2 0 0 8 Y e a r b o o k
VISION
Leadership New Zealand
Enriching New Zealand through active leadership in a connected community.
We thank the following people for their generous support of Leadership New Zealand:
TRUSTEES MISSION Growing, celebrating and weaving together New Zealand’s leaders through conversation.
VALUES Courageous Generous of Spirit Inclusive Acting with Integrity Innovative Celebrating Diversity
Jo Brosnahan – Executive Chair, Leadership New Zealand and Corporate Director Tony Nowell – Deputy Chair, Leadership New Zealand and Corporate Director David McGregor – Senior Partner, Bell Gully Reg Birchfield – Director, 3media Group Peter Kerridge – Director, Kerridge & Partners Pauline Kingi – Regional Director, Te Puni Kokiri Mark Otten – General Manager Finance, The Warehouse Lindsay Corban – Managing Director, Linsday Corban & Associates Frank Olsson – Regional Manager NZ, FINSIA and Corporate Director Dr Morgan Williams – Principal, Future Steps Michael Barnett – Chief Executive, Auckland Chamber of Commerce Rewi Spraggon – Alumni, Leadership New Zealand
LEADERSHIP NEW ZEALAND P0 Box 5061 Wellesley Street Auckland 1141 T: +64 9 309 3749 E: info@leadershipnz.co.nz W: www.leadershipnz.co.nz
ADVISORY TRUSTEES
Jo Brosnahan – Executive Chair (from July 2008) Lesley Slade – Chief Executive (to July 2008) Michelle Jurgens – Programme Leader Vijaya Nory – Administrator
Bob Harvey – Mayor, Waitakere City Council Ian MacRae – Managing Director, Hay Group New Zealand Tim Miles – Managing Director, PGG Wrightson Dr Jan White – Chief Executive, Accident Compensation Corporation Jenny Gill – Chief Executive, The ASB Community Trust Bennett Medary – Chief Executive, Simpl Rob Fenwick – Managing Director, Living Earth Sir Paul Reeves – Chancellor, AUT Louise Marra – Director Auckland, Ministry of Economic Development Dr John Hinchcliff – Advisory Trustee, Leadership New Zealand Jenni Raynish – Managing Director, Raynish & Partners
DISCLAIMER
EDITORIAL TEAM
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 have taken place after publication. All rights reserved.
Reg Birchfield, Jo Brosnahan, Michelle Jurgens
LEADERSHIP NEW ZEALAND STAFF
Chair’s Foreword We will remember 2008 as the year when the world changed for all of us. We have all watched with concern
and some disbelief at the meltdown of the world’s financial systems, and now wait in trepidation for the effect on the world’s economic system, as credit, the lifeblood of businesses, dries up. We have seen governments step up to bail out the banking system, which in some parts of the world has been gambling the world’s wealth, and in the final event, like all gamblers, losing. Unfortunately, the losers in the final event will be all of us, and our companies and institutions, whatever sector, race or creed. But pessimism and angst will only exacerbate the situation: instead it is the time to look beyond the short and painful term, to new opportunities. There is no greater time for leadership; particularly for leadership that transects the boundaries of the community and can provide a vision, a plan and the optimism to lead us into the next decade. For this current situation will be a temporary aberration and we will return to a new equilibrium. But it will be a different world, with new challenges; governments will be more involved with our banking system, through regulation or ownership. And government leadership will be a key factor in successful economies, driving infrastructure development and stabilising areas where the market has ceased to produce required outcomes. There will be a need for the public and private sectors, together with community organisations, to work together; to establish common objectives and common values, and to re-establish a new equilibrium in what will be a new world order. In this changing world, New Zealand is a unique nation, built upon a partnership between Maori and the first British settlers and then incorporating over time the other diverse cultures who make up New Zealand. This diversity makes us an idea-rich and resourceful community, and is key to enabling us to be vibrant and successful, able to take on the challenges of the future. The key however is not to miss the opportunities available to us; we are inclined to dwell upon pessimistic comparisons with other nations, and not upon the future possibilities. Don Elder, the CEO of Solid Energy, in a memorable conversation with the Leadership New Zealand participants this year, talked of the opportunity for New Zealand to be the “lucky country”. There is a paradigm shift occurring, which will place us in a unique and positive place in the world, but we need to grasp the opportunity and ensure that we have plans in place and the leadership to get us there. This is a country that has the resources that the world needs; it is also creative, flexible and diverse. As Steven Carden says in his stimulating book New Zealand Unleashed, ours is a magnificently dynamic era. But that dynamism produces change, and change can be uncomfortable. It is up to all of us to capture the opportunity that the current circumstances bring and to embrace change. It is in times of adversity and change that we most need good leaders. We need to be responsible for choosing good leaders and also for the choices that we make about our own future. To drive a nation forward requires not one leader, but leaders in every walk of life. These leaders need to know how to have real conversations; those in which they listen and reflect and use the diversity of perspectives and ideas to evolve new and creative solutions. We need leaders of intellect, integrity, vision, passion, energy and good humour. But most of all, we need leaders who can articulate a positive future, and light the path to get there. This is what Leadership New Zealand is about. We are again celebrating another 32 leaders who have embraced the Leadership New Zealand programme and the opportunities that it presents. They have had conversations with some of New Zealand’s best leaders, in a unique open and reflective environment. The year has brought breadth and depth to their leadership journey. They will now stay a part of Leadership New Zealand for life; with a commitment to New Zealand and its future; giving back through Skillsbank and in other leadership roles, as they continue their lives in leadership. We warmly welcome these graduates to the Leadership New Zealand whanau; more than any time before, we need your leadership. Our wonderful congratulations to you all. Jo Brosnahan Chair
Contents Yearbook 2008 Chair’s Foreword
1
The Year in Pictures
2-3, 6-7
Programme Overview
4
Rod Oram: A world of change
8
Don Elder: 10 New Zealand: The lucky country Teresa Tepania-Ashton: 11 Ignite the leadership within Dr Morgan Williams: Sustainability in financially turbulent times
12
Essendon Tuitupou: 14 A year of change & challenge Graduand biographies: 15 The class of 2008 Helen Scotts: Engaging leaders
28
Graeme Nahkies: 30 Leadership from the boardroom Peter Kerridge: Raising our aspirations
31
Douglas Lang: Women in transition
32
Mayor Bob Harvey: On leadership & elections
33
Alumni biographies: 34 The classes of 2005, 2006, & 2007 Book review: New Zealand Unleashed
44
CLASS OF 2008
“I am privileged and honoured to be part of the Leadership New Zealand journey and have found the experience quite life changing. I have not only gained knowledge about the issues facing New Zealand and the world, but I have also explored a huge amount of insight both professionally and personally.” - Deidre Otene
Whaia e koe ki te iti kahurangi, ki te tuohu koe me maunga teitei Seek the treasure you value most dearly, if you bow your head let it be to a lofty mountain.
“The journey I embarked on during the Leadership New Zealand programme has resulted in a rich understanding of who I am, what our country is, and where we’re heading together. To me the last 10 months represent 10 different doors opening, doors to topics and people that would never normally be accessible in the settings they were presented. The knowledge gained from that exposure has led to my awareness of the diverse aspects to successful leadership, and how my self-belief in achieving a vision can play an important role in the positive contribution to society and country.” - Aaron Topp
2
CLASS OF 2008
“I have relished the opportunity to participate in such an amazing programme. Not only have I been inspired by the outstanding speakers and presenters, but the participants themselves are pillars of strength, courage and wisdom. “I now further appreciate there are differences between management and leadership, and that we should choose and forge career paths which align with our own values. We should also recognise there are long-term positive social outcomes to which we can contribute. “It is important to be passionate about what you are doing and have clarity as to why you may be doing something. Vision, strategy, consultation, being decisive, execution and evaluation are key to moving forward.” - Manu Keung
He aha te mea nui? He tangata he tangata he tangata. What is the most important thing? The people, the people, the people.
“Leadership New Zealand has been an amazing forum where I’ve been challenged to recompose my views and perspectives on the issues facing New Zealand now and in the immediate future. The insights into the traits and values of good leadership that this programme has provided inspires positive change and a desire to participate in building better communities and a better society.” - Essendon Tuitupou
“The Leadership New Zealand learning environment has allowed me to challenge and be challenged, not only on the issues facing New Zealand but on how I can make a difference in my role and in our community. A quote from Ngai Tahu sums this up: By discussion comes understanding, through
understanding comes wisdom”. - Deborah Ingold
3
2008 Programme Overview February – Exploring Leadership The different faces of leadership; leadership and the community; characteristics of leadership; toolkit day. Jo Brosnahan
Chairman, Leadership New Zealand and Company Director
Rod Oram
Writer and Social Commentator
Joe Williams
Chief Judge, Maori Land Court and Chairperson, Waitangi Tribunal
Bob Harvey
Mayor, Waitakere City Council and Leadership New Zealand Advisory Trustee
Martin Fenwick
Executive Coach, Altris
Toni Snelgrove
Executive Coach, Altris
March – A Civil Society Elements of a civil society; ethics; community development; social entrepreneurism; poverty; human rights; diversity; refugee resettlement; family. Dr John Hinchcliff
Advisory Trustee, Leadership New Zealand
Debbie & Ngahau Davis
He Iwi Kotahi Tatou Trust
Jenni Broom
National Manager Client Services, RMS Refugee Resettlement
Christina Fordyce
Branch Manager, Refugee Quota Branch, Immigration NZ, Department of Labour
Pat Snedden
Author, Entrepreneur, Social Commentator, Board Member
Dr Rajen Prasad
Chief Commissioner, Families Commission
Dr Manying Ip
Associate Professor, School of Asian Studies, The University of Auckland
April – Our People 1 Our people – past, present and future challenges; the face of poverty in New Zealand; leadership journeys and lessons; tribes and cultures. Satiu Simativa Perese
Barrister
Pauline Kingi
Regional Director, Te Puni Kokiri and Leadership New Zealand Trustee
Michael Henderson
Corporate Anthropologist, Values at Work Ltd
Teresa Tepania-Ashton
Chief Executive, Te Runanga a-Iwi o Ngapuhi and Leadership New Zealand Alumni (2006)
Sir Paul Reeves
Chancellor, AUT and Leadership New Zealand Advisory Trustee
Major Campbell Roberts
Director, Social Services, Salvation Army
Diane Robertson
Auckland City Missioner, Auckland City Mission
May – Our Future Economic and business challenges; research & development; sustainability; the arts; innovation; science and technology. Gisella Carr
Director Funds Development, Te Papa
Dr Helen Anderson
Chief Executive, MoRST
Phil O’Reilly
Chief Executive, Business New Zealand
Peter Douglas
Chief Executive, Te Ohu Kamoana Trust
Khoon Goh
Senior Economist & Interest Rate Strategist, ANZ National Financial Group
Dr Warren Parker
Chief Executive, Landcare Research
June – Rural and Urban New Zealand The shape of rural New Zealand now and into the future; rural/urban partnerships; land and environmental management; export market challenges; tensions and sustainable practice in the meat and wool, wine and horticultural industries. Dr Morgan Williams
Principal, FutureSteps and Leadership New Zealand Trustee
Dr Liz Wedderburn
Section Manager, Land and Environmental Management, AgResearch
Dr Louis Schipper
Associate Professor, Department of Earth and Ocean Sciences, University of Waikato
Tim Mackle
Chief Executive, DairyNZ
Dean Astill
Export Manager, Delica (New Zealand) Ltd and Leadership New Zealand Alumni (2006)
Philip Gregan
Chief Executive, New Zealand Winegrowers
Rob Davison
Executive Director, Economic Sector, Meat & Wool New Zealand
2008 Programme Overview JULY – Our People 2 Human rights; our children; gang culture; health; sport; leadership in the arts; leadership stories. Lyn Gunson
Netball Director, Netball North Harbour and Netball North
Joris de Bres
Race Relations Commissioner, Human Rights Commission
Ben Dalton
Chief Executive, Crown Forestry Rental Trust
Tony Nowell
Deputy Chairman, Leadership New Zealand and Company Director
Margie Apa
Deputy Director General, Capability and Innovation, Ministry of Health
Albert Wendt
Novelist, Author, Artist
AUGUST – The Role of the Media in a Democracy Media ownership; the newspaper, magazine, television, radio and new media industries in New Zealand. Gavin Ellis
Lecturer, The University of Auckland
Ian F Grant
Writer, Author, Book Publisher
Pamela Stirling
Editor, The Listener
Jim Mather
Chief Executive, Maori Television
Bill Francis
General Manager Talk Programming, The Radio Network
Jenene Freer
Chief Executive, Flossie Media Group
Mark Copplestone
General Manager Digital and Interactive Sales, TVNZ
SEPTEMBER – The Government and Issues of the 21st Century Governance Changing role of the State; global trends of government; participation in decision making; the role of the citizen. Colin James
Political Journalist and Analyst
The Rt. Hon. Jim Bolger
Chairman, New Zealand Post and Chairman, KiwiRail
Maarten Wevers
Chief Executive, Department of the Prime Minister and Cabinet
The Hon. Margaret Wilson
Speaker of the House of Representatives
Dr Lesley McTurk
Chief Executive, Housing New Zealand
Dr Alan Bollard
Governor, The Reserve Bank of New Zealand
OCTOBER – Our Future 2 Innovation; entrepreneurism; venture capital and risk, sustainability; energy; tourism; Maori economic development. Don Elder
Chief Executive, Solid Energy New Zealand Ltd
Stuart McKenzie
General Partner, Endeavour Capital
Wally Stone
Chairman, Ngai Tahu Holdings Group & Whale Watch Kaikoura
Sir Gil Simpson
Chief Executive, Jolly Good Software & Managing Director, Aoraki Corporation Ltd
Peri Drysdale
Chief Executive, Untouched World
Lou Sanson
Chief Executive, Antarctica New Zealand
NOVEMBER – New Zealand on the World Stage Our identity and place in the world – What this means for New Zealand leadership. Vino Ramayah
Chairman, Cereus Holdings and Chief Executive, Medtech Ltd
Jon Mayson
Chairman, New Zealand Trade and Enterprise
David McConnell
Managing Director, McConnell Group
Steven Carden
Author of ‘New Zealand Unleashed’
Jonathan Ling
Managing Director and Chief Executive, Fletcher Building
Qiujing Wong
Founder & Executive Producer, Borderless Productions
Frank Olsson
Corporate Director, Regional Manager NZ, FINSIA and Leadership New Zealand Trustee
NOVEMBER – Graduation Speakers:
Sir Douglas Graham and Mahe Drysdale
MC:
David McGregor, Leadership New Zealand Trustee
CLASS OF 2008
“I am required to help lead the political
“There is no room for ego in leadership –
arm of council and to ensure the team of
it is a role that requires vision, integrity, self
councillors works together in a way that
awareness, informed decision making as
makes the most of everyone’s skills; this
well as the ability to maintain your ethical
past year has taught me a lot about just
centre and do what is right.” - Moi Becroft
how to do that. I have come to trust my intuition and grow in confidence, and as a result, feel I am doing a far better job. I have been hugely inspired by the great people I have met as speakers and as fellow participants.” - Penny Hulse
“Great leaders are people with vision, with integrity and with drive. They are people with an exceptionally high level of self awareness and an openness to understand others who are different from themselves. Leadership NZ has helped me to broaden my knowledge and now it is my turn to inspire others to make the most of every opportunity.” - Annie Wahl
“The past year has been inspirational, challenging and rewarding. The key message has been that leadership is about having the courage to set a course and making a start on the journey. Events along the way may mean detours, but clarity about the destination and viewing obstacles as speed bumps not mountains goes along way to ensuring success.” - Dave Miller
6
CLASS OF 2008
“Leadership New Zealand has inspired me to continue in pursuit of my personal objectives through listening and learning from a cross section of people who have all reinforced the key values and principles necessary to be focused leaders. Leadership New Zealand changes you – it re-energises you, it challenges you, it provides focus for you, it enlightens you, it makes you a better ‘you’’.” - Tim Hamilton
“Paradoxically mankind tops the biological evolutionary chain. The Spirit is our base. I believe Man’s problems derive of a spiritual deficit rather than a scientific or systematic source. The 2008 Leadership NZ programme has enhanced this conviction. My goal from now is to be kinder and happier by knowing and liking myself again. I think I will listen to the ‘quiet voice’ and be guided by the ‘invisible hand’ much more now. These are the simple messages I have accepted as I travelled the year with my fellow brothers and sisters. All matter seeks to return to their simplest form.” - Wane Wharerau
7
programme speaker
A world of change:
understanding the leadership challenge Journalist and economic commentator Rod Oram presented his view of the future in August 2008 to Leadership New Zealand’s Leadership dinner in Auckland. The world’s financial meltdown followed just two months later. Over recent months, I’ve been away a lot. I’ve been working much of my time in 2060. And I must say I like very much what I’ve seen there. In fact, I find life in 2060 so agreeable, I often struggle to tear myself away in time to get home for dinner. And when I sit down at the table, I regale my family with stories of the wonderful things I’ve seen… and of the deeply challenging things I’ve seen. In 2060, the pressures on people and planet make 2008 look like a Sunday school picnic. There’s 10 billion of us worldwide. That’s a four-fold increase since I was born in 1950… and a 50 percent increase from the world’s population in 2008. Here in New Zealand, there are 5.4 million of us in 2060; and we number 2.2 million here in Auckland. There is abundance, though. Worldwide, energy and food consumption are double 2008’s levels. So, compared with 2008, a much higher proportion of people worldwide enjoy a good material standard of living. And, yes, I am 110… and I am still mountain biking. Rather slowly, though. I’m awaiting a new pair of lungs. Out in a lab in Glen Eden founded by Bob Harvey’s great-niece, my new lungs are growing from my stem cells. To do all these and many other wonderful things, we have had to radically change how we make, consume, unmake and recycle everything we use. Even so, we have to control our use of resources very tightly. Consequently we just about live within our ecosystem’s ability to support us. But – and it is a very big but – we are still dealing with some frightening legacies from today. To name a few: long-lasting, man-made toxins of many varieties; higher atmospheric temperatures, higher sea levels and more extreme weather patterns that make the winter weather of 2008 look like a summer squall. In 2060, boat loads of Pacific Island eco-refugees are beaching regularly on Great Barrier Island. Nor have we banished wars, genocide, crime, famine and many other manifestations of our dark side. Maybe we never will.
How do I know all this about the future? I don’t know. Nobody can forecast,
project or predict what the future will hold. But all of us can imagine… intelligently and compassionately. We can understand what’s going on today; we can search for “weak signals” of future trends; and we can create scenarios to see how those many highly complex factors might work out. Above all, we can see how the decisions we make today and in years to come affect the outcome. Thus prepared, we can have perhaps a tiny measure of control over our future. We can row half a knot faster than the river current… so we can choose which bank we will land on… rather than let the river dictate on which bank, shallows or rocks it will wreck us. The disciplines of future-thinking and scenario planning are well-developed and widely practised. I drew on many such sources for the piece of work I was doing recently on Auckland in 2060. One of the most helpful sources was the United Nations’ Millennium Project, ‘2007 State of the Future’ report. Tucked inside the back cover of this compact paper report is a CD-Rom with a treasure trove of data. The science chapter alone is 400 pages and includes gems, such as the use by 2050 of stem cells to grow the likes of my new lungs. Or when it comes to food, we will grow cuts of beef or chicken without bothering with all the waste, trouble and mess of raising the animals and slaughtering them. Imagine what our primary sector will look like. A succinct treatise on global forces of change is offered by a New Zealand book, The Seven Tsunami Drivers of Change: Strategic Foresight – the power of standing in the future. 8
The authors, Nick March, Mike McAllum and Dominique Purcell, are experts in strategic foresight, the methodology of creating well-researched, well-judged scenarios about a society, economy, industry or market at, say 20 years in the future, then working with participants to look back to today so they can ‘backcast’ to work out the steps they took to reach that future. Their book identifies the seven drivers (… and on each of these, I’ve added some of my own observations from my recent work): 1. Tribes and tribulations Social, cultural, ethnic and political forces… Further fragmentation of sovereign states is likely. The world will experience a decline in interest in global trade regimes, coupled with signs of emerging regional trade arrangements and changing trade patterns. The environment will be one area where international interests are at a global scale, cemented in strong global treaties. There will be a rise in global terrorist threats with small nuclear or pathogenic/toxic devices. Environmental refugees will number 200 million by 2050, the UN says. 2. Digital technology Communications and computing. If Moore’s law continues for the next 25 years, individual computers will have the power of the human brain – thus automating lots of decision making, the UN says. Coupled with nanosensors and transceivers, they will provide ubiquitous computing for collective intelligence with just-in-time knowledge to enable better management of the environment and other very complex systems. Rapid evolutions and communication and information technology will also lead
programme speaker
RESOURCES: Plenty (through management) FRUITS FOR THE FEW
INDEPENDENT AOTEAROA
A
B
identity: Individual
identity: Cohesion
C
D
NEW FRONTIERS
LIVING ON NO 8 WIRE RESOURCES: Depleted
to expanded human communication and help support participative decisionmaking… particularly government by the people, for the people. 3. Global convergence This is the increasing interdependence of global society. Just imagine, for example, if we achieved the ultimate solution to greenhouse gas emissions: Contraction-and-convergence… whereby everybody in the world ends up on the same per capita allowance – no more than two tonnes of carbon dioxide equivalent per person per year. And we would achieve it by letting the poorest in the world rise to that level while we in the developed world contract our use to two tonnes a year per person from the 20 tonnes per person per year we New Zealanders use today. Not only would that be an astonishing shift. It would be the first time in all of human history that a resource was shared equitably. Imagine that! 4. Life sciences: the power of biotechnology The UN estimates that by 2025, 1.8 billion people could be living in water-scarce areas. Today, 750 million live below the water stress threshold of 1700 cubic metres per person per year, more than one billion don’t have access to safe drinking water and 2.6 billion lack adequate sanitation. Agriculture accounts for 70 percent of water use; the volume needs to increase by 60 percent to feed another two billion people by 2030. Demand for animal protein will rise 50 percent by 2020, the UN says, triggering massive investment into the likes of genetically modified food, aquaculture and stem cells for meat production. 5. Brown world – Green world The shift to sustainability. The UN, for example, says 60 percent of ecosystem services are gone or are being used unsustainably; new technologies such as seawater agriculture along coasts will become sources of food, energy, carbon sinks; but even so curbs such as an environmental footprint tax for using more than 1.8 hectares per person are likely; and the time available for negotiating multilateral environmental agreements, ratifying and implementing is shortening. 6. Knowledge versus value Knowledge is ubiquitous and increasingly free, making it more challenging to create value from it. And value is vitally important in an even more profound sense – we will need to change deeply the values that guide us if we are to pull off this huge leap for humankind. 7. Paradox The powerful juxtaposition of forces whereby, for example, small countries or companies can exercise disproportionately large influence on their spheres. In other words, we have a future! Yet in many ways the future is with us now. We are confronted daily by evidence of these tectonic shifts already reshaping our world. How might they work out for us? How might we make the most of them?
A very helpful guide to New Zealand in 2050 comes from Landcare Research. It is an extensive future-thinking project underway since 2004, led by Bob Frame and funded by the Foundation for Research Science and Technology. It has work-shopped the future with more than 2000 people around the country, amassing a wealth of insights and information. One way that it has made the knowledge accessible is to present it on a grid. The X-axis is resources – abundant at the top, depleted at the bottom. The Y-axis is identity – social cohesion on the right and individualism on the left. When Landcare asks people participating in its research what sort of future they would want to experience, they overwhelmingly choose the top right quadrant: social cohesion and abundant resources through good management. Landcare developed this view of the future into its Independent Aotearoa scenario. People are drawn to many of its core characteristics and outcomes. Of the four scenarios it developed, one for each quadrant, Independent Aotearoa has the highest combined score on the six measures of capital: natural, economic, social, human, cultural and institutional. The second placed, Fruits for the Few – top left: ample resources, lack of social cohesion – has the highest economic outcome, but at the expense of the other capitals, that is the environment, society, culture, human and institutions. But when Landcare asks people what sort of future they expect to experience, a strong majority identify the bottom left quadrant: depleted resources and individualism. Landcare developed this into the New Frontier scenario. It is a world characterised by change people found unsettling in terms of its nature, scale and speed. Incidentally, the fourth quadrant – bottom right – is social cohesion, depleted resources. That became the Living on No. 8 Wire scenario in which New Zealand largely cut itself off from the rest of the world. I’m haunted, though, by the revelation from this work… that people believe they will get what they fear… depleted resources, splintered society… rather than what they want – abundant resources, cohesive society. Surely, expecting to get what we fear is nothing less than a failure of leadership? So, what sort of leadership do we need for these tectonic times that are with us now? I suggest it is leadership that: - sees clearly - articulates compellingly - inspires deeply - collaborates widely - achieves enduringly - and renews perpetually. Such leadership we need now more than ever… because, as my favourite punk rock economist, Johnny Rotten, reminds us:
“You’ll have no future… if you don’t make one for yourself.” 9
programme speaker
New Zealand:
the lucky country
One of the most important characteristics of a good leader is optimism. Leadership, after all, is positive, it is about achieving things. Don Elder, the chief executive of Solid Energy, is a positive and visionary leader whose conversation with the programme participants in October left a powerful impression. The essence of his address is captured below:
At Solid Energy, we work continuously in a global business environment and access
information from all around the world at senior levels in industry and government. The conclusions from this information and our analysis have, over the past four to six years, created an increasingly clear picture of the world and its global challenges. These can be summarised as follows. The world is in serious trouble – it is running out of a range of essentials for economic prosperity and social well-being: productive land, fresh water, secure affordable energy, primary resources and raw materials, and as a result, demand for some key requirements for human prosperity, including food, is now outstripping the capacity to supply. The United Nation’s Millennium Development Goals, which for several years we were moving rapidly towards, are looking increasingly challenging. These are outlined below:
Millennium Development Goals (UNDP) 1. Eradicate extreme poverty and hunger 2. Achieve universal primary education 3. Promote gender equality and empower women 4. Reduce child mortality 5. Improve maternal health 6. Combat HIV/AIDS, malaria and other diseases 7. Ensure environmental sustainability 8. Develop a global partnership for development Life • Long life • Quality of life Standard of living • GDP/capita Good land • Good climate • Fresh water Natural & human resources • Energy resources The slowing in the drive towards these goals has been caused by a combination of population growth, economic growth in developing countries, especially China and India, and resource depletion and production capacity constraint, which has so far been mainly oil. The crossover point to demand-supply deficit started to occur around 1999-2000 for oil and other resources have followed. Oil supply demand drives, or is a leading proxy for, most of these other essentials and commodities. As a result, prices are rising rapidly for key resources, with oil in the lead. There is a lag of two to three years for prices of other energy forms, such as gas, coal, 10
uranium and electricity, one to three years for steel, cement, food and carbon prices (EU), and one to two years for labour. The result of this will be unavoidably rising inflation, six to eight years after oil prices rise. Oil prices started rising about 2000 and all others are now rising, increasingly fast. All of this has been increasingly predictable for five to 10 years, and remains generally predictable. It is anticipated therefore that we could now be entering a period of serious inflation (5-20 percent per annum). In this world, among nations there will be many huge losers – and many huge winners. There will be a paradigm shift from the old world which had a vast group in the middle. This picture is very bad news for the global economy. If demand keeps growing rapidly, the supply capacity of all essential resources will be unable to meet demand, and prices will continue to rise rapidly. The alternative is global recession – but one with very different characteristics to any we have seen recently, particularly for countries with net deficits (net importers) of good land, fresh water, energy, natural resources – and food. However, this picture, while distressing, is very good news for countries with net surpluses (net exporters) of these basic requirements. It will also be positive for companies involved in the supply, control or production of these essential requirements, and for countries with the technical expertise needed to use these. The big winners in this future world include coal and coal-based products, and renewables (probably wind power, hydro electricity, solar power and geothermal energy). So New Zealand is “the lucky country” – this should be “New Zealand’s Century”. We have almost all of these basic resources in abundance – per capita we are one of the world’s richest countries. The world wants and needs us increasingly. It is no coincidence that China chose us for the first free trade agreement. Natural resources are now a key to New Zealand’s future economic prosperity and social well-being. It is no longer “should we use our resources” but “how can we maximise their use and benefit to meet our responsibility to a world desperate for them”? New Zealand can and should become one of world’s wealthiest and most desirable countries in the next decade or two. If we don’t, then not just New Zealand, but others in the world, will suffer as a result. For this to happen, the energy and natural resources sector must understand these factors and what they mean and decision-makers and influencers must understand the position. There is a need for a partnership between industry and government, a need also to plan well ahead, up to 10 to 20 years, around industry developments, infrastructure, environmental programmes and people, and a need to develop and run operations in a manner that is world-leading in environmental responsibility and enhances the natural New Zealand environment. The demand is now, the need from the world is now, and we need to make the right decisions now. This requires leadership.
PROGRAMME SPEAKER
ignite the leadership within Teresa Tepania-Ashton, chief executive officer of Te Runanga A Iwi O Ngapuhi and a member of the 2006 Leadership New Zealand alumni, addressed the class of 2008 earlier this year.
As we face an economic downturn and global recession, collaborative leadership has never been as important as it is now. We have just witnessed a brave and visionary stance of leadership by the European 8 (Premier Leaders), who came together as collaborative leaders to form a unitary pact in order to revive the European economy. This is now being followed by a World Economic Summit in November rallying 20 leaders of the industrial and developed nations.
Ehara taku Toa i te toa taki tahi, engari he toa taki tini ke. My strength is not drawn from that of the individual, but that of the multitudes.
Without a doubt it is based on this that I advocate the need for us all to play a role in contributing to the success of this country. We need to ignite the leadership within. I believe the answer lies in our communities, whether this is our family, extended families, church communities, schools, local government, central government, businesses, health workers, social workers, doctors or friends. The reality is that it takes a community to raise a child. As CEO of the largest populated Iwi in the country with 122,000 Ngapuhi, there is of course a clear vision to grow and protect our assets in monetary terms, (which we have successfully managed to do, considering 10 years ago the organisation was facing a deficit and now we have a net asset of $35.8 million). However, without a doubt, the primary asset for Ngapuhi are its people. How could this be when Ngapuhi are at the lowest socio-economic ratio throughout the country, the highest unemployment levels and have high-risk health needs? A time like this demands extraordinary leadership, the type of leadership that can unite our communities to work together. We have exemplary leadership in action on a day-to-day basis. Maoridom continues to nurture a plethora of leadership skills hidden within their communities. A marae may look empty when there are no visitors, but there will be a committee, kaumatua and kuia waiting for notice of the next event, whatever that may be. As soon as notice is given there will be at least four to five key people each leading their own domain, ensuring an ultimate objective is met, ranging from the kuia calling visitors onto the marae, kaumatua greeting visitors in the marae, cooks in the kitchen, a crew in charge of the hangi, let alone cleaners who will ensure all the amenities are kept spotlessly clean. Maori also have a history of industrialisation premised by the gifting of a trading flag in 1835, by King William IV, which was recognised throughout the world and opened up more than 60 trading ports to the Maori nation. Maori at the time were notably exporting flax, flour and other industrial produce in a global economy. Their success took visionary leadership, ensuring people and communities at all levels working together for the greater benefit of “the people�. It is this exemplary leadership that we must adopt. We are seeing some of it from the leaders of the world taking action; now is our chance to lead. Leadership takes vision so I ask you, where will your vision take you? 11
trustee’s message
sustainability
in financially turbulent times The world’s current financial turmoil has produced much debate about causalities and cures. Despite the uproar, little concern is expressed about the interactions between the many natural resources and ecologies that underpin our economies, financial systems and societies. Dr Morgan Williams, Principal, FutureSteps and Advisory Trustee, Leadership New Zealand.
A few international newspaper articles have expressed concern that the finan-
cial turmoil will weaken global resolve to deal with the vastly greater threat to our well-being, our changing climate and, even worse, that our efforts to rapidly revive flagging economies could even accelerate climate change. The links between global resource depletion (fossil fuels, fresh water supplies, etc) and environmental degradation, and the current financial meltdown, have simply not been made. They must be, because the two are inextricably interwoven. This sudden awakening to the excesses of our deregulated financial markets provides an opportunity to begin a deep redesign of our economic systems so that the many instruments that make up their DNA take full account of the interdependencies of ecologies and economies. Humanity’s well-being is totally dependent on honing this relationship. But getting it to the forefront of social and political consciousness will take exceptional leaders and leadership. The lessons from financial market mechanisms that have proved to be totally unsustainable have been emerging for several decades from our natural capital ‘markets’ and highlighted by the UN Millennium Ecosystem Assessment. The responses needed are, however, very different. No government can ‘bail out’ an ecosystem collapse with an injection of billions of dollars because there are no substitutes for fresh water, breathable air, healthy soil, a marine food chain, etc. We must simply design governance and economic systems to live within the limits of the “markets of nature”. These issues were discussed at length by participants at the recent conference of the European Environment and Sustainable Development Advisory Councils (EEAC) in Bordeaux, France. The conference revolved around a series of eight papers developed over the previous year. The papers spanned topics such as: Governance of Long-Term Decisions, Social Justice for the Sustainable Long Term Demographic Change in Europe, Sustaining Markets, Establishing Wellbeing and Promoting Social Virtue for a Long Way Ahead, Education for a Sustainable Long Term, New Culture for a Sustainable Long Term and Transition to a Low Carbon Economy, Unity in Diversity and Safeguarding European Public Interests; the Role of EU Financing. The pan European teams that designed and wrote these background papers (available at www.eeac-net.org) did so with an eye to what they saw as gathering storm clouds. They did not, however, anticipate they would be released into the eye of one of the ‘storms’ they predicted. Hopefully, they will now be more widely read and their analysis actioned. 12
trustee’s message
“The current financial turmoil must be used as a stimulus to encourage the development of new relationships between political systems and citizens... with pursuit of sustainability embedded into everything we do to advance society’s well-being.” So what are the learnings in this collection to assist New Zealand’s efforts to better interlink economics and ecologies? The paper, “Sustaining Markets, Establishing Wellbeing and Promoting Social Virtue”, by members of the UK Sustainable Development Commission and the Portuguese Council for Environment and Sustainable Development is particularly insightful. It focuses on the social and economic conditions that will deliver a sustainable long-term future, including what needs to be done to ensure that ‘markets’ function to establish the economics of long-term sustainability for Europe. The paper considers the changing roles of markets, and of the political structures within which they function, with a focus on what stands in the way of each of these when pursuing an emphasis on long-term sustainability. Their focus on the roles of markets and what they term ‘polities’ in advancing sustainability is worth scrutiny. Polities are the combination of governments in the context of whole political systems including the values and behaviours of citizens and organisations involved in those systems. When comparing the roles of markets and polities, the key difference is that political decision-making depends on conscious choice – that is consideration of the future occurs only if that is what citizens and governments want. By contrast, markets (particularly ‘free markets’ as distinct from ‘social’ or ‘informal’) operate more ‘automatically’ and beyond the will of individuals. In reality they are the consequence of individual behaviour and decisions but these are aggregated, through supply and demand, rather than being developed through deliberation and a conscious interchange of opinions. While polities are weak at dealing with the future, markets can be dangerously ineffective at dealing with long-term sustainability. Polities can, and must, do better. The authors of Sustaining Markets consider that political systems and cultures can deal more effectively with the long term: • If people are willing to consider themselves as citizens, sharing in responsibility for the future direction of society, rather than simply as consumers or people living their own individual lives. • If citizens are willing to consider the long-term, and if in doing so influence the ways in which they contribute to political debate, vote, and so on. This can be seen as part of “social virtue” or “ethical politics”. • If people care a great deal about their children and other descendants.
• If cultures are geared to the long-term, including a concern for the future, partly through a sense of identification with the past. • If there is a live feeling within cultures of the significance of the present moment in the context of the long-run picture – eg, as regards the biggest species extinction crisis for 65 million years, the place of the human species in the evolutionary process, evidence of widespread social disruption giving rise to mass economic migration, and the impact of climate change. • If key challenges for the future are treated as a focus of political and media debate – including especially those challenges deriving from technological innovation and environmental change. This often involves challenging the priorities evident in current mainstream political and media agendas. • If political institutions include arrangements for explicitly focusing on the long-term, perhaps through the creation of advisory bodies with this as their primary remit, or through modifying legislative processes (eg, through giving second chambers/upper houses specific responsibility for the long run). • If economic concepts are used which reflect an understanding of ‘well-being’ and ‘prosperity’ going beyond a narrow concern solely with short-run prospects for material living standards and consumption. • If there is the development of institutions, rhetoric, symbols, and forms of identification with a global focus – towards what might be considered as “planetism”. This would include a sense of connection between local living and planetary concern. This is a good list of what is needed, but there are many barriers. These were discussed by the authors of Sustaining Markets and the wider conference and matters such as political ideologies, the inadequate levels of education for sustainability, the application of discount rates, the short-termism of many business models etc, were tossed into the mix. The important consensus is that the current financial turmoil must be used as a stimulus to encourage the development of new relationships between political systems and citizens; relationships that lead to a consensus to seriously embed the pursuit of sustainability into everything we do to advance society’s well-being. It is not an environment/economy dichotomy but an essential new pathway for survival. Those that advance this renaissance of relationships within our society, and with our ecologies, will be seen by future generations as the truly great leaders. 13
graduation speech 2008
A year of change & challenge In his graduation speech on behalf of the class of 2008, Essendon Tuitupou reflected on two constant themes of this year’s programme: the need for confidence in New Zealand as a country, and the importance of good leadership now and into the future.
In July of this year, I became a father for the very
first time. Everything that I’ve been told about being a parent – that ‘my life would never be the same’, that ‘I would be at the beck and call of a tiny little person’, that ‘I would never know good sleep again’ – has become true. On its own these little notes of caution sound scary but in the context of holding your child in your arms, they become gems of appreciation that parents share with others as a ‘badge of honour’. One piece of advice about being a parent that resonates most though, is that ‘my priorities will change’. When the responsibility for the well-being of someone else bears its full weight upon you, the simplest and yet more difficult action is to accept that change will occur and that it must start with you. Leadership New Zealand has espoused a similar challenge of this year’s participants. We have learnt this year that New Zealand faces tremendous challenges ahead. The current economic crisis and concerns over environmental sustainability are true global issues that affect all nations, not just New Zealand. Conversely, the changing nature of New Zealand society and divergent visions of our future are matters on the domestic front equally as daunting. To face these challenges, we can either hope that things will change for the better or we can take
“The hope of what lies ahead is that we choose to make a difference; that our change will instigate greater changes elsewhere.”
leadership on a national and international stage to effect change. To do the latter though requires leaders, and leaders at all levels of society. There have been to my count two constant themes from all the speakers involved in the 2008 programme. The first one not surprisingly is that New Zealand needs good leadership – both now and into the future. Without good leadership and good leaders, an uncertain future becomes an undesirable future. The participants of the 2008 programme have taken that to heart. Ten months ago, this collection of eclectic and talented individuals were brought together in a room in the beautiful Waitakere Ranges with little more than the brief to listen to others, and share oneself. With this simple directive, we find ourselves 10 months later having listened, having shared and undoubtedly having changed. We have changed in various ways, some subtle and others more profoundly. Probably we have all changed in ways that we (and sometimes our employers) never thought we would. And that is the hope of what lies ahead – that we choose to make a difference; that our change will instigate greater changes elsewhere. This optimism in New Zealand, the second theme shared by all the speakers, resonates strongly – a confidence in New Zealand as a country and a belief in its people. No one doubts the difficulties ahead nor the scale of the issues we currently face – fittingly we are a small island nation in the world’s largest body of water. But yet there is self-belief in our abilities and a restrained confidence in our nation. This is perhaps our true leadership challenge – that we as graduates of the 2008 Leadership New Zealand programme must carry that self-belief and provide substance to that hope. As a brand new father, that is also a responsibility I owe to my daughter.
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graduand biographies
class of
Paul Argar
Group Tax Manager, ZESPRI International Limited
Paul has worked for the
We congratulate the Graduands of the Leadership New Zealand class of 2008 and wish you well in your future leadership journey.
ZESPRI Group of companies for approximately seven years. He has maintained a position of managing the taxation obligations and risk for the ZESPRI Group with a particular focus on the New Zealand companies as well as the Asia/Pacific region because of the significant growth in these locations. ZESPRI Group is now physically present in 17 locations across the globe and is selling New Zealand produce in over 50 countries globally. ZESPRI has developed into one of New Zealand’s more significant multinational companies with the challenges that are apparent in operating in the global arena. Paul is heavily involved in taxation lobbying to ensure a better outcome for both the ZESPRI Group and shareholders as well as New Zealanders in general and maintains a close eye on developments in both New Zealand and overseas. Prior to joining ZESPRI Paul worked as an advisor in several of the larger accounting and corporate services enterprises over seven years in both New Zealand and Australia as well as holding a number of positions within the New Zealand Inland Revenue Department for approximately nine years. He is well qualified holding undergraduate degrees in commerce, science and arts and has a strong interest in the field of accounting and related services to the commercial sector. He is currently a member of the governance committee of the Waikato Bay of Plenty branch of the NZ Institute of Chartered Accountants, chairs the Coastal sub-branch (Tauranga/ Whakatane and Coromandel Region) and sits on the National Taxation Committee of the Institute. His interests are reading, education and financial literacy. Skills Offered: Taxation support; advisory-taxation advocacy to government; mentoring. Current Community Involvement: New Zealand Institute of Chartered Accountants both locally and nationally. Location: Tauranga
08
Marija Batistich Senior Associate, Bell Gully
Marija has been practising
as an environmental and resource management lawyer for over 12 years, in leading firms both in New Zealand and overseas. She advises on environmental, land use and planning issues that can occur at all stages of development and projects for a range of clients from various sectors, as well as advising on environmental issues at all stages of mergers and acquisitions. Prior to joining Bell Gully she worked in London for five years and was involved in major litigation over liability for contaminated sites. Marija enjoys assisting clients in understanding New Zealand’s environmental framework, as well as working with regulatory authorities, government departments, consultants and iwi groups in relation to environmental law and related issues. With her Croatian background and overseas experience, Marija is familiar with the issues faced by migrant communities, as well as the many challenges facing New Zealand. Skills Offered: Advice on environmental law and local government matters. Current Community Involvement: Member of Croatian Cultural Society, Resource Management Law Association (NZ) and Society of Construction Law (UK). Location: Auckland
“I believe that the more people know and the better they understand, the more rational they are when making decisions.” Rod Oram
15
graduand biographies
class of
Moi Becroft
Project Manager, Maori and Pasifika Education Initiative, ASB Community Trust (ASBCT)
Michael Berry
Vicar, St Philip’s Church, The Anglican Diocese of Auckland
Moi has worked as the
project manager for the Maori and Pasifika Education Initiative (MPEI) at the ASBCT since January 2008. The MPEI is in response to an 18-month consultation process held with Maori and Pasifika educational experts on how best the ASBCT could support increased educational outcomes for Maori and Pasifika communities in Auckland and Northland. The projected demographics of Auckland and Northland predict an aging Pakeha population and increasing younger Maori and Pasifika population. However, current statistics prove that our educational system is failing these young people. It is imperative that as a nation, we address these educational inequalities now rather than later. Young Maori and Pasifika people are the future leaders and supporters of our nation. The MPEI is looking at investing resources into community initiatives that can improve the educational outcomes for these young people. This initiative is a new way of working for the ASBCT which has previously only given annual grants to organisations that apply every year. It is visionary and unprecedented. Prior to project managing the MPEI, Moi was a grants advisor for the Marae, Community Wellbeing and Community Economic Development sectors at the ASB Community Trust. Before that she was a community development and grants advisor for the Department of Internal Affairs based in Auckland. She is also involved in the fishing industry and is the managing director of her family’s fish quota holding company. She is particularly interested in issues regarding the future sustainability of our ocean’s resources. Skills Offered: Funding advice in the not-for-profit sector; group facilitation, coaching, project management and community development advice. Current Community Involvement: Providing funding and community development advice to the not-for-profit sector in Northland and Auckland. Location: Auckland
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Michael began training for
ordained church ministry on leaving school in 1999. After studying theology, geography and history at the University of Auckland, he was ordained in 2003. He served as priest assistant in the parish of St Mark’s in Remuera before being appointed vicar of St Philip’s Church in St Heliers Bay in 2006. The role of vicar is accompanied by the challenges of leadership in a diverse range of areas. As a spiritual leader Michael is responsible for leading community worship, encouraging and nurturing people in their faith journey, and being called to minister to people both in times of celebration and need. As a manager he plays a leading role in maintaining aspects of the parish ‘business’ from property and finance to volunteer and staff management to strategic planning and development. In practical leadership he changes light bulbs, clears gutters, and puts out rubbish bins. Michael enjoys parish ministry because it is about following a vision of strong community, meaningful lives and a just society. It is about helping people to explore their potential, their faith, and the use of their gifts in service to others. He believes in living by a simple commandment – love your God, love your neighbour, and love yourself – simple but effective! With such a people-focused role, Michael spends days off being alone – in a movie theatre on a rainy day or running along Auckland’s beautiful waterfront on a glorious day.
08
Leanne Campbell Community Development Manager, Hutt City Council
Leanne has worked in the
community sector for over 10 years. During that time she has set up and developed the Youth Development Trust Wellington, starting work with 12 students in 2002. When she left in 2008 the trust was working with over 3000 students. These programmes include: ‘Kiwi Can’ a values-based primary school programme helping schools develop healthy school cultures and attitudes for their students; ‘Project K’ an intensive 14-month programme to help selected year 10 students build their self efficacy (belief in their own ability) through outdoor adventure, community resourcing and mentoring; the ‘Stars’ programme, adapted from the Project K programme, to aid all year 9 students from a participating school to transition into secondary school life. In her current role as community development manager for Hutt City Council, Leanne is leading and working with a team that supports the wider community in the following areas: safer communities, refugee and migrant resettlement, youth development, community funding and general community group support. She has a passion for people and loves creative problem solving and using her organisational skills especially to arrange social events with friends. Skills Offered: Youth development knowledge and expertise; local government knowledge; not for profit management knowledge and expertise.
Skills Offered: Religious (Christian) ministry – both in public and private settings; pastoral care.
Current Community Involvement: Rotarian for the Hutt Valley club; training to be the club president in 09/10 year; advisory for two notfor-profit organisations.
Current Community Involvement: Michael is an active member of his local Rotary club, and is, of course, active in church ministry.
Location: Wellington
Location: Auckland
Karen Chan
Business Development Manager, Bell Gully
Shane Chisholm National Customer Services Manager, Housing New Zealand Corporation
Karen began her career as
a business journalist in the shadow of the 1987 sharemarket crash. As a teenager she realised that a desire to write was unlikely to pay the bills amid such turmoil, and, after establishing that very few business journalists were among the many writers being laid off at that time, she added an economics major to her plans to study English literature. It was a fortunate choice, leading first to a job at international news agency Dow Jones, then to a transfer to London and eventually to a role as European technology correspondent for sister publication The Wall Street Journal Online. After following the technology boom and subsequent bust, first with the WSJ and then with The International Herald Tribune Television/FBC, Karen resolved to return to New Zealand after covering the September 11 attacks amid souring economic conditions. Working for the Dominion Post and then the New Zealand Herald on her return, she changed tack in 2006 to join leading law firm Bell Gully as a business development manager to further explore her interest in business. Passionate about New Zealand’s economic development, the role of the media and business in society, and about social justice, she is looking at the future with fresh perspective following the recent birth of her son. Skills Offered: Tender and pitch advice; client relationship management; writing and communications advice. Current Community Involvement: Limited to a range of parents groups at present!
Shane has recently been
appointed to his current role as customer services manager for Housing New Zealand Corporation. In this role he is responsible for the development and management of a strategic customer services approach across the organisation. He is also responsible for the corporation’s national contact centre. His previous work experience includes 10 years in the retail banking industry, a period of time working on contract for the Salvation Army, and more recent years employed by Housing New Zealand Corporation initially to establish its national contact centre, and then as a regional manager based in Dunedin. Shane has been involved in a number of communitybased organisations including voluntary governance and operational roles for the local Salvation Army, and as chairperson for the Dunedin Kindergarten Association. He values the opportunity to contribute to the wider global community and through the Salvation Army has worked in a number of developing countries. Shane and his wife Megan enjoy family life with their two wonderful children James (6) and Emma (4). His interests include travel and reading. Skills Offered: Strategic planning; operational management; change management; project management. Current Community Involvement: Salvation Army Location: Wellington
Location: Auckland
class of
08
Alistair Drake
Business Services Manager, Department of Conservation Northland Conservancy
After qualifying as a
chartered accountant Alistair spent 11 years with KPMG, Grant Thornton and Coopers in Scotland, England and New Zealand gaining management experience. Joining the commercial world in security printing, for the world’s largest independent printer, Alistair gained experience in finance and general management over nine years, in three countries. Returning to New Zealand, the next 12 years were in Local Government in senior finance and management roles. Alistair recently joined Department of Conservation to practise leadership skills for an organisation that upholds conservation and sustainability, and promotes recreation and tourism. His journey has been one of discovery, understanding better who he is in the context of New Zealand and his life during a period in which change has occurred, prompted by examination of principles given difficult choices. His concept of leadership embraces the following: A leader does not and cannot have all the answers but practice must be based on some basic values of integrity, honesty, compassion, soul, vision and energy. A good leader must be adaptive in style, a good listener, weigh up good data and be not afraid to make the hard decisions. Good leaders understand others, can nurture talent, can communicate well and know how to promote strategy and vision. Good leaders take calculated risks and turn adversity and personal tragedy into positive results. Skills Offered: Analytical, facilitating, financial and strategic planning, coaching, mentoring and problem solving. Location: Whangarei
“The real leaders in my world are authentic, generous and courageous – most of all they provide opportunities for other talents to shine.” Helen Anderson
17
graduand biographies
class of
Gillian Dudgeon Head of Retail Risk, ANZ National Bank
Irene Feldges Director, Limbach Ltd
Gillian has had a career in
banking with ANZ National. She has had a diverse range of roles whilst leveraging the benefits of being part of one of New Zealand’s largest companies. Her roles have covered many areas of the business including corporate banking, IT, operations, product management and currently head of retail risk. Her current role is focused on the management of risk activities relating to the personal and business banking customers of ANZ and National Bank. These include credit, operational and reputational risks. Her experience is broad, encompassing strong relationship building across teams, good governance practices, management of large projects, change management following four large integration projects and problem solving market and business issues. She has a passion for working with teams on finding customerfocused solutions and then working out how to make them happen. Gillian is married to Nigel and has two children Meaghan and Liam. When not following sports tournaments or sporting events, she and her family enjoy camping. Skills Offered: Risk management; governance; problem solving; change management; enthusiasm.
Since arriving in New
Zealand in 1996 Irene has worked in a variety of government and not-for-profit organisations. She has experience in senior management and director roles in mental health, tertiary education and the prison service. In those roles her main focus has been on providing leadership and organisational transformation to multicultural, multidisciplinary teams and developing innovative strategies to enhance the commercial viability of the organisations, whilst ensuring that the relevance and quality of services provided is improved. Skills Offered: Knowledge of the mental health and community sector; strategic planning; organisational change processes; development of business cases; negotiating multi-party agreements; enhancing commercial viabilities of not-for-profits.
08
Carl Graham
Director, Economic Development Foundation (NZ) Limited
Carl is a director and
hands-on manager of a small business called Economic Development Foundation (NZ) Limited. Over the years he has been involved with the construction of houses, factories, bridges, schools, wineries, hotels, hospitals etc. His daily function is to drive enthusiasm in what he does among the casual and full-time staff. Skills Offered: Construction industry understanding; social housing issues; men’s mentoring; youth mentoring. Current Community Involvement: Carpentry tutor (youth at risk); social housing (Habitat for humanity; St Elizabeth’s community housing trust); men’s mentoring (Manukau community family trust, Salvation Army). Location: Auckland
Current Community Involvement: Member of Unitec Research Ethics Committee; Future Leaders (YWCA Auckland). Location: Auckland
Location: Wellington
“The most important thing in any organisation is people: valuing them for who they are, their skills, their ability to contribute.” Satiu Simativa Perese
18
“We can be loaded up with self doubt – but we can win out with integrity.” Sir Paul Reeves
Tim Hamilton
Chief Executive Officer, Netball North Harbour & Regional Manager, Netball North
Tim has worked for the past
10 years in sport administration and prior to his current roles was chief executive of two provincial rugby unions in New Zealand. His career objective is to lead a national sporting body in New Zealand. He is sporting mad having played, coached, managed, refereed and administered as a volunteer, as well as at a professional level. He also spent some time reporting on sport for radio! Tim is married with three children and before his youngest grows older is involved in supporting his two sons by being their rugby and cricket coach as well as serving on their clubs executive committees. A real sport junkie but with a commitment to making a better New Zealand. Skills Offered: Not for profit, funding and sponsorship, event management, planning, strategic alliances. Current Community Involvement: Committee member – not for profit clubs. Location: North Shore, Auckland
Stephen Henry
Group Manager Customers, Enterprises & Strategy, New Zealand Post
In his current role as
group manager customers, enterprises & strategy, New Zealand Post Group, Stephen has demonstrated he is a proven general manager, turnaround specialist and strategist. He has been particularly effective in growing the business fundamentals of revenue, profit and margin while maintaining a sharp focus on cost management. As a consultant, he worked with many organisations to design and implement major initiatives and has particular experience with large-scale IT projects and implementation management of projects involving organisational transformation. Stephen is a high achiever who can work at both a strategic and tactical level. He articulates a clear vision to ensure excellent understanding of what the organisation will achieve and where it is heading. His philosophy is to actively lead and manage the organisations he works for, with an emphasis on creating the right environment for people to succeed. He has a reputation for getting things done. He does not mind getting his hands ‘dirty’ to make sure issues are resolved and bottlenecks are removed. He has worked in Australia, Singapore, Malaysia, Malta, Thailand and New Zealand in the government, financial services, utilities, postal and banking sectors. As well as work, Stephen’s prime interests are family, bridge, sport and architecture. He has represented New Zealand at bridge in three world championships and several Asian championships with success.
class of
08
Penny Hulse
Deputy Mayor, Waitakere City Council
Penny is currently
deputy mayor of Waitakere City working alongside mayor Bob Harvey. She has been on council for 16 years and together with Bob shares a deep commitment to the Eco City ethos. Penny’s background as a community worker and an environmental activist allows her to use these experiences to the full on Council. She has had a variety of roles over the past few years including youth advocate for council, chair of various committees including the policy and environmental committees and many roles on community agencies including working with Meredith Youngson on the Swanson Railway Station project. Penny was a director of Waitemata DHB for six years and is currently a director of EECA (Energy Efficiency and Conservation Authority). The role of deputy mayor is a challenging role and is why she feels the Leadership New Zealand year has been invaluable to her. Skills Offered: Local government knowledge; political lobbying; community development and community consultation experience. Current Community Involvement: Trustee, Waitakere Anti Violence Essential Services Trust; Community Waitakere Trust; Swanson Community Railway Station Trust; Volunteer for many other community organisations. Location: Auckland
Skills Offered: Governance; problem solving; decision making; business turnaround.
“Leadership happens anywhere and everywhere – but it’s always about people.” Phil O’Reilly
Current Community Involvement: New Zealand bridge administration. Location: Wellington
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graduand biographies
class of
Deborah Ingold
Consultant Support Manager, Hay Group Limited
Any consulting organisa-
tion knows one of the secrets to providing top quality services and support to clients stems from receiving in turn top quality service and support from staff internal to the consultancy. Deborah has been with Hay Group New Zealand since 1998 and the key focus of her role has always been to ensure Hay Group consultants in New Zealand obtain the high quality and effective support they need to undertake their jobs effectively. Her initial role was secretary to a very busy consulting team. In 2006 she was promoted to consultant support manager where she oversees a small team that ensures both the Auckland and Wellington offices run smoothly and efficiently with effective facilities, support, marketing, administration and systems for high productivity.
Hilda JohnsonBogaerts General Manager Residential Care, The Selwyn Foundation
Hilda has extensive
experience in the aged care sector, and is a Belgian-born registered general nurse. She ran her own local community nursing practice in Belgium for 15 years, and gained experience in adult teaching and occupational health. After moving to New Zealand in 1999 with her husband and two daughters, Hilda initially worked in the Bay of Plenty before moving to Auckland. Since then she gained experience in management mostly in the non-for profit aged care sector. She has moved through the ranks from registered nurse to executive responsible for the successful operations of nine aged care facilities of The Selwyn Foundation. Besides work she has a life long interest in natural sciences.
Skills Offered: Project/organisation skills; an open mind; initiative; people management skills.
Skills Offered: International experience in health management; values-based leadership; change management.
Location: Auckland
Location: Auckland
“Social and economic mobility is the key to society working well – this is the single most important policy issue”. Colin James
20
“Leadership requires boldness, compassion, a sense of history, and an ability to see beyond tomorrow.” The Rt. Hon. Jim Bolger
08
Murray Jordan
General Manager Retail Sales and Performance, Foodstuffs (Auckland) Ltd
Murray has recently been
promoted to the position of general manager retail sales and performance at Foodstuffs (Auckland) Ltd. He feels privileged to work for such a great Kiwi owned co-operative. The co-operative is owned by its retail members. Murray’s team at Foodstuffs takes ownership of its retail formats and is responsible for ensuring the consistency and excellence of in-store standards. The team sees itself as a significant contributor to the retail franchise operation which serves both the needs of its retail members and of their consumers. Current Community Involvement: St Heliers School Board Member. Location: Auckland
“Everything that we do today must be able to be done tomorrow – it must meet our sustainability.” Don Elder
Lance Kennedy General Manager Operations, Te Runanga-A-Iwi-O-Ngapuhi
Manu Keung Consultant, Solutions Ltd
Lance entered the
workforce as an electrical apprentice and worked for seven years in this field before joining the Corrections Department in 1987. He worked in a number of roles in three different prisons, and finished his career as site manager in New Plymouth. During this time Lance completed an MBA at Massey University. He moved to iwi management in 2005 to enhance his management skills, working for Ngati Ruanui in Taranaki, before going to work for his Ngapuhi Iwi as general manager of social services. Lance was appointed as general manager operations for Te Runanga-A-Iwi-O-Ngapuhi in July of this year. Lance is a generalist in the management environment, skilled in motivating teams and increasing performance. Included in his experience are management and leadership in a Maori environment, human resources, mentoring and change management. He is skilled in implementing change by using extensive experience managing people and systems. He leads by example, is focused on achieving superior results through people working together, and fostering high performance management systems. Lance is confident and able to be the public face of the organisation. His experience includes local regional and national initiatives both in the public sector as well as with Iwi. Skills Offered: Management and leadership in a Maori environment; human resources; mentoring and change management.
Manu has worked across
the health and education sectors over the past 10 years. Her work has primarily been based around Maori development, funding, contracting, strategic and project management. Whilst working at the University of Auckland, she developed the Whakapiki Ake Project that targeted young Maori students to seriously consider health as a career. Her most recent piece of work entailed working with the ‘Let’s Beat Diabetes’ team within Counties Manukau, an intersectorial project focused towards collective community engagement across a number of work streams, organisations, stakeholders and multiple project managers. Manu is extremely passionate about valuing people, and utilising individual and collective strengths to achieve shared objectives. She also loves innovative thinking, community engagement, fashion, travel and music. Skills Offered: Maori development, community collaboration and engagement. Current Community Involvement: World Youth Alumni; Church of Jesus Christ of Latter Day Saints Youth Programme; Not for Profit House; World Youth Service Enterprise. Location: Auckland
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Taane Mete
Director / Choreograher / Dancer, Okareka Dance Company
Taane is considered one
of New Zealand’s most outstanding and versatile dancers. After graduating with honours from The New Zealand School of Dance in 1988, his 20 years of experience has seen him perform with companies such as Footnote Dance Company, Fusion Dance Theatre, Taiao Dance Company, Michael Parmenter’s (Commotion Dance Company), Douglas Wright Dance Company, The Royal New Zealand Ballet and Human Garden Dance Company. Taane was also a founding member and a senior dancer for Black Grace Dance Company. He left dance for two years to pursue a career in television as a presenter for the programme ‘Takataapui’ on Maori television, as well as producing a two hour Christmas special for Front of the Box Productions in 2005. Taane is also a freelance choreographer and a tutor at Unitec Performing Arts in Auckland. In 2006, Taane and dancer Taiairoa Royal formed Okareka Dance Company. In October this year Okareka presented and premiered its first full-length dance work at Auckland’s Tempo Festival. As well as being a sell-out season the show Tama Ma has been nominated for seven awards at this year’s Tempo Festival Awards. Taane also choreographs for Queen of the Whole Universe, a fundraising event that raises awareness of HIV in Aotearoa. Taane also enjoys music and barbecues with family and friends. Skills Offered: Knowledge of the arts and expertise in dance and choreography; managing arts projects in performance.
Current Community Involvement: Member of Youth Offending Team; business association member; youth development initiatives in Kaikohe; sports management, coaching and administration; Rewarewa D Whanau Trust (Maori land trust, Whangarei). Location: Northland
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Current Community Involvement: Choreographer for the fundraising event Queen of the Whole Universe.
“Time is the test of leadership.” Gisella Carr
Location: Auckland
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graduand biographies
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Dave Miller
General Manager Field Extension, DairyNZ
Dave has spent most
of his working career in the dairy industry in one capacity or another. For the past two years he has led the ‘Extension’ arm of DairyNZ. Extension for him is an adult learning/education process that sees adoption of technologies and practices that result in a stronger dairy industry while leaving a significantly reduced environmental footprint. Societies changing, understanding and expectations of agriculture and farmers, coupled with increasing worldwide demand for quality food products is leading to much greater complexity in farming business. Fortunately the business demands of farming and society’s expectations of environmental stewardship are not mutually exclusive. Playing a role in seeing farmers adapting their businesses to ensure those dual objectives are met is hugely rewarding for him. Rural communities are always evolving but that pace of change has been increased rapidly over the past decade. Central to that is the role of rural schools in those communities and having input into seeing strong schools that serve the children and communities well has been an area of interest for Dave over the past six years. Skills Offered: Networks throughout the dairy industry; wider agriculture, governance and adult learning. Current Community Involvement: Volunteer for Maungatautari Ecological Island Trust. Location: Te Awamutu / Waikato
“Who we will become as a nation is up to all of us.” Khoon Goh
Sina Moore
Chief Executive, National Pacific Radio Trust: Pacific Media Network
A Pacific woman of Samoan,
German and English descent, for the past five years Sina has led a team of over 90 very passionate and committed people to develop and deliver Pan-Pacific broadcast programming in English and in nine Pacific languages for Pacific communities across Aotearoa New Zealand. Sina has brought a high level of vision, intellect, strategic thinking, key leadership skills and passion to her role as CEO, and has demonstrated a fierce determination to succeed, not for herself but for Pacific people. She believes her success comes from helping others achieve and through her leadership of the network team, is privileged to work with the brightest, creative and most talented Pacific broadcasters; and contribute to their professional development, and success. This amazing broadcasting journey has been Sina’s most challenging professional role to date and it has given her the greatest personal satisfaction of any initiative she has been involved in. It has enabled her to help realise Pacific communities dreams of a national broadcasting network that “Celebrates the Pacific Spirit”. Prior to her current role, Sina’s professional experience spanned a broad range of leadership roles in communications, advertising, media, sales and marketing, training and organisational development, and the early childhood and primary education sectors. Sina is married to John and they have two teenage children Isabella and Ashley. When not working she spends as much time as she can with her aiga (family), and enjoying the creative arts, books, travel, good food and wine. Skills Offered: Governance; strategic thinking, planning and leadership; extensive operations management expertise across all areas: sales and marketing, financial, human resource management, business development, change management and organisational development. Current Community Involvement: Founding & current Trustee, Pacific Music Awards Trust; responsible for the creation and management of the iconic annual Pacific Music Awards. Location: Auckland
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Sacha O’Dea
National Policy Manager, Accident Compensation Corporation
After completing an hon-
ours degree in history, Sacha spent five years in banking – firstly in retail banking in New Zealand and then merchant banking in London to support her love of travel. When she returned to New Zealand, she moved into the public sector. She worked in a range of roles in the housing sector, mainly in policy, business analysis, strategy, accountability and planning. From housing, Sacha moved to the Department of Labour initially to monitor Accident Compensation Corporation (ACC), before moving into operational management roles in employment relations and workplace health and safety. In early 2007, Sacha moved to ACC where she could combine her skills from banking with her public sector experience. The ACC scheme is the only one of its kind in the world and she is pleased to be part of it. Skills Offered: Governance advice; strategy and planning; strategic thinking; analysis and problem solving. Location: Wellington
“If you think of leadership in a civil society, it calls to action your own set of values, your values base.” Pat Snedden
Deidre Otene
Counties Manukau Youth Offending Teams Coordinator, Manukau City Council
Deidre has worked in the
area of community development in a local government context, coordinating ministerial contracts for the past four years. During that time she has led and implemented projects around youth engagement, health promotion, community action, collaboration and youth offending. Her projects have received local, regional and national recognition and she continues to advocate successful projects across the country. She is passionate about improving social inequalities for all. Previous to working in local government, Deidre case managed youth in receipt of Domestic Purposes Benefits. This role gave her an insight into the true struggles and realities of this lifestyle. As a result she was motivated to make a difference for the future of the disadvantaged and continues on this journey. Deidre says her interests in community development and community action are driven by her upbringing which included struggles and challenges. Her ability to come through adversity and despair has created the strength and passion she has today to work in the area of social change. Ko Maungataniwha te Maunga Ko Tapapa to Awa Ko Ngatokimatawhaurua to Waka Ko Rahiri te Tupuna Ko Hokianga Whakapau Karakia to Moana Ko Ngapuhi te Iwi Ko Kohatutaka te Hapu Ko Mangamuka te Marae Ko Ngapuhi te Whare Tupuna Puhi Kai Ariki, Puhi Moana Ariki, Puhi Taniwharau
Malcolm Paul
General Manager – Information Management Solutions, Foodstuffs (Auckland)
A fascination with how
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08
Manu Sione General Manager, Pacific Health, Counties Manukau District Health Board
Manu is general manager,
things work has led Malcolm from a degree in electrical and electronic engineering to a career in the IT industry. Arriving in New Zealand 15 years ago he has worked in numerous IT roles on both the customer and vendor sides of the IT industry. These roles have included database consultant, principal architect, chief technology officer and general manager. The common thread through all of these being trying to get computer systems to behave in the way that you hoped they would. While the technical challenges and pressure of running business critical systems can be daunting, Malcolm believes that enjoying your job and balancing detailed analysis with a sense of fun is extremely important. His view is that playing to your strengths and building teams of people whose strengths complement each other is more effective and easier to achieve than trying to overcome your weaknesses. He tries to keep fit through running, enjoys skiing and will watch any sport. As a supporter of Scottish sporting teams he is generally optimistic by nature.
Pacific health division, Counties Manukau District Health Board (CMDHB). His passion is in the development of Pacific health, its workforce, services and how CMDHB links in to get the best outcomes for Pacific people. Previously Manu had been general manager of Pacific Trust Canterbury since its inception in 1999. Pacific Trust is a provider of health and social services for Pacific people in Christchurch and the South Island. Manu also has 14 years experience in management and personnel consultancy. He is a former board member of Pacific Business Trust and Nurse Maude Association. He was also on the inaugural board of Partnership Health Te Kei O Te Waka, the Christchurch PHO that has over 430,000 enrolled patients. Manu has been on the national committees of the Mental Health Commission, and the National Heart Foundation and works with the Ministry of Health on Pacific issues regularly. He is married to Vivienne and they have two children.
Skills Offered: Strategic thinking; systems thinking and information technology strategy, planning and operations.
Skills Offered: Management; advocacy; strategic planning and project management. Particular skills working with Pacific peoples.
Location: Auckland
Current Community Involvement: Working with church groups to support health programmes in the community. Location: Auckland
Skills Offered: Collaboration; youth engagement knowledge; community development; local government knowledge and community action. Current Community Involvement: Collaboration of community agencies around youth offending; sports administration; Kohanga Reo involvement; Kura Kaupapa Maori involvement.
“We are making decisions today that will affect the future of our grandchildren and beyond.� Dr Warren Parker
Location: Auckland
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graduand biographies
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Emma Taylor
Viticulture Project Manager, Villa Maria Estate
Emma has been a viticultur-
ist with Villa Maria Estate for nearly 10 years. After completing a Master of Science at the University of Otago, she started with Villa Maria Estate as a viticultural cadet – a 12-month contract which involved exposure to the entire industry from the vines, to winemaking and sales. After the 12 months had elapsed she was appointed to the role of national research viticulturist, a position she held for four years. Emma then went on to become the company viticulturist for Villa Maria Estate – heading up the viticulture team for the largest New Zealand owned winery. Whilst in this role she had exposure to the sales and marketing end of the business – undertaking promotional trips to Canada to promote and sell wine into the market. In 2007 Emma took maternity leave from Villa Maria Estate for the birth of her first daughter – Ellie. Whilst on maternity leave she entered and won the 2007 HB Young Viticulturist of the Year, the 2007 New Zealand Young Viticulturist of the Year and eventually the 2007 Young Horticulturist of the Year. She returned to Villa Maria on a part-time basis as a project manager for the viticulture team. Emma is currently on her second maternity leave with daughter Olivia. Skills Offered: Wine industry knowledge; research knowledge – applied science base.
Aaron Topp
Director Sales & Marketing, Hatuma Lime Company Ltd / Author aron did his tertiary training at Teachers College in Palmerston North. After a brief stint teaching in the Bay of Plenty, in 1999 he returned to the family mining business in Hawke’s Bay, Hatuma Lime Company. Aaron’s current role in the company as a director is based around brand management and strategic planning. Another significant part of his role is overseeing the innovative research and development programmes currently in place focusing on high quality, sustainable, energy-efficient farming. In 2006, Aaron’s first novel, Single Fin, was published by Random House. It went on to win an award as a finalist in the 2007 NZ Post Book Awards. In 2008, Aaron has been commissioned by HarperCollins Publishers to produce a non-fiction book on artists and their relationship with the ocean (release date, September 2009). He also plans to have a new teenage fiction novel published in the next 12 months.
Essendon Tuitupou Business Development Manager, Pacific Business Trust
A
Skills Offered: Communication; marketing; collaborative or individual problem solving; diverse range of writing; and, strategic planning. Location: Central Hawke’s Bay
Essendon’s passion and
commitment to the development of Pacific Island New Zealanders started at Auckland University where he was president of the NZ Tongan Tertiary Students Association for three years. A desire to be more actively involved with the Pacific Island community led him to work for the Pacific Business Trust in 2004 after seven years in the public sector. His role with the Trust over the past four years has been to promote its vision to assist Pacific people of New Zealand into business ownership, a role he has thoroughly enjoyed. With the Pacific population in New Zealand expected to grow significantly over the next 20 years, Essendon is excited about the massive potential the Pacific community has to positively contribute to New Zealand society over the next two decades. Skills Offered: Business and community development. Current Community Involvement: Leads a community-based health and fitness initiative in South Auckland; sits on a number of advisory boards of not-for-profit organisations. Location: Auckland
Current Community Involvement: Hawkes Bay Wine Research Committee; NZ Wine Growers National Research Committee; EIT Viticulture and Wine Science Advisory Board. Location: Hawkes Bay
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“It’s no use being profitable and sustainable here in New Zealand if someone is doing it better overseas.” Tim Mackle
08
“When you’re in a leadership position you’re in a privileged position.” Dr Rajan Prasad
Michelle van Gaalen Annie Wahl Group Manager Retail, New Zealand Post
Michelle was appointed to
the role of group manager, retail in 2006. From 2001 to 2003 she held the role of general manager strategic marketing at New Zealand Post before moving to Westpac Banking Corporation as general manager, marketing and products for three years. Before first joining New Zealand Post, she held management positions in Telecom and Bank of New Zealand as well as consultancy roles with PA Consulting (London). Michelle has a diverse background in servicesrelated industries in the disciplines of marketing, strategy, e-business, sales, and operations. She has also been a director on a number of boards, and currently sits on the Chamber Music NZ board. Skills Offered: Strategy; marketing; leadership. Current Community Involvement: Board member of Chamber Music NZ. Location: Auckland
Branch Manager, Waikato, Accident Compensation Corporation nnie has worked at ACC for the past nine years, starting as a case manager, then team manager and currently branch manager of the Waikato branch. She is responsible for ensuring ACC’s resources are effectively and efficiently used to provide the most advantageous delivery of services to those who have been seriously injured in New Zealand. She enjoys the varied challenges each day, and loves working with an enthusiastic and committed team of people. Prior to work at ACC, Annie had extensive experience working with people with intellectual disabilities, both in a residential setting then with IHC. Annie has a post-graduate Diploma of Management and is also a trained psychopaedic nurse. She enjoys keeping fit, so that she can keep up with her two fantastic sons. She is kept busy with sports, family life, enjoying great food and wine with friends and just all round having fun.
A
Skills Offered: Rehabilitation and case management knowledge and expertise; experience working with people with intellectual disabilities. Current Community Involvement: Liaising with Waikato / King Country community in her role as branch manager of ACC Waikato; involvement with children’s school activities.
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08
Wane Wharerau
Waitemata Police District Forensic Team Leader, New Zealand Police
Wane’s position of Wait-
emata Police District forensic team leader for the New Zealand Police is based at the Waitakere Police precinct. It’s a supervisory role for the 16-member Waitemata Police Forensic Unit. Wane is a sworn police-officer, with qualifications as a crime scene examiner through Auckland University, ESR and the police. The role entails keeping a brief on changing legislation and new technology; then ensuring best practice is developed and maintained contingent to these adjustments. Regular inter-agency meetings identify trends which in turn stimulate strategies to improve service delivery. Wane also monitors staff performance and training so that outputs are at best quality. While the focus is on the team – personal contact is most critical. Skills Offered: Governance; project management and administration. Current Community Involvement: Chair, Ngapuhi ki Waitemata; Trustee, Guardians of the Sea; Consultant, North Shore City Council and Waitakere City Council. Location: Auckland
Location: Hamilton
“My vision for Aotearoa – I’d like to see it as a dynamic, diverse, creative, rich nation which is at peace with itself. That’s my goal.” Chief Judge Joe Williams
“If we can foster leadership in communities, the end game is community leadership.” Dr Lesley McTurk
25
PROGRAMME SESSIONS
“Look at yourself with truth – because you belong to yourself and no one else.” - Mayor Bob Harvey
““I don’t aspire to any leadership philosophy, I just do what feels right.” Peri Drysdale
26
PROGRAMME SESSIONS
“It seems to me that when everyone is thinking the same, no one is thinking.” John Hinchcliff
“Don’t expect anyone to follow you if you don’t know where you are going.” Tony Nowell
27
supporting partner’s message
engaging leaders Tradition had it that the best chief executives in the not-for-profit (NFP) sector followed the approaches of their corporate sector counterparts. A recent study, including interviews with CEOs and boards in the NFP sector by global management consulting firm Hay Group, has convinced the consultancy that the best not-for-profit CEOs can teach the corporate sector much about leadership. Hay Group director Helen Scotts summarises the study’s findings.
Leaders within the NFP sector are operating in an increasingly challenging
and complex environment. There has been an increasing devolution of welfare services to NFPs by the Government coupled with decreasing funding from traditional sources. Philanthropy Australia reports that 30 percent of the NFP sector’s funding comes from the Government and less than 10 percent from household donations. The combined annual turnover of the sector in Australia is about $30 billion and is considered by many to be the country’s “third wave” of economic growth, after the corporate and government sectors. NFP management more than ever is about running a business. There are also increasing calls for more transparency and accountability within the sector. Gina Anderson, CEO, Philanthropy Australia, said in a recent address to the Asia-Pacific Centre for Philanthropy and Social Investment, that “donors expect much more engagement with the not-for-profit or community group. They want more communication, they want to know where the money is going; and not just into a big bucket but to a specific project or programme. Donors want to know the outcome.” This combined with other complexities such as a volunteer board, volunteer workforce and diverse stakeholders, requires extraordinary leadership to be successful. Because of its involvement in the sector, Hay Group decided to explore leadership behaviours that drive success and differentiate NFP leaders. The work resulted in a report “Engaging Leaders” which is the result of an 18-month study into NFP leadership. The study was based on in-depth interviews with CEOs and NFP leaders. It also involved a broader survey of leaders in the sector, seeking peer feedback on who stood out as impressive leaders in the sector and what differentiated these individuals. The findings aim to help CEOs and boards in developing and selecting existing and future NFP leaders. Engaging Leaders’ findings Certain behaviours and characteristics were found to be unique to the NFP sector – and critical to the success of an NFP CEO. While many NFP leaders demonstrated outstanding competencies, the most successful CEOs demonstrated a combination of the following four factors: • Personal alignment with the cause • Storytelling • Managing the external interface • Creating the freedom to lead. 28
Personal alignment with the cause Outstanding CEOs demonstrate a strong sense of “why we are here” and a personal connection to the cause. This guides their actions and decision making to align with the purpose of the organisation. They behave with a level of humility that clearly positions the cause as something greater than them and they make personal sacrifices or compromises in order to achieve a greater good. They are also able to harness their personal energy for the cause to connect with the diverse stakeholders they interact with and to unify and amplify their efforts. Specific characteristics demonstrated by the best NFP leaders in this area include: • Humility • Positive regard for all stakeholders. Example: In our research this was a factor very evident in many of the NFP leaders we interviewed. CEOs of disability services, health and welfare organisations spoke about the broader purpose of their organisation in a manner that clearly put the needs of the stakeholders and the organisation itself well before their own ego and personal agenda. Leaders nominated by their peers as outstanding leaders in this regard included Elaine Henry (The Smith Family) and Tim Costello (World Vision). Storytelling The most effective CEOs have a unique ability to “tell a story” that engages all stakeholders. This story brings to life the cause and purpose of the organisation and is communicated with genuineness, warmth and passion. The story helps to maintain the history and values of the organisation but also articulates a clear and compelling vision for the future. Characteristics that differentiate NFP leaders who are outstanding in “storytelling” include: • Use of emotion • Genuineness • Timing. Example: Though a few years ago now, a compelling example of this was evident in the approach of a CEO of a major NFP to media relations during the aftermath of the Asian tsunami. Through his ability to use his own emotion and using this with genuineness, he was able to engage the public in a deeper
supporting partner’s message
“The single most impo rtant facto r in being an outstanding o rganisational leader is building an outstanding leadership team.”
understanding of the human impact. Through timing the messages he was able to bring people along a journey of understanding and engagement leading to an overwhelming public response of support. Managing the external interface The most effective CEOs demonstrate leadership in their interactions with, and management of, the external environment. While all good CEOs are aware of the dynamics of their environment, the most outstanding NFP CEOs have a unique depth of understanding and use this insight for the benefit of the organisation. They develop and implement a range of techniques for gathering information to better understand the needs of various stakeholders and to keep abreast of activities in the broader operating environment. They use this information to engage with a wider audience, including other NFPs, government stakeholders and corporate partners, and to identify new sources of revenue and funding for initiatives. CEOs more able to navigate this complex environment are able to: • Understand and read stakeholders • Think about a broader operating environment • Demonstrate commercial savvy. Example: Lindsay McMillan was nominated by many of his peers in the Engaging Leaders study as a NFP leader demonstrating an outstanding ability to think and act beyond traditional boundaries. This was demonstrated in a number of ways within previous organisations he led, but in particular through his leadership of the NFP Leadership Summits. These Summits brought together private sector, public sector and NFP leaders to build the capability of leaders within the NFP sector and strengthen the sector itself. Creating the freedom to lead The most effective (corporate sector) CEOs step away from day-to-day management to lead the organisation. This is facilitated by two key factors: the quality of their management team and their relationship with the board. By comparison with their more typical peers in the NFP sector, outstanding CEOs manage these relationships to ensure they are freed up to lead the organisation. Behaviours that CEOs effective in this regard use more often than others include: • Making tough calls to ensure they have the right management team • Investing significant time building relationships with board members • Managing the politics.
Example: In our work with NFP leaders we believe this factor is one that many struggle to manage. In some cases leaders do not feel empowered to make the management decisions required to change members of their executive team. One well regarded CEO commented that her job required her to spend up to 30 percent of her time “managing the board” to allow her to make the decisions needed, in particular to build the strength of her leadership team. Further insights – The role of the executive team Since completing the Engaging Leaders research, work Hay Group is now undertaking with NFP CEOs and their executive teams further strengthens the finding that the most effective CEOs actively build a great top team. To be successful a leader must utilise the full capabilities of the leadership team, since the CEO role is simply too large and complex for any one individual. The lone ranger/ hero model of leadership of the past is no longer sustainable. Effective leadership involves a strategic organisation-wide agenda and connection with a broad network of stakeholders, not a functional or service specific approach. The single most important factor in being an outstanding organisational leader is building an outstanding leadership team. Engaging Leaders The findings of the Engaging Leaders study suggest the gap between the corporate and not-for-profit sectors is diminishing. In many ways the NFP sector demonstrates a more sophisticated and ‘connected’ approach to leading. The general requirements of leadership within the corporate environment all apply to the NFP sector. We believe the critical difference rests with the unique personal characteristics demonstrated by outstanding NFP leaders and documented through the study. Engaging Leaders provides a research based framework which highlights the unique behaviours demonstrated by outstanding leaders in the notfor-profit sector. As organisations and leaders are confronted with greater complexity, this framework provides insights into the characteristics that differentiate leaders who are able to rise to this challenge. Hay Group continues to work with and study the characteristics of leaders across sectors. In doing this we believe the key differentiating characteristics from this study help us shape leadership requirements for organisations of the future – in all sectors. 29
supporting partner’s message
leadership from the boardroom Influential leadership at a boardroom level is an important contributor to corporate culture and success. Boardworks International principal, Graeme Nahkies outlines the key attributes of effective external leaders.
‘Leadership’ has not been a term frequently used in relation to the governance
level of our organisations. Indeed, there are experienced directors who expound against the concept preferring instead the idea that leadership must come from the chief executive. As detailed analyses amply demonstrate, however, the lack of leadership at the board level has been the root cause of many of corporate failures1. This apparent divergence may be little more than a definitional issue. As long ago as 1977 Robert Greenleaf, originator of the concept of ‘servant leadership’, explained the importance of recognising that institutions need two types of leaders. The first type is ‘inside’ and fills the active, day-to-day leadership roles. The second is ‘outside’ the organisation but is intimately concerned with organisational achievement and, with the benefit of some detachment, oversees the active leaders2. Greenleaf referred to these ‘external’ leaders – board members – as the ‘trustees’, persons in whom ultimate trust is placed. The role of trustees, he said, “…provides a great opportunity for those who would serve and lead”3. The concept of ‘trusteeship’ at the board level is consistent with the constitutional position of a governing board and its legal fiduciary duties. In most situations ‘the buck’ stops with the board. For example, when tangible assets are involved, the board is legally responsible to all interested parties for their good use. Also, when there is conflict, the governing board is, in effect, the court of last resort. When the internal leadership fails to perform effectively, that also falls back on the board to resolve. While trustees (collectively) have authority and can use it if need be, they make their influence felt more by asking questions than by giving instructions. This underlines the need for effective individual as well as group leadership. For ‘trustees’ to provide effective leadership as individuals this means, for example: • Understanding the business and how to learn more about it. For example, what is its economic rationale (eg, how does it make a profit or a ‘surplus’)? What is happening in its operating environment? The ability to ask ‘strategic’ questions that help people understand what is happening or to see things in a different light is a leadership skill of inestimable value. • Having a bias towards the achievement of worthwhile outcomes. Many organisations survive by doing little more than muddling along. An effective 30
board member approaches the board’s work on the basis that it will advance the fulfilment of the organisation’s purpose and its delivery of worthwhile outcomes. • Being able to think about, and approach, governance related matters in ‘systems’ terms. Effective governance requires a board to take a ‘helicopter’ or ‘big picture’ perspective. Individuals must therefore be able to identify and understand the links between the component parts of the organisation’s ‘system’, to assess their performance and the impact of possible changes. • Understanding and focusing on the ‘soft stuff’. Effective boardroom leaders are often those who best understand and assist their colleagues to explore intangibles such as organisational purpose, culture, relationships, and motivation. These things are often difficult to define and measure but they go to the heart of whether an organisation will make a worthwhile contribution to its world and for its stakeholders. • Knowing their strengths and those of their fellow directors. This knowledge enables a board member to complement and build on the strengths of their colleagues and not be distracted by their (inevitable) weaknesses. • Contributing to an effective working relationship with ‘inside’ leaders. Boards and their chief executives are functionally interdependent; neither can succeed without effective performance from the other. Leading directors assist their boards to develop an effective partnership with their chief executive. Among individual directors the chair has a special leadership role. He or she does not simply preside over meetings, but must also serve directors as a group seeing that they govern with integrity and are influential in helping the organisation maintain consistent high-level performance towards a common purpose. Greenleaf’s conclusion that: “… no one step will more quickly raise the quality of the total society than a radical reconstruction of trustee bodies so that they are predominantly manned by able, dedicated servant-leaders”4 remains no less valid today. References: 1 See, for example, Malcolm S. Salter (2008). Innovation Corrupted: The Origins and Legacy of Enron’s Collapse. Cambridge, Mass. Harvard University Press. 2 Robert K Greenleaf (1977/1991) Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. New Jersey, Paulist Press. Page 40. 3 Greenleaf, op. cit. p.41.
4
Greenleaf, ibid.
supporting partner’s message
raising our aspirations Being immersed in the climate change debate for three days at an Australia/New Zealand conference gave Peter Kerridge, director of Kerridge & Partners and a Leadership New Zealand trustee, the opportunity to reflect upon the challenges that leaders in New Zealand, and around the world, need to embrace for our short and long term success.
The bold notion put forward by one of the speakers at the conference was that all the average New Zealander aspires to are the oft-quoted three Bs (the bach, the boat and the BMW). This left me and, no doubt, others at the conference gasping “God help us”, if this is our collective paradigm. Leading thinkers have long heralded a post-material age where society’s aspirations go beyond the shallow and greedy and move to new dimensions of achievement. These achievements, whilst arguably hard to define, are nonetheless more rewarding and nourishing to the individual concerned. If we are to move from the lamentable three Bs, we need to consider a new framework. This framework could shape our thinking and the way in which we assess our leaders in every part of society, be they business, political or community leaders or simply individuals whose leadership skills inspire. Let’s move forward and consider the three Cs. 1. Contribution 2. Community 3. Connectiveness Contribution Contribution is a dimension of leadership success founded on unconditional giving. Contribution is the sharing of skills, the coaching, the mentoring and the giving of one’s self to the development and betterment of others. Contribution is measured by those who are beneficiaries or customers of the leader. Leaders create leaders not followers. The ability to inspire must not be confused with charisma alone. Charisma has a role as we all know, but inspiration can be quiet and softly spoken. Leading by example, or providing unconditional support and trust, helps to build leaders. Recent research suggests that charisma does not correlate with the leader’s success, but may correlate well with their remuneration. Community This second dimension acknowledges the increasing awareness of the importance of community in everyday life. Businesses do not operate in isolation of
their communities; instead they operate with the blessing of their communities. Communities encompass families and wider family groups such as whanau. Communities underpin the very heart of our society, and through participation in sports, church groups, political groups, school communities and so on, the fabric of our world is strengthened. If corporate leadership builds skill, then community leadership builds character. Often community groups bring individuals from all walks of life to work together for a common goal. The contribution of the individual is measured by merit, the integrity of their leadership involvement and genuine effort. Connectiveness Scientists have long recognised the inter-connectiveness of the world’s eco systems. Religious leaders have long spoken of the illusion that many of us hold of being separate from others and the cosmos. And more recently, the internet revolution has transformed our ability to remain connected with people and ideas from around the world. Essential to an organisation’s future success or for that matter, a country’s success, will be the ability for different individuals to connect for a common goal, regardless of their background, ethnicity, religious views and so on. A country that can truly harness the abilities of all of its citizens and connect them together for the greater good will set an example for the rest of the world. Similarly, an organisation that can truly embrace the wisdom of its eldest workers with the commitment of new migrants, and the skills of other marginalised groups will be more resilient and reap the rewards this brings. So, as New Zealanders, let us look beyond the three Bs and begin seeing them as an anachronism. Let us raise our sights and look to the horizon as well as within ourselves to find the richer and more meaningful definition of leadership success. Leadership exists in conversations. I am delighted to be a Trustee of Leadership New Zealand – an organisation which brings leaders together from all parts of our society to engage in challenging debate. We are all richer for it. 31
supporting partner’s message
women in transition A recent New Zealand survey carried out by executive coaching company Alt ris identifies the needs of women in career t ransition. Douglas Lang, Directo r and Executive Coach of Alt ris, rep o rts on the findings.
There is a huge amount of latent talent within the workforce just waiting to be
released through supportive and inspiring leadership. And yet here we are in the 21st century – a time where we talk about Generation X, Generation Y, different needs, wants and expectations and we still appear to have a workforce that is underutilised and short on skilled and talented people. One of the reasons New Zealand has a skill shortage is the fact we have a pool of untapped potential in mothers who have either not returned to the workforce, or have returned to the workforce but in a role which doesn’t make full use of their capability. Primary research was recently carried out by leadership and personal coaching company Altris in the New Zealand market to find out more about what was actually happening. The purpose of the research was to answer the following questions: • What are transitioning women’s concerns and what support is currently provided to them? • What lessons can be learned from those who have transitioned well (or not)? • What can New Zealand business leaders learn and do to assist? Implications for business leaders The results of the survey of over 170 women identified four main areas where leaders can focus in responding to the needs of women in transition: 1. Communication • Encouraging early and regular dialogue between the organisation and transitioning women around expectations (of both parties). • Maintaining contact with women in transition so they are kept up to date with changes in the organisation while they are away from the workforce. It is important to deal with each case individually and to ascertain what level of communication is appropriate through discussion and check-in during the period of leave. • Discussion around flexible working options – what is available; what might be possible? 2. Planning • Many respondents felt working with their manager or HR person to put together a structured transition plan (for leaving and re-entering the organisation) would have helped them. • Early appointment of a replacement and sufficient time to do a good handover to/from the replacement. 3. Support • Visible support and understanding from management and team members is 32
extremely important in helping with transitioning back. • Providing access to an independent confidante or coach to discuss issues, concerns and establish goals for the initial period back at work. • Having a ‘buddy’ – a recently returned mother who could act as a mentor. 4. Information • Provision of parental leave / childcare information and information about flexible work options and policies. • Assisting the individual with keeping themselves up to date with changes in the organisation during parental leave. Recommendations If you are serious about retaining the female talent in your organisation, the survey recommends that you: • Talk early and often to women who are transitioning. • Agree on the kind and frequency of communication women would like while they are away. • Discuss mutual expectations. What do you (as their leader) require? What do they require? Look to agree as much as possible up front, but be aware that circumstances may change (on both sides) so it is important to remain flexible and open to change. • Plan for the handover to (and from) a replacement and for the individual’s transition out of (and back into) the organisation. Make time to work with the individual (and their replacement) to ‘work the plan’. • Put together relevant information (eg, about parental leave; flexible working options etc) in an easy-to-access format. • Allow sufficient time for discussions, planning and handover to happen. What next? At Altris we already have a number of ways in which we can support organisations and leaders that are looking to make full use of the talent that exists in women who are transitioning back into the workforce after having children. These include one-to-one coaching; group coaching; diversity workshops for leaders; and advice on the production of transition plans. We believe in making a difference to New Zealanders and, as a result, to New Zealand businesses. We believe in the inherent capability and desire of individuals to perform to a high standard and achieve great things, given the right conditions and support. We welcome the opportunity to work with fellow friends and sponsors of Leadership New Zealand in this capacity.
advisory trustee and speaker’s message
on
leadershipp
& elections A personal reflection by Waita kere Mayo r and veteran political campaigner Bo b Harvey.
Elections are where our political leaders are made; win or lose. I’ve been involved in elections for almost 40 years, mainly other people’s. In 1969 I was chosen by the New Zealand Labour Party to develop an election campaign for Norman Kirk, a train driver from Waimate South. Earlier that year I had attended an advertising conference in the United States and was excited by a masterful presentation on political advertising about Richard Nixon’s presidential campaign from a group of New York advertising men. I was impressed by the discipline and excitement they generated in American election campaigns. I had loathed the American involvement in Vietnam and was an avid anti-war campaigner. But there was something in American-style electioneering that was evocative and adrenalin pumping. With my Kiwi enthusiasm and a strong work folder I got an invitation to their agency in New York. I needed to know more. From that meeting in a board room 50 floors up New Zealand gained the political advertising campaigns that we see today. On my return I courted the Labour Party and with a small team at my fledgling advertising agency, persuaded them to try us on the 1969 election. It was to become the first integrated campaign of a major political party. To understand New Zealand in those days was to understand Soviet Russia. Everything was forbidden; including electioneering. It, like everything else, was controlled by the state. You couldn’t buy time on radio or television. Everything was subject to scrutiny and censorship. Election meetings were policed, and no music or treating was allowed. By that I mean having fun. Our campaign got rid of all of that by breaking every rule; developing slogans, music, and graphics. I introduced the environment, youth and anti-war to the campaign, bringing it all together in a split screen extravaganza. Political electioneering had arrived in New Zealand. I became a close confidante of New Zealand prime ministers and a respected advisor to many. It gave me my first close-up look at leadership; the pure, unselfish vision that some have and the venal self-interest of others. I became the guru of political advertising, the guy who knew and invented the change process from average politician to leader. I took the job seriously; why wouldn’t I? Here in a country that lacked leadership, lacked charismatic individuals prepared to stand up and be counted, and in a country that was also very male in attitude and structure. Politics was not for the weak or faint hearted, or for women. All of that would come in the future. New Zealand and its political system were dominated by men. Even the voting process was a male domain. Women, if they voted at all, voted the way
their men directed. The issues of politics were never the cult of the individual but of the endless sameness of housing, jobs, and education. Nothing else seemed to matter. In 1972, with researcher Paul Heylen, I developed New Zealand’s first political research polls. It was an uphill battle. But it showed there were other issues that mattered. I was personally inspired by environmental issues. I had worked as a strategic advisor on the ‘Save Lake Manapouri’ campaign and I instinctively believed the environment and green politics would be something to hang a vote on. I produced the first environmental ad, one I am enormously proud of, and it has set the tone for my life’s mission. And in 1992 when I stood for the mayoralty of Waitakere, it was the issue with which I would win not only that election, but subsequent polls for 16 years. The one thing I believe in life is to have a consistency of thought and the development of personal trust in your own beliefs which are far bigger than you and your own small world. In 1972 I was anticipating that green politics were global and also local. I remember a fearsome argument with Norman Kirk when he felt Labour was selling out to “splinter-group greenies”. The environment-focused ad was only ever approved because I convinced him a true leader spots a good idea and encompasses it within his or her mantle. I have worked with six New Zealand prime ministers, and although they are difficult to compare, there are certain attributes which I think have shone in the way some have managed crises, challenges and the mantle of leadership. Leadership needs a consistent and disciplined mind. A ragged, unnerving change signals dysfunction and brings about inevitable defeat at the polls. Of all the prime ministers I have worked closely with, Helen Clark is the most strategically astute. Leadership, local and international, rests easily on her shoulders as it does with Barack Obama in the United States. There is another sense of capability and capacity to understand issues, wider than the individual, and that to me epitomises leadership at its highest level. For those who aspire to be seen as leaders there is a lesson here. It is this. Find your own niche and own it dearly and deeply. In a challenging and desperate world, search for new signals. They are not easy to find. But when you do, make them yours. Become an expert. Write, think and speak that truth and never betray it. That is the mark of a 21st century leader. 33
book review
New Zealand Unleashed By: Steven Carden with Campbell Murray Published by: Random House
Think about it. Did any of those dozens of policy promises and images of a
future New Zealand delivered ad nauseam during the nation’s recent election campaign really resonate with you? Can you even remember them? Haven’t you heard them all before? Be honest. Do any of our political leaders ever offer a truly thoughtful, different, clearly articulated and compellingly reasoned vision of a truly positive future path for our country? Steven Carden is not, bless him, a politician. But many of them would benefit from dipping into his astonishingly good book, New Zealand Unleashed: the country, its future and the people who will get it there. Carden cleverly draws the strands of our history (Maori and European), cultural characteristics and global learnings from science and philosophy to weave a challenging tale of potential and possibilities for a nation willing to challenge and compete against the odds, which given recent events, have clearly been recast. If ever there was a point in time at which to reconsider our future, it is now. The world is now rethinking capitalism, the underpinning of its financial model and the politics and practice of institutionalised greed. Carden may not have foreseen the exact nature of the meltdown and its still evolving backlash, but his book could not be more timely or appropriate. He undoubtedly sensed the impact the excesses of the financial world would inevitably have. His writing reflects his understanding that something would give sooner or later. Now it has. In four parts, his book first addresses the question of why change seems so rampant today, why the future is so uncertain and why collectively these realities unnerve us. He explores three traits that fuel adaptability which successful societies have used, to cope with the complex and the unpredictable. New Zealand has, he writes, exhibited these traits in the past so what does that tell us about our ability to cope with change and uncertainty in the future? Finally, he tosses in a few ideas for a more adaptive New Zealand. His suggests how New Zealand might nurture the three traits to help build a stronger country in the future. How New Zealand should be? In his attempt to address this fundamental question he uses his undoubted research skills to draw a landscape, a Google Earth view of the world if you like, which highlights New Zealand’s place in it. His vivid, multidimensional picture illustrates where our nation has been, where it could go and it identifies the sorts of people who will take us there. 44
His journey delivers fascinating and relevant lessons, revealing pointers we might consider when contemplating the next steps in the direction our nation’s progress might take. The world, admits Carden, is awash with information and we are constantly compelled to gather even more. But don’t slip this piece of literature into that ‘just more information’ category. This is a gem, a clever and erudite analysis that slots together many pieces of our complex life puzzle into a fresh and provocative way of thinking. Carden tosses up options which our politicians and leaders should, but too often don’t, think about. If they do, they invariably proceed to reject or forget them for a variety of unfathomable reasons. On the other hand, he cautions us not to rely too much on governments. They don’t have a monopoly on ideas because they are not in the business of generating them. He concedes that the government’s role is as important today as ever. But, the mechanisms for coping with the rapid pace of change in an increasingly complex world will be determined “as much by ideas and attitudes of the New Zealand people as by any combination of government policies”. Changes to the ways in which we educate our kids, the relevance of immigration to New Zealand, the facts and fantasy of our No. 8 wire creative culture and the very special achievements of Maori are all ingredients in his recipe for looking at our place in the world past, present and future.
New Zealand Unleashed is an essential ingredient for any hearty dinner table discussion and leaves the participants feeling replete with exciting new options. Carden’s academic achievements and practical business background are both impeccable. He holds an MBA from Harvard Business School where he received a Knox Fellowship and was a Fulbright Scholar. He holds an LLB and a BA from Auckland University. He was an engagement manager at management consulting firm, McKinsey & Company in New Zealand and for three years before that he worked for the company’s New York office. He was also general manager of Auckland-based internet retailer, Flying Pig, and founded First Foundation, a non-profit organisation that provides New Zealand’s most talented but financially disadvantaged secondary school students with work, mentoring and funding from some of the nation’s largest companies. Steven Carden is now based in Auckland as group manager business development for PGG Wrightson. Reviewed by: Reg Birchfield
We only exist because of the generosity of others. Our sincere thanks to… Key Partners
Supporting Partners
Scholarship Partner
Event Partners
Programme Partners
Waitakere City Council for hosting the 2008 Programme Launch. New Zealand Post for hosting the May Dialogue Event.
Foodstuffs (Auckland) Ltd for hosting the March programme session. Jenni Broom and her team for hosting a visit to the RMS Refugee Resettlement Centre in March.
The ASB Community Trust and Simpl for hosting Alumni meetings.
Auckland Regional Council for co-hosting the April programme session.
Bell Gully for hosting post session drinks in May; the June Dialogue Event, the 2009 Auckland Information Session in September and the 2009 Programme Interviews in October.
ANZ National for hosting the May programme session in Wellington.
Foodstuffs (Auckland) Ltd, New Zealand Post, Bell Gully, Farmgate Wines and Production Associates for sponsoring the 2008 Leadership Week dinner. Standards New Zealand for hosting the 2009 Wellington Information Session in September. ACC for hosting 2009 Programme Interviews in October. New Zealand Post, Foodstuffs (Auckland) Ltd, Peter Raos, NZ Maritime Museum, Farmgate Wines, Production Associates, Bell Gully and Hay Group for sponsoring the Graduation Party in November.
Greg and Gerry Glover for the tour of their farm in Hamilton in June. DairyNZ for hosting the June programme session in Hamilton. Netball North Harbour for hosting part of the July retreat in Auckland. 3media Group and Maori Television for hosting the August programme session in Auckland. Ministry of Social Development for hosting the September programme session in Wellington. Hobsonville Land Company for hosting part of the November retreat in Auckland.
Event Speakers
Other contributions
Cameron Bagrie for speaking at the May Dialogue Event in Wellington.
The 2009 Leadership Programme selection panel: Tony Nowell, Jo Brosnahan, Frank Olsson, Neville Pulman, Jo Kelly-Moore, Maureen Crombie, Peter Kerridge, Cheryl Bowie, Elaine McCaw, Robyn Cormack and Sacha O’Dea.
Hamish Keith for speaking at the June Dialogue Event in Auckland. Rod Oram, Georgina Beyer, and Mayor Bob Harvey for speaking at the Leadership Week Dinner in August. Sir Douglas Graham, Mahe Drysdale and David McGregor for speaking and Taane Mete for performing at the Graduation Party in November. All of our programme speakers who have generously shared their leadership stories and thoughts with us (as outlined in the double page 2008 Programme overview)
Peter Kerridge, Jo Harrison and Anca Yallop from Kerridge & Partners for their assistance in the appointment of new LNZ staff. Reg Birchfield and Rewi Spraggon for their contribution to the 2008 Leadership Week Dinner. PricewaterhouseCoopers for providing us with accounting and financial assistance. Nic Dalton, DY Consulting Ltd for facilitating the Board Strategy sessions and preparing our strategy map. Reg Birchfield and the team at 3media Group, Fran Marshall, Gill Prentice, Sarah Lloydd for editing and publishing ‘Leaders’ and the 2008 Yearbook. David McGregor and Summer Deverall of Bell Gully for their legal support. All of our Trustees, Advisory Trustees and Funding Partners for their ongoing support and invaluable advice. All invited contributors to this Yearbook.
Key Partners ACC www.acc.co.nz
The ASB Community Trust www.asbcommunitytrust.co.nz
Bell Gully www.bellgully.co.nz
Foodstuffs www.foodstuffs.co.nz
New Zealand Post www.nzpost.co.nz
Raynish & Partners
Supporting Partners 3media Group www.3media.co.nz
Kerridge & Partners www.kerridgepartners.com
Hay Group www.haygroup.com
JR McKenzie Trust www.jrmckenzie.org.nz
Altris www.altris.co.nz
Boardworks International www.boardworksinternational.com