Auckland

Matt Stratton

Hilary Sumpter CEO Skills offered: Strategy communications; marketing; change feasibility; project management. Current community involvement: LNZ SkillsBank; National Council of Women. Programme year: 2010 Location: Auckland & Northland

Teresa Te Pania Ashton Chief Executive Officer, Maori Women’s Development Inc Skills offered: Governance; management; strategic planning; business planning; project planning. Current community involvement: Trustee Leadership NZ; Current directorships: Te Aupouri Fishing Company; Te Aupouri Commercial Development Company; Community: Hapu & Marae. Programme year: 2006 Location: Wellington

Alumni Snapshots Caine Thompson

Michelle van Gaalen

Viticulturist, Mission Estate Winery Skills offered: Budgeting – development/tracking – horticultural/viticultural advice; business management; logistics management. Current community involvement: Organiser of the Hawke’s Bay Young Viticulturist of the Year Competition;chairman Hawkes Bay Winegrower Research Group; technical officer for the Gimblett Gravels Guest; lecturing at Eastern Institute of Technology. Programme year: 2010 Location: Hawke’s Bay

Consultant, Director / Trustee, van Gaalen & Associates Skills offered: Customer and market strategy; branding expertise; business strategy. Current community involvement: Trustee, Chamber Music New Zealand. Programme year: 2008 Location: Auckland

Cate Thorn Vicar and Priest-in-Charge, Anglican Church in Aotearoa, NZ and Polynesia Skills offered: Mentor; community facilitator; strategic thinker; celebrant; wordsmith; enquirer. Current community involvement: Collaborate with various community projects; ministry from the church into the community. Programme year: 2011 Location: Auckland

Koroseta To’o Managing Director, Sustainable Pacific Development Skills offered: NGO/ CBO capacity building; business development/administration; good governance; strategic management; policy formulation/analysis. Current community involvement: Strengthening Pacific partnerships – upskilling Pacific peoples in the islands before RSE work in NZ and Australia; encouraging Pacific peoples to go back to farming in the islands – reversing decline in agriculture sector and become major GDP contributor, food security for Pacific islands, boost export to Aust/NZ. Offering second chance to acquire qualifications using hands on and practical Horticulture ITO model. Appropriate business approach to farming – recognition of prior learning RPL – harmonization of quals NZQA and SamoaQA. Programme year: 2006 Location: West Auckland, Auckland, Pacific Islands

Aaron Topp Director Sales and Marketing, Hatuma Dicalcic Phosphate Skills offered: Communication; marketing; writing; strategic planning; collaborative or individual problem solving. Current community involvement: Takapau School BOT; Farming for the Future Research Steering Committee. Programme year: 2008 Location: Hawke’s Bay

Essendon Tuitupou Manager, Temple Ministries Skills offered: Community development; project management; mentoring support; strategic development. Current community involvement: Leadership Factory (developing community leaders); leads a community-based health and fitness initiative in South Auckland; advisory board member for several not-for-profit organisations. Programme year: 2008 Location: Auckland

Hans Verberne Northern Area Manager, Accident Compensation Corporation Skills offered: Organisational planning; quality assurance; mentoring; team building. Programme year: 2011 Location: Waikato

Richard Vialoux Vicar, Mount Maunganui Anglican Church – Diocese of Waiapu Skills offered: Conflict resolution pastoral care; project management; community building. Current community involvement: Chair of the St Mary’s Early Childhood Centre’s Management Team, Mt Maunganui. Programme year: 2009 Location: Mount Maunganui

Jennie Vickers COE (Chief of Everything), Zeopard Skills offered: Speaker on following subjects: skills development for staff and stakeholders using web based learning; thought leadership to influence funders and attract supporters; respecting and protecting intellectual property rights; NFP governance – realistic practice and practicalities. Current community involvement: RNZFB guide dog foster home; LNZ alumni representative. Programme year: 2007 Location: Auckland

Laura Vodanovich Director, Tairawhiti Museum Skills offered: Recruitment selection; risk management; strategic planning. Current community involvement: Chair, school board. Programme year: 2006 Location: Gisborne

Tracy Voice CIO/Director Business Technology and Information Services, Ministry Of Agriculture and Forestry Skills offered: Strategy; leadership development; information technology implementations; operations; project management; process management. Current community involvement: Board member of Wairarapa Trinity Schools; Cub Leader in Scouting NZ. Programme year: 2009 Location: Wellington

Annie Wahl Branch Manager, Waikato Accident Compensation Corporation Skills offered: Leadership; injury rehabilitation; strategic planning; change management; operational management. Programme year: 2008 Location: Hamilton

Daniel Walker

Peter Wilson

Sales Manager, Samsung Electronics Skills offered: Leadership; governance; p&l management. Current community involvement: Trustee Tuia Te Here Tangata; Maori Youth Development director of Fronde; mentor First Foundation; board member Ngati Ruanui. Programme year: 2011 Location: Auckland

Roof Tile Group Manager, Fletcher Building Skills offered: Global portfolio management; management of medium and large scale enterprises in a complex environment; people management/development in a cross cultural context; leading diverse teams; strong safety leadership; project management; senior stakeholder relations. Programme year: 2011 Location: Auckland

Serena Walker Postgraduate Student, AUT University Skills offered: Group facilitation. Current community involvement: Shine volunteer advocate. Programme year: 2007 Location: Auckland

Suzanne Weld Landscape Architect/Project Manager Skills offered: Project management; community vision development; facilitation; council annual plan and resource consent process advice; landscape planning and design. Current community involvement: Member of Resource Management Law Association; Yachting New Zealand; Ryder-Cheshire Foundation; Life Education Trust Rodney. Programme year: 2005 Location: Auckland and Northland

Michelle Wessing General Manager Solutions, Standards New Zealand Skills offered: Project management; change management; leadership development. Programme year: 200 Location: Wellington

Wane Wharerau Iwi Liaison Officer, New Zealand Police (Waitakere) Skills offered: Governance; community networking projects. Current community involvement: Chair, Ngapuhi ki Waitemata Charitable Trust; trustee, Te Runanga a Iwi o Ngapuhi; trustee, Guardians of the Sea. Programme year: 2008 Location: Auckland

Jim White Assistant Bishop, Anglican Diocese of Auckland Skills offered: Community/group building; thinking; celebrating. Current community involvement: Restorative Justice facilitator/mediator. Programme year: 2005 Location: Auckland

Sarah Williams Executive Director, Porter Novelli Skills offered: Public affairs; marketing, PR; community and stakeholder relations; issues and crisis management. Current community involvement: Board member Heart Foundation of New Zealand. Programme year: 2005 Location: Auckland

Adrian Wimmers Partner, KPMG Skills offered: Governance; interface between public/ private and NFP sectors; financial/commercial/financing skills; performance measurement and improvement; public private partnership specialist. Current community involvement: Ongoing support to the Leadership NZ Alumni Representative Group; member Komiti Pasifika and MBA Advisory Panel at Victoria University of Wellington; volunteer for Allergy New Zealand. Programme year: 2009 Location: Wellington

Elaine Wong Programme year: 2011

Location: Hong Kong

Melanie Woodford Head of Sales Planning, Retail â&#x20AC;&#x201C; ANZ Banking Group Skills offered: Branding; marketing; sales planning; strategic planning. Current community involvement: Previously, as a mentor for Future Leaders within YWCA. Programme year: 2010 Location: Auckland

Rachel Wotten Social Entrepreneur, Healer, Business Woman, Wonderful Works Charitable Trust Skills offered: Business reflexology & reiki; one-onone consultations; mobile healing clinic for people and ailments where nothing else helps. Healing modalities that reduce stress, boost the immune system and help niggling health problems. Our business services supplement our Charitable Trust where we help those most in need. Current community involvement: Reiki Healing sessions at Auckland City Mission Mobile Healing Clinic. Programme year: 2009 Location: Auckland

Meredith Youngson Co-Founder, Hearts in Healthcare Skills offered: Facilitation; mentoring; community development. Current community involvement: Swanson Station Trust; Celebrating Swanson (a group committed to fostering social capital in Swanson through a range of events and groups); organiser for Swanson market days and Christmas Parade; organise volunteers for the Community Constables Office, treasurer for Healthlink. Programme year: 2006 Location: Raglan

«««« Intergenerational Leadership

Leading beyond

self

The Leadership New Zealand Retreat was held August 4-5 in Wellington, hosted by Leadership New Zealand Alumni at Toi Whakaari: New Zealand Drama School. The attendees included alumni, staff, guest speakers and the general public. The focus of the Retreat was to discuss and explore the theme of intergenerational leadership and capture the vitality that comes from new and creative conversations. There was huge energy over the weekend and great progress was made on the future of Leadership New Zealand and the role which alumni will play in this.

Max Harris.

Reflections from Megan Courtney, Inspiring Communities, Leadership New Zealand Alumnus (2011)

he last session of the 2012 Leadership Retreat offered some great thinking and practical examples of intergenerational leadership in action. With a focus on the area of criminal justice, it paired wise older head Kim Workman and wise younger head Max Harris. Kim began by sharing different stories of leadership from his own iwi (Ngati Rangitaane and Ngati Kahungunu) and went on to share his belief in young people by ‘busting the myths around young people’s identity’. He noted how discourse around young people in the media is frequently negative – positioning them as problems to be fixed, as lazy, self centred and without values. He emphasised four key qualities of young people today: • urgency • lack of cynicism about climate change • an imagination for long-term futures • positivity and creativity. 46

Kim outlined his hope that by bringing impatience, imagination and urgency together, the younger generation would be able to at last bring some long-awaited change to criminal justice policy in Aotearoa. This thinking led to the creation of ‘JustSpeak’ in 2011, a new youth branch of Rethinking Crime and Punishment, with Max Harris as co-chair. JustSpeak (justspeak.org.nz) aims to empower young people from all walks of life to think independently and speak out about justice issues that they care about or which affect them. Key activities of the group are monthly forums and policy input on justice-related submissions. Initial nervousness as to whether young people would connect with this kaupapa was quickly quashed as large forums of interested young people began meeting. Strong numbers of attendees were credited to a ‘by young people for young people’ philosophy, which sometimes challenged Kim’s understanding of how such events should be organised and run. Max spoke of the important role that Kim has played in JustSpeak’s success, supporting the group in its formation and giving key guidance on how to build relationships and develop forward strategies. Clearly though, relationship benefits were not just one way! Kim was quick to point out that Max had taught him just as much. Their comments reminded me of the M ori concept of ako, a reciprocal relationship where the teacher is the learner and the learner is the teacher – meaning we are all teachers and students! Understanding and applying this principle I think is key in bringing generations together. It means we all have something to offer and to receive. This brought me back to a conversation at our 2011 Programme Retreat at Wainui Park in Akaroa. I was talking with Morgan Williams around the camp fire about the future of sustainability. He spoke of how the power of voice (young people) and the power of action (older generations) needed to be joined if a more sustainable world is to be achieved. We talked about the importance of both age groups needing to realise each other’s strengths, and pull together so that the potential

of intergenerationally-led change could be realised. While I think young people’s views are now more generally sought and included in policy making processes that’s often where things . stop – at consultation. n a rkm Kim Wo In addition, I think we see youth as just another sector, and inadvertently, young people become just another silo to be joined up. If the full potential of intergenerational leadership is to be harnessed in New Zealand, we need to do more together. Those of us with the ‘power of action’ – political connections, knowledge, resources, understandings of systems, power relationships and tipping points, need to more actively work alongside those with the ‘power of voice’. That means sharing wisdom, power, resources and air time, accepting and welcoming new ways of doing things, walking alongside and giving practical power, so that new ways of doing and being can truly evolve.

Reflections from Guy Ryan, a guest speaker at the Retreat, and CEO/Founder Inspiring Stories Trust, www.inspiringstories.org.nz

ow do we foster leadership in response to the critical issues of our time? Collaborate across different sectors? Generations? My experience of the Retreat was a rich one. I loved the diversity of people, presentations, and the warm atmosphere to spark, explore and challenge ideas. The presentation from Max Harris and Kim Workman on rethinking crime and justice was particularly fantastic – a moving example of intergenerational leadership in action. Exploring my own mahi, an organisation I founded called Inspiring Stories Trust has grown from an idea to a viable social enterprise in a very short space of time. In every aspect of our being – from the governing Board of Trustees, the operations team and mentors who volunteer their time – there are examples of intergenerational leadership in action. I’d never really considered that before the Retreat. Like many passionate people hungry for change, I’ve seen hardship. My mum raised my two sisters and me in a small rural community on the West Coast of the South Island. I scraped through high school, got into university and things started to change – I became more conscious of global issues and started to meet passionate people leading change. Access to positive role models is a powerful thing. Inspiring Stories Trust leverages storytelling, filmmaking and events to increase the visibility of young Kiwis making a difference. Since launching in 2011 we’ve worked with more than 1000 people, and run over 80 events, workshops and competitions that connect people, inspire action and increase capability. We’ve worked with more than 100 organisations across government, business and community

sectors to achieve successful outcomes. At the Retreat I spoke about one example of our work being the 2012 national road trip from March to July. Against the odds, our tiny team coordinated 60 events through a 10-week national road trip that engaged over 1000 New Zealanders face-to-face, and reached an additional 2,000,000+ through PR and communications. People from all walks of life connected, sparked ideas, developed skills, and got excited about possibilities for a more vibrant, sustainable Aotearoa New Zealand. The core activities were running storytelling & filmmaking workshops for secondary students by day, and community film screenings by night – screening a diverse selection of thought-provoking & inspiring NZ short films that showcase people leading change in response to 21st century issues.

Guy Ryan & Inspiring Stories.

The detailed road trip report can be downloaded from our website www.inspiringstories.org.nz. Secondly, I spoke about a national event we’re coordinating now for the second year running, Festival for the Future in November at Te Papa. Festival for the Future is a dynamic, conference–style experience to showcase our most innovative young New Zealanders – to support participants develop world-changing ideas to advance New Zealand. We’re excited to announce Leadership New Zealand as a major partner for the event alongside Ministry of Business, Innovation & Employment, Massey University, and Wellington City Council amongst others. For me, leadership is a lifetime of learning. ‘Standing on the shoulders of giants’ is a powerful thing – but when learning and action happen across diverse sectors & generations for powerful causes – anything is possible. It was an honour being involved in the Retreat – thank you so much for including me and I look forward to working with all of you in creating a more vibrant, sustainable Aotearoa New Zealand! Beyond the Retreat, it’s been great working with Leadership New Zealand. As an event partner for the Festival they are providing us with access to their valuable alumni and networks, who are assisting us with workshop facilitators and scholarships. Another great outcome from the Retreat was interest from two alumni in joining the board of Inspiring Stories. We’ll be announcing the new appointments very soon!

Kim Workman and Max Harris were keynote speakers at the Retreat. Kim is Senior Associate, Institute of Policy Studies, at Victoria University. Max is Co-chair of JustSpeak, and was a judge’s clerk to Chief Justice Sian Elias before taking up a Rhodes Scholarship at Oxford University in September 2012. 47

Snapped at the Retreat Bernie Grant & Karam Meuli.

Harnessing the power of social media to strengthen and grow the Leadership New Zealand community

t the August 2012 Retreat, Alumnus Jennie Vickers introduced the retreaters to the power of social media (SM) and the opportunities there are to use it to build and strengthen the Leadership New Zealand community. She quoted Erik Qualman, author of Socialnomics, who in 2010 said, “We don’t have a choice on whether we do social media, the question is how well we do it.” Now more than ever this is proven to be true, but there remains reluctance and some fear about what is involved and what the consequences of stepping out there might be. Jennie has created a model called the “Social Media and You Model”, which forces social media users to make clear distinctions about the different roles they have in their lives and the success strategies they have set for each. Only then can they choose the way they should engage and the social media platforms best suited to delivering results. Jennie is running a series of webinars for Leadership New Zealand family and friends with a focus on developing this strategy as the subject of the first session. Linkedin and in particular the Leadership New Zealand Linkedin Group, was identified at the Retreat as the best mechanism available for keeping the Leadership New Zealand community connected across the country and the world. Jennie stressed the importance of everyone establishing a positive online presence. She recommended the following actions: 1. Carefully draft your headline description. This is one of the key fields scanned during a search (just in case you are interested in being found!). 2. Be clear about your expertise and decide how you will contribute with content and how you will enhance the group conversations. 3. Be open to invitations. Setting up a profile with invites only allowed from people with the right email address for you is a total waste of time and signals that lack of clarity about why you are there. 4. Participate in groups by sharing information about events and activities without a ‘sharing for selling’ motivation or appearance. 5. Use particular care in recording your employment history because as time goes on more and more Talent Management Systems like Oracle’s Taleo will enable companies and even employees themselves to lift employment histories out of Linkedin. Any inaccuracies or inconsistencies could come back to bite! 48

Penny Fitt, Associate Professor Kabini Sanga, Josephine Bartley.

Sina Wendt-Moore, Associate Professor Kabini Sanga, Karam Meuli.

We only exist because of the generosity of others. Leadership New Zealand is forever grateful for the generosity we receive throughout the year from our very generous supporters through a variety of contributions. In appreciation of that generosity, we sincerely thank all contributors for their valued input into both our organisation and growing the future leaders of New Zealand.

Our sincere thanks to… Key Partners

Supporting Partners

Event Partners

The Bishop Sir Paul Reeves Memorial Lecture Event Partner

SkillsBank Partners

Programme Hosts

Special thanks to the following who assist to ensure that the skills and work of our Alumni within the community continues to be connected: • Tindall Foundation • ITC Services

Special thanks to the following who have sponsored venues or provided valuable time and assistance for our Programme requirements: • ACC • Mangere Community Law Centre • Counties Manukau Police DHQ • Musetude • Chris and Jo Brosnahan • NZ Post, Victoria Street • He Iwi Kotahi Tatou Trust • Q Theatre • Holy Trinity Cathedral • Te Tii Marae, Waitangi • Kiwibank • Toi Whakaari: New Zealand Drama School • KPMG, Wellington • Westpac Business & Community Hub, Christchurch • Legislative Council Chambers, NZ Parliament

Scholarship Partners Special thanks to the following who assist to ensure that diversity continues to be achieved across the Programme through the generous funding of scholarships: • ASB Community Trust • Hay Group • Inspiring Communities • ITC Services • Kerridge & Partners • Leadership New Zealand Alumni • NZ Management magazine • The Tindall Foundation

Sir Paul and Lady Reeves Scholarship Fund Special thanks to Sir David Levene, the Levene Foundation and Lady Beverley Reeves for seeding donations to this fund, launched in the loving memory of Bishop Sir Paul Reeves (1932-2011), and to those who subsequently donated to the fund.

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

Event Sponsors/Contributors Special thanks to the following who have assisted us in providing event venues, donated goods/catering, valuable time or subsidised discounts for their services: • Auckland Town Hall • Q Theatre • Webfilms • Orlo Dennison • Holy Trinity Cathedral • Isabella Moore • Gill Blackler • Amitai Pati • Radio New Zealand • Moses Mackay • St Mary’s Schola Choir with David Hamilton • Claire Caldwell • Caroline Ducobu

Other Contributions Special thanks to the following: • All invited contributors and people who gave their time to be interviewed for our publication • Authors who have assisted with 2012 Leaders’ Magazine and Yearbook content – Reg Birchfield, Jo Brosnahan, Toni Myers, Hilary Sumpter, Russell Little, Sina Wendt-Moore, Megan Courtney, Judy Whiteman, Angela Green, Murray Wu • Leadership New Zealand staff members Russell Little, Julie Courtnell, Vicky Pond-Dunlop and Michelle Jurgens for valued expertise, energy and enthusiasm in their various roles in 2012 • Bell Gully – for legal advice • Canon – for providing printing supplies • Kudosweb – for valued IT and website support • Leadership New Zealand Alumni who gave their time, talents and energy at various events and SkillsBank projects • Leadership New Zealand Trustees, Advisory Trustees and Funding Partners for their ongoing support and invaluable advice • Mediaweb – for publication and photographic support • Lady Reeves, Dame Catherine Tizard, Dame Anne Salmond, Dr Selina Tusitala Marsh, Karam Meuli, David McGregor, Derek McCormack, Jo Brosnahan, Vicky Pond Dunlop and Ticketmaster for their valuable contribution at the Inaugural Bishop Sir Paul Reeves Memorial Lecture • Oceania Coachlines – for providing subsidised transport for the Waitangi programme session • PricewaterhouseCoopers – for annual audit support

Key Partners Accident Compensation Corporation www.acc.co.nz

ASB Community Trust www.asbcommunitytrust.org.nz

Foodstuffs (Auckland) Ltd www.foodstuffs.co.nz

NZ Management magazine www.management.co.nz

Supporting Partners

Altris Ltd www.altris.co.nz

AUT University www.aut.ac.nz

Bell Gully www.bellgully.com

Canon New Zealand www.canon.co.nz

Hay Group www.haygroup.com

ITC Services www.itcservices.co.nz

Kerridge & Partners www.kerridgepartners.com

Kiwibank Limited www.kiwibank.co.nz

Mediaweb www.mediaweb.co.nz