Strategic Summit Matters · Leadership Trends of 2016 2016 will be interesting because social media dominates our interactions. Much like the feminist movement, ... weren’t phones,

In this issueStrategic Summit Essence of Execution

Meet John Mattone Keynote Speaker

Interview with Mark Dewdney CEO PGG Wrightson

Emerging Leader Profile Nic Aitken, Red Bus

LeadershipApril 2016

Matters

NEW ZEALAND INSTITUTE OF MANAGEMENT

LEADERSHIPANDExecutive Education

Unrivalled leadership programmes crafted through global thinkingwww.peopleleaders.co.nzPeople Leaders is a division of New Zealand Institute of Management and Leadership.

Coming soon

John Mattone

Keynote SpeakerSTRATEGIC SUMMIT: ESSENCE OF EXECUTION

BEST SELLING AUTHOR

Friday 27 May 2016, Christchurch

onTHE WORLD’S #1 Authority

CORpORATE CULTURE & LEADERSHIp

http://www.peopleleaders.co.nz

www.nzimleadership.co.nz2 | April 2016 | Leadership Matters

CEO Perspective Winston Churchill famously once said...“However beautiful the strategy, you should occasionally look at the results”In this edition of Leadership Matters, we are focusing on strategy with particular interest in the essence of execution and the power of influence. We hear, so often, from our members and clients that the implementation and influence of their strategy are the stumbling blocks. It only takes a moment of reading articles from Forbes or Harvard to realise that in New Zealand, we are not alone in this.

The big question is why?

As we engage in the digital revolution we are all aware that our inability to adapt has the potential to be our downfall and many of us are committing resources to overcoming this. And yet, unintentionally, we limit our resources, when it comes to the implementation of our strategy. How can this be?

I know I can recall a number of great opportunities missed by lack of investment or by lack of fluidity in the tactical execution of a strategy. Although I now like to reflect on those events as great learning experiences, at the time I was just plain old frustrated at my own lack of responsiveness to my environment.

At NZIML, we looked at our role as a local authority on leadership and asked ourselves:

“How can we help our members and clients become more adaptable, more influential and improve the detail of their execution?”

The answer: invite an internationally acclaimed author, (also a globally-ranked leadership authority and world-class key note speaker) to share his ground-breaking research on why culture trumps strategy.

John Mattone is recognised as one of the worlds’ leaders on the enablement of strategy through culture. His research demonstrates the commercial value of a leader who is focused on creating and sustaining the right leadership and operating culture from ‘day-one’.

For the first time in New Zealand, John Mattone will take the stage, along with four exceptional strategists, who will share their insights, learnings and experiences at our People Leaders Executive Education Strategic Summit: Essence of Execution on 27 May in Christchurch. (See inside pages for further information).

I encourage you to join us as we take a giant step forward into a world where strategy meets culture and culture meets execution.

Another recommended read, in this edition, is the profile of Martin Aircraft Company; we are lifted ‘up, up and away,’ by their global thinking and the perseverance in their strategy.

One final thought ...

A good leader will create a strategy, An engaging leader will influence the strategy, A great leader will execute the strategy, A game-changer will do all three.

Enjoy the read,

Debra Buckley Chief Executive Officer, NZIML

In this issuePage No

2 CEO Welcome and Update

3 The Fashion of Leadership

4-5 Interview with CEO of PGG Wrightson

6-7 Martin Aircraft Company builds global market

8-9 Successful Strategy frameworks

10 What most people need from their top boss

11-14 Strategic Summit supplement: featuring John Mattone – World’s #1 Authority on Corporate Culture & Leadership

15 People Leaders Executive Education programmes

16 Professional Development benefits culture

17 Meet Emerging Leader, Nic Aitken

18 NZIML programmes (around the region)

23 Development Directory

24 Save the Date – Noteworthy Events

www.peopleleaders.co.nz3 | April 2016 | Leadership Matters

Insights

The Fashion of Leadership

Take as examples: The Burberry trench-coat of 1914, Chanel’s ‘little black dress’ of the 1920’s, the mini-skirt in 1965, the prevalence of ‘power-dressing’ in the 1980’s. The true love story for many women would be defined by shoes alone – and in current times exemplified by Jimmy Choo and Manolo Blahnik ‘fandom’ in the new millennium ...if we take the same journey through leadership and the style in which we connect would we see an equally identifiable pattern?

Leadership models over the past century are often identified by their hierarchical structure and sometimes ‘bureaucratic’ approach to managing people. With the benefit of hindsight, we can see a number of environmental factors which influenced these outcomes, including the effects of war, economic crisis and the industrial revolution. Each has played a significant role in the evolution of our leadership models.

If you were to reflect upon current trends of leadership vs. leadership styles of times gone by; what would it say about us and could we identify moments in leadership by an era, much like we can with wearable fashion?

The inclusion of women in the paid workforce as a result of WWI and progress made during the feminist movement of the 1960’s has impacted our fundamental views of leadership. At the same time as initial professional opportunities extended to women were limited to teaching, nursing and secretarial roles: professional roles as a leader were not even offered.

Jump forward to the mid-1980s and power dressing – a fashion style adopted by women attempting to establish their authority in a professional and political environment traditionally dominated by men. Although this almost sounds archaic, it is significant because we were building a new society of leadership within our organisations.

Whilst we may have dumped the shoulder-pads, suit and tie for more comfortable work attire, some would say we have not moved far enough in our style of leadership.

Science has provided us with a deeper understanding of human behaviour and our responsiveness to human interaction. In our current economic age this timely increase in our understanding helps us negotiate our way through a complex and competitive landscape driven by globalisation and a technological revolution.

Leadership Trends of 2016 2016 will be interesting because social media dominates our interactions. Much like the feminist movement, which was not rigidly structured or led by a single figure, this generation of leaders seeks to succeed using a ‘collaborate, culture and adaptive’ philosophy. Collaborative leadership first appeared in the mid 1990’s in response to the growth trends in public and private infrastructure and as millennials are now the largest generation in the workforce, culture must play a significant part.

COLLABORATE: Collaborative leadership is a management practice which engages people across a number of functions and organisational boundaries.

CULTURE: Culture based leadership is inclusive of workplace values, social responsibility and work-life integration. The additional attraction of professional development is a given in a culture based leadership environment.

ADApTIvE: Adaptive Leadership is a practical approach to leadership driven by the need to thrive in challenging times.

The globalisation of our information and speed at which we are facing change will drive leaders to increase their responsiveness and their ability to call on others for help. The relaxed look of baggy pants, tee-shirt and brogue’s may be the only point of comfort in 2016 for our leaders.

As the Bob Dylan hit intones; ‘The times they are a-changin’.


When we decided to run a series of CEO face to face interviews I am not 100% sure I knew just what an incredible experience it would be. Recently I had the pleasure of meeting a very humble kiwi leader. Mark Dewdney is the Chief Executive of PGG Wrightson. He is a farmer, a father and a leader in every sense of the word.

Talking Point – CEO to CEO

Talking PointInsightful conversations ‘from the front’

asset. PGW have a genuine commitment to the development of their people. Staff engagement survey results are on the rise and a good staff induction is part of their commitment to new staff. Structured mentoring and coaching are a given.

As our conversation has warmed up I jump into the tough leadership questions that relate to every business.

Mark Dewdney – Chief Executive, PGG WrightsonMark describes himself as an outdoor kid with a love of cricket, in fact – all sport. Growing up in a dairy factory house surrounded by farms, and attending a small country school, he believes was the foundation of who he is today and how he leads.

“You had to make your own fun. There weren’t phones, computers and the internet: so being outdoors was just how it was. We were the kind of kids who had to make our own fun”.

In asking Mark a question, I notice that he takes a pause before leaping into a response. He is very calming in his manner and by the time I complete this interview I will see that he is more than calm, he is reassuring by nature.

On completion of school Mark headed off to Waikato University to study Business Management. He wasn’t on a deliberate path to being a CEO, he was studying business because his Dad, the CEO of the Tatua Dairy Company thought it was a good idea. For Mark, Uni provided a very big additional benefit – cricket. The mention of the ‘game of gentlemen’ brings a childlike smile to Mark’s face. Following university his love for the game took him to the UK to be the overseas player in a team in the Surrey league.

“It wasn’t too long after that I realised that I wasn’t ever going to be good enough to make a living out of cricket, so after the English season was finished, I headed home to get a real job”.

That real job was at Tatua Dairy Company, in a dual marketing and accounting role. Mark describes it as “a small business, where everyone had to do their bit”, something he now views as a great experience. The only challenge in the job was that he was working for his Dad, and he didn’t want to be ‘locked in a box’ as an accountant this early on in his career.

Mark’s next career move was a shift to Auckland where he settled into a General Manager’s role for a family business. “There were a couple of hundred staff and I was very green. The first thing I had to learn was that a GM didn’t have to do everything to be good at the job. The second thing was that a good GM will admit if they get it wrong: these are two things I still live by today”.

Mark’s current position as CEO at PGG Wrightson is one of pride and privilege for Mark. The team is a whole lot bigger, with 2,200 staff, but the qualities of the leader remain stronger than ever. Mark is quick to mention the incredible team at PGW, their capability and ‘willingness to go further’ is where he sees PGW’s greatest

Mark Dewdney – Chief Executive, PGG Wrightson


8 on a Plate1) How would you now describe your

views on leadership, compared to your thoughts about this 5 years ago?

It’s not about doing or knowing everything, it’s about communicating, listening and creating the right environment so your people can achieve to the best of their own abilities in pursuit of the company goals.

2) How does your organisation drive a positive culture and what are the commercial gains?

We focus on communication and making people feel valued and safe. Within this environment staff give it their best every day.

3) Are there common traits you look for in great leaders when looking to appoint or promote someone to your team?

It’s all about the right behaviours, we look for people who are calm, open, resilient, courageous and never arrogant.

4) How do you see the strengths in your leadership teams changing in the next two years and how would you drive that?

We will need to increase our sense of urgency.

5) If you were to ask your people to make one change in 2016 in relation to leadership, what would it be and how would you see it making a difference?

To push their thinking beyond the current business cycle. Ask, what will our business look like ..?

6) What are the most common questions your leaders ask you about leadership?

There is no common thread, it is more often advice around a situation they are dealing with, and I am a sounding board.

7) We hear so much about the importance of diversity and equality in the workplace ... what can we be doing as leaders to play our part in making these changes?

In my view diversity is much more about experience and thinking than it is about gender and race. Look to ensure your team is made up of people with different experiences who are prepared to challenge – that is diversity.

8) Vision, values, strategy, education, experience and results. Can you put these in an order that fits your leadership style?

Values, Experience, Vision, Strategy, Results & Education. Vision gets people on the bus and experience gives you confidence in making decisions.

9) Final word ...

Put your people first, and don’t say it if you don’t mean it.

Mark Dewdney – Chief Executive, PGG Wrightson talks to Julian Daly, GM Strategy & Corporate Affairs (sitting) and Peter Scott, CFO

Mark Dewdney Leadership Lessons• Live by your values

• Keep it real and put all your energy into whatever you do

• Focus on attitude as much as ability

• People development is a cost, until you see it as an investment

• Know what you stand for, share the cause

• Humility, and consistency of behaviour, are not optional

• Be the gatekeeper of culture, let your people be the owner

Mark Dewdney is a humble leader, if you have the opportunity to spend a few minutes with him you will leave thinking, what a great guy. If you have the opportunity to work with Mark you will leave thinking what a great leader ...

Mark, thank you for your honesty and generosity. Your humility and transparency are a leadership lesson for us all.

Interview by Debra Buckley.


Company Member Feature

Hunger motivates an innovative local company’s thrust to discover brave new global markets

How do you build a global market strategy out of Christchurch, New Zealand?

One of the first obstacles we had to overcome and are still overcoming is brand awareness. While the Martin Jetpack has had a core group of followers for years, these have been mostly Jetpack enthusiasts based in New Zealand. For the remainder of the market, the Jetpack has remained a pipe dream and we needed to show the market that not only has the dream become a reality: it has become a reality to the extent that there are now a number of practical applications for the Jetpack. For the past year we have been attending international trade shows, air shows and expositions

Peter Coker, Chief Executive and Managing Director of Martin Aircraft Company discussed with NZIML what he has learned in recent years about leading a team in ways that align the Martin Jetpack unique selling points (USP) with its global marketing niches. Peter’s people leadership is effectively addressing the many and varied challenges associated with significant sudden growth during a commercialisation process, including building a brand, broadening an audience and embracing the benefits enabled by disruptive technologies.

to raise awareness of the Jetpack and demonstrate its potential capabilities.

Another major factor to consider for companies based in New Zealand is the distance to market. This is important both from a logistical point of view and financially. It requires a deep understanding of differing cultures and approaches to marketing and it is imperative to find the correct partners with which to work. The operational context of where we show the Jetpack has to align fully with our USPs and market niche.

How do you get your people to think globally?

New Zealand is not really at the ‘centre’ of any regional trading environment, so

immediately this creates a ‘peripheral’ mind set in people. The security and ease of business that is offered within the domestic market provides comfort to SMEs to the extent that they consider growth beyond such a market as ‘too difficult’. You need to create a hunger within a company to grow in a way that means stepping outside this way of thinking. We have achieved this by establishing ourselves as a global company right from the start of commercialisation. This doesn’t mean you are not a New Zealand Company or that you abandon the New Zealand way of business but it does mean that you consider everything you do from a global point of view.

Such a focus can be as simple as removing any differences in company policies between domestic and international markets. Alternatively, it could be based upon exchange rate policy for the company, ensuring contact numbers include the New Zealand country dialling code, or including the language of the potential customer on business cards.

Upon reflection what has been the organisation’s biggest learning over the past three years?

From a global perspective it has taken time for some people within the organisation to grasp the fact that New Zealand products are not necessarily well known outside of the country. Bringing a new disruptive technology to a global market requires disruptive marketing. But it is unusual for New Zealand companies to take such an aggressive approach.

The Martin Jetpack is airborne.


We do need to recognise that bringing a new product to market starts with the customer ‘not knowing what he doesn’t know’. This is often followed by a period of reflection and the emergence of understanding. This does not happen by just ‘parachuting’ into a country, giving a few briefings, having a few meetings and flying back out again. It is about gaining the trust of the customer within the culture of the environment. Having ‘feet on the ground’, whether it be employees, trusted agents or consultants, is a must for New Zealand companies wanting to embrace a global strategy.

It is also worth remembering when you are marketing a new technology that budget cycles, particularly for government agencies, are often on a three-year cycle for capital expenditure. Therefore, flexibility around the business model to access the operating budget often provides an earlier win.

What limits the business – e.g. culture, communication, the rapid rate of growth, resources etc?

Interestingly, about a third of our company are non-New Zealanders and this diverse culture helps us focus as a global company. Although such diversity does create some challenges, we prefer to focus on the unique opportunities that it provides as each culture brings with it a different way of thinking. For a disruptive technology company this ensures we are constantly testing our thinking from different angles.

Another factor is that we are spread across a number of different sites due to the rapid growth rate of the company and the need for any number of employees to be off shore on

Peter Coker, CEO and Managing Director, Martin Aircraft Company

Whether you are an aviation enthusiast or have a professional interest in the work of a fascinating local company with a global outlook: you can find out more about the growth trajectory of Martin Aircraft Company by visiting their website at www.martinjetpack.com

“Bringing a new disruptive technology to a global market requires

disruptive marketing.”

a regular basis. This brings greater challenges to ensure consistent communication, particularly as many areas of the business are constantly changing. But the key is ensuring the managers remain alive to these constant challenges and keep their teams focussed on using this to create success.

How do you be a market leader in innovation and lead rapid change?

We follow a disruptive innovation path using the principles of duality. This innovation revolves not only around the product but also around the business model. What makes this exciting for Martin Aircraft Company is that with an unknown market and unknown product it is a matter of whether the market drives the product or the product drives the market. This means that to remain as a disruptive innovation company we need to structure our business to create the duality required between engineering and marketing.

We also adopt the lowest energy level principle of market penetration. This means that by getting an early product to market the customer actually becomes the decider of future capability requirements through embracing the present technology. In a way we seek to be different rather than better. The other area that has a marked effect is that of fast response. Many things affect production, promotion, realisation of technology or business structures. Accepting that these will change creates a mind set that embraces the necessary adjustments in a rapidly changing technology market.

http://www.martinjetpack.com


Learning & Development

Successful Strategy

A Fortune 500 cover story from 1999 shares information that nine out of ten organisations fail to implement their strategic plan for many reasons:• 60% of organisations didn’t link strategy

to budgeting

• 75% of organisations don’t link employee incentives to strategy

• 86% of managers spend less than one hour per month discussing strategy

• 95% of a typical workforce don’t understand the strategy of their organisation

While I am confident we have moved our behaviour on a couple of strategic initiatives, there is still room for improvement.

If the strategic plan of your organisation addresses why and what your business is about, then who, where, when and how could all be described as the implementation and influence of your strategy.

Implementation and Influence are the two ‘I’s’ required to make a ‘we’ in strategy. These two elements have never been more crucial to a leader of strategy; engaging your people in ownership and setting measures around implementation are the key drivers in a world of rapid change.

FrameworksStrategy has been at the forefront of many business decisions for a number of years and there are a number of very successful strategic models, Porters Five Forces, Michael McKinsey 7 S Framework and the PESTLE Framework have been accessed globally by many sectors and organisations.

Implementation is the process part of your strategy. It turns your objectives or goals into action and results, or at least, that’s the intention.

A framework provides a great starting point and something to hang an idea on. You may need to review the model when it comes to the execution.

The 3Cs Model developed by Kenichi Ohmae, a Japanese organisational theorist and management consultant, shares three very simple steps, each one significant in the execution of a strategy:

1. The Customer

2. The Competitors

3. The Corporation

Only by integrating these three, a sustained competitive advantage can exist. Ohmae refers to these key factors as ‘the three Cs’ or a strategic triangle.

There is also a new 3Cs model emerging which centres on sustainability. This model is:

1. Capability

2. Consistency

3. Cultivation

At NZIML we feel there is also room to add three more Cs when you are able to focus on your ability to be truly adaptable as a strategic tactician.

1. Communication

2. Culture

3. Change

Customer

Competitors

Corporation

Capability

Consistency

Cultivation

Communication

Culture

Change


If you can start with why the market is driving you to change and how a great culture can support that, you have a much greater chance of successful communication.

The capability of your people will drive consistency with your customers and that will support the organisation as you strive to cultivate a tribal following.

The corporation will then be functioning with a decisive edge, out-stripping their competitors, gaining more customers and increasing market share.

Implementation LeadershipEffectively implementing strategy can be a source of competitive advantage and implementing strategy is not just the role of the leader. It is pivotal to their job and also a part of everyone’s contribution in a team. Much like riding a bike, once you gain momentum you can increase your pace.

If you are gaining traction – check the implementation of your strategy.

To make a strategy work, you need to ensure you have the right climate within your organisation. The climate refers to the internal environment (culture), capability of individuals and organisational structure and resource efficiency. All these factors play a significant role in your ability to implement or execute your strategy. Interestingly, the environment is often the last consideration with more focus being placed on external factors such as marketing and the budget.

The relationship between strategy and structure can be thought of in terms of utilising structure to produce an outcome or result. The point where issues can arise is when a structure review is instigated part-way through the strategic execution, often driven by lack of results or performance.

The starting point for an environment check:

1) How will each business unit contribute to the implementation of our strategy?

2) How will the business units come together and on what projects?

3) How can we review the capability of our people?

4) What does history in our business tell us?

5) What does our culture reflect in terms of teamwork?

If you feel like you’re not gaining traction, check the implementation of your strategy.

“Culture eats strategy”

– Peter Drucker


Insights

What do People Most Need From Their Top Boss?

The answer to the question may require a rather large number of deductions. Before you leap into action and throw on your trench coat and draw your pipe, you may like to apply a little 2016 common sense.

Deductions:• Remove openly negative talk about the

situation and focus on the solution

• Stop closing your office door

• Try not to save the world

• Don’t start to rationalise your intuition

It is instinctive that we are drawn to maturity in a leader and it is part of human nature that we align ourselves with the ‘hunter’ who appears the most successful. If you stop trusting your intuition and only rely on disciplines such as analysis, you may become more of a ‘diagnosis leader’ than a ‘solution focused leader’.

Mature leaders align themselves with the strategic direction of their organisation and build credibility through honest reflection and practice. A tough challenge for any leader is that pressure is often driven down from the top at the same time as your team are pushing up from below – which can leave you feeling ‘like a square peg in a round hole’.

To relieve the squeeze, you need to remind yourself that a great mind is only great if you remember to use it. A simple approach, such as spending time walking through the office or on the shop floor, can be an excellent way to gather critical information, without unnecessary ‘CEO fanfare’.

‘Elementary my dear Watson ...’ is a favourite line from Conan-Doyle’s famous detective Sherlock Holmes to his assistant, Dr. Watson, when explaining deductions he had made.

Additions:✓ Make high quality decisions

✓ Ask great questions and listen with purpose

✓ Communicate with intention every day

✓ Be adaptable and fluid in your thinking

✓ Be mindful of what it feels like to have decisions made for you

If you have been promoted by one of the two ‘T’s’: Tenure or Technical ability - you may feel like you have missed a leadership step. Professional development is an

important part of every executive’s success plan. Observation, networking, reading and research will take you much further than pulling out the spyglass to ensure you know exactly what your people are seeking.

Leadership is a tough and rewarding gig on any day of the week. You don’t always need to close the day saying ...

“good thing we won today.”

Aim to close the day saying ... “what did we learn today?” It is often all most people need to hear.

Debra Buckley Chief Executive Officer, NZIML


Strategic SummitEssence of Execution

27 May 2016, Air Force Museum, Christchurch Executive Education

Featuring

John Mattone International Leadership AuthorityAlison Barrass Chief Executive Offi cer, Griffi n’s Foods

Melissa Clark-Reynolds ONZM Professional Company Director & Digital Strategist

Bryan Peterson General Manager International Sales, Fisher & Paykel Healthcare

Greg Smith General Manager Australia / New Zealand, Icebreaker

Summit Supplement

For the first time in New Zealand, John Mattone, world renowned leadership authority will be the keynote

speaker at the People Leaders Executive Education Summit, on Friday 27 May, Christchurch.

John explores:• The connection between strategy and culture

• Unlocking your leadership potential• How to identify and develop your future

Register today at www.peopleleaders.co.nz/strategicmanagement

Strategic Summit: Essence of Execution

This presentation is for leaders and future leaders who believe creating a compelling and winning culture will

drive operational results.

Summit Supplement

http://www.peopleleaders.co.nz/strategicmanagement

http://www.peopleleaders.co.nz/strategicmanagement

Summit Supplement

Keynote Speaker: John Mattone

BiographyJohn Mattone is widely acknowledged as one the world’s leading authorities on leadership, talent and culture. He advises Fortune 1000 CEO’s and senior leadership teams on how to create and sustain a leadership and talent culture that drives superior operating results.

John is a powerfully engaging, internationally-acclaimed keynote speaker and top-ranked CEO executive coach. If you Google the 30 top leadership gurus of 2015, you’ll find John Mattone at number 1 for corporate culture and leadership. He was nominated for the prestigious 2013 Thinkers50 Leadership Award, which recognises the global thinker who has contributed most significantly to our understanding of leadership over the last two years. He was named to the Thinkers50 “Guru Radar” in 2011 and 2013, which recognises the world’s fastest rising stars in the fields of leadership and management thinking. He is also currently recognised by HR.com and Warren Bennis’ Leadership Excellence Magazine as one of the world’s top independent leadership consultants, executive coaches, and speakers. John is one of nine executive coaches in the world who have been awarded the coveted

Introducing

John Mattone

Master Corporate Executive Coach (MCEC) certification from the Association of Corporate Executive Coaches.

John is the author of seven books, including two recent best-sellers and he is now writing his next release, Cultural Transformations: Lessons of Leadership & Corporate Reinvention from the C-Suite Elite (Wiley, 2016). John is the co-author of one of the most respected studies of leadership and talent development in the world, The Trends in Leadership Development and Talent Management, which is published bi-annually by Pearson. John was recently appointed Distinguished Senior Fellow of one of the leading business schools in the world, the Hult International Business School and he is the host of his own show, The CEO Magazine’s C-Suite Coaching Show.

John Mattone’s work has been featured by The Wall Street Journal, Fast Company, Businessweek, Inc. Magazine, MarketWatch, The Huffington Post, The CEO Magazine, ChiefExecutive.net, CLO Magazine, CIO Magazine, The Globe and Mail, Harvard Business Review, and many other respected global news outlets. John Mattone and his work have also been the subject of a 30-minute documentary produced by PBS.

John has over 30 years experience in the fields of executive development, leadership and talent development, human capital

management, as an entrepreneur who has built two successful human capital consulting firms, as the President of a multi-million dollar leadership consulting firm, and as a leading researcher and author known throughout the Fortune 500 as a cutting edge thinker in the area of trends in executive development and developing high-potential and emerging leaders.

John is the founder and CEO of John Mattone-Global. Prior to this, John was the President of one of the top leadership consulting firms in the world, Executive Development Associates, Inc., (EDA) and prior to EDA he was the Vice President of Assessments for Linkage, Inc. Prior to Linkage, John was the Vice President of Sales for Drake Beam Morin, the global career and outplacement firm. Before joining DBM, John spent 10 years building his first successful consulting firm, Human Resources International.

BEST SELLING AUTHOR

Friday 27 May 2016, Christchurch


onTHE WORLD’S #1 Authority

CORpORATE CULTURE & LEADERSHIp

Summit Supplement

This is a powerful day of professional development and will create a positive impact on you and your business.

Discover how increasing the intensity of your strategic execution can propel your business

Create a new strategy for marketing your business and learn how to invest with confidence

Build a culture in your organisation that is sustainable beyond your next big idea

Invite your senior managers and direct reports and gain agreed momentum

Reward your clients with an incredible day of education and global thinking


Bringing the world of leadership to you ...

This unmissable education experience will feature presentations by four global thinking leaders: Alison Barrass Chief Executive Officer, Griffin’s Foods

Melissa Clark-Reynolds ONZM Professional Company Director & Digital StrategistBryan Peterson General Manager – International Sales, Fisher & Paykel Healthcare

Greg Smith General Manager Australia / New Zealand, Icebreaker

Join us and gain:• Insight into how strategy and execution are crucial to the currency of your business

• A framework to build a company culture that will increase the effectiveness in your strategic execution• Knowledge of multi-level marketing, to drive strategic engagement and increase commercial success

• Increase your ability to encourage innovation and proficiency• Align your thinking, your strategy, your marketing and your culture

An opportunity to connect with presenters of this calibre doesn’t happen every day!

27 May will be a day people are talking about for the rest of 2016. Join them at this exclusive People Leaders event.

Register Now: The first 50 registrations will receive a copy of John’s best seller: Intelligent Leadership


People Leaders – Senior Management Programmes

Operational LeadershipAuckland 17 – 19 August 2016

Operational Leadership exposes senior managers to key competencies of operational leadership, transforming strategic priorities into operational plans through clear communication, ownership, process and measures.

Through this programme you will learn the art and science of effective decision making.

Who is right for this programme?Applications are encouraged from senior managers who lead change and who direct contractors, operations and projects to deadlines.

They will be exposed to a global perspective on operational leadership practice.

Leadership PsychologyHanmer Springs 14 – 16 June 2016

Auckland 10 – 12 August 2016

Leadership Psychology is an innovative cross-disciplinary programme. It integrates the study and practice of positive leadership and organisational systems with the fundamentals of human psychology, to create a 21st century approach to executive leadership.

Building resilience is fundamental because we live in a world of rapid change.

Who is right for this programme?This programme will suit all senior managers who are looking to build their self-awareness as a leader, increase their ability to demonstrate resilience and build a positive work culture.

Business Process ManagementAuckland 20 – 22 June 2016

Hanmer Springs 14 – 16 September 2016

Business in all industries and services benefits from effective business process management. It will provide you with the tools to identify and pre-empt issues and reduce re-work: enabling you to embed good processes from the start – reducing incidences of failure.

This programme provides a new way of thinking and performing within your organisation.

Who is right for this programme?This programme is pivotal for strong, visionary, operational leaders who are exposed to service industries or supply chain, procurement management or finance management.

To enrol and secure your place go to www.peopleleaders.co.nz or call 0800 287 246

Executive Education

Professional Development EducationWe are a market leader in professional development. We excel in the advancement of your people and the development of people capability. Every programme is developed with your business and commercial success at the forefront of our thinking. We know leadership education.



People Leaders – Emerging Leader Scholarships

So, what’s your story?

After leaving school I didn’t really know what I wanted to do for a job but had an interest in cars and took the opportunity to participate in an automotive pre-trade course. I enjoyed this so much I went on to complete an automotive apprenticeship.

Before I got too comfortable, the small Christchurch garage that got me started closed down, although fortunately I was, by this time, sufficiently inspired to try to make more of myself and was successful in being appointed as a Diesel Mechanic at Red Bus company. From here I could see the opportunities in front of me.

I completed a second apprenticeship as a heavy diesel mechanic and gained supervisory experience in the workshop with the result that I was promoted to the role of Workshop Foreman soon after completing my apprenticeship. At this time, I chose to complete a Business Management certificate, rather than continue on the Mechanical qualification pathway, as this was more in line with where I could see my future heading. This was completed late 2013 and in February 2014 I was promoted to Workshop Manager leading a team of 20+ staff in charge of the fleet maintenance from refuelling and grooming, to workshop repairs and maintenance.

Why did you sign up for this scholarship – what do you expect to achieve?

The course was suggested to me by my

Participant interview Nic Aitken Workshop Manager, Red Bus Ltd manager; the CE of Red Bus. He has been

very supportive in my development so I jumped at the opportunity.

I recently completed stage 1 of Four Quadrant Leadership and will complete stage 2 next. I expect that this scholarship, combined with the Four Quadrant training should help me towards making the best leader of myself that I can.

I am participating to build my confidence and skills in order to become a more productive leader.

What do you believe are your strengths?

I’m confident I’m growing as a manager, however I also understand that I still have a lot to learn. My knowledge and experience in the automotive industry is definitely my strength: it’s what I know and has not only been a career for me, but a lasting interest of mine. As I grow as a manager, I may be led in a new direction as I am open to whatever the future holds.

Can you name a person who has had a tremendous impact on you as an emerging leader, perhaps as a mentor to you? Why and how did this person impact your life?

A previous Workshop Manager, Peter Hartshorne saw something in me and played a big part in coaching me. I think I had the ability to eventually get to where I am but as I was still relatively young he helped push and guide me to where I needed to go. Subsequently, our CE and other management staff have been very supportive in contributing to my development, too.

This experience has had a large impact on my life I feel like I have made something of myself, by pushing myself beyond where I ever thought possible. I now have a great career ahead of me, a number of qualifications behind me, a loving wife and an 8 month old daughter whom I am able to support and look forward to going home to, at the end of the day.

What do you think are the most important values a leader demonstrates?

Personality matters. Staff don’t work well for someone who shouts and distances themselves from the team; instead get to know them, ask them how they are ... if they enjoyed their weekend...etc. Remember they are people too and by showing respect you get it in return.

Communication is important too. I think it pays to get involved and ensure that your staff have sufficient information to make informed decisions and that they know you are available if they need any advice or support.

Development is possible for everyone. While developing yourself don’t forget to encourage your staff to better themselves too.

For more information about our emerging leaders and the scholarships, visit www.peopleleaders.co.nz/emergingleaders

Find out more about Red Bus Ltd at www.redbus.co.nz

Being adaptable and being willing to support – and be supported: contributes to becoming an authentic leader.

Emerging Leaders Scholarship Recipients #001 – 011

#011 Olivia Pinnell #005 Daniel Laming #003 Georgia Allen #002 James Bryan #008 Jessica Craighead

#010 Belinda Skinner #001 Lauren Chatterton #007 Robin Waters #004 Ria Chapman #006 Sam Bailey #009 Nic Aitken

http://www.peopleleaders.co.nz/emergingleaders


http://www.redbus.co.nz


People Leaders – Emerging Leader Scholarships

When money is tight and the need for output is high: professional development training can often end up ‘on the cutting-room floor’ of your finance teams’ office.

The Benefit of Professional Developmenton your workplace

Emerging Leaders ScholarshipDevelopment through an Emerging Leaders Scholarship is valued at $5000 + and includes:• Emerge Capability Assessment • 6 days of professional development • One-to-one consultation • Leadership webinars • Career mapping • Graduation ceremony.

Discover your natural leadership strengths and expand your horizons through our Emerge Capability Assessment

The Emerge Assessment system examines eight key results areas:

1. Vision 2. Empowerment of others 3. Environment 4. Contribution 5. Focus 6. Strategy 7. Commercial acumen 8. Self-awareness.This unique scholarship opportunity is designed for emerging leaders under 35 years of age.Conditions apply.

Apply at www.peopleleaders.co.nz/emergingleaders

Before you run out and ask for ‘another take’ you might like to prepare yourself and meet the challenge head-on. Since the year 2000, workplace training has grown at a faster rate than other forms of tertiary education and training. In 2004 and 2009 there were workplace studies, completed by the New Zealand Department of Labour to research the impact of workplace training. They concluded that employee turnover, workplace culture and productivity were top reasons justifying professional development expenditure. Deloitte Human Capital Trends of 2015 reported learning and development as one of the most pressing business and talent issues facing survey respondents. 39% of participants assessed it as ‘very important’, (effectively three times more than the prior year’s percentage results).

Faced with a number of talent gaps, there is a massive need for developing the capability of Millennial employees in areas such as engagement techniques, effective communication and building a positive culture from the foundations up.

Where can you start and how can we help?• Redesign the learning experience and build a strategy for the long-term by focusing

on workplace culture as an output

• Assess your current programme and ensure it is culture and communication focused with an emphasis on individual development

• Reinvent your measures and capability development from the outside in, let your customers notice the difference and increase the retention of your key people

• Become the Chief Learning Officer and elevate a leadership development culture in your organisation

The Emerging Leaders programme is a multi-faceted learning experience that includes a number of core capabilities and arms leaders of the future with a global business perspective and competitive advantage. The programme is heavily focused on the benefits of a positive leadership culture and the benefits of self-awareness as a leader.

People development has become an increasing priority and the need for a leadership pipeline will become a business-critical agenda item. Act today and build a vision for professional development that touches every employee and provides your organisation with a response to a significant business issue.Ref: Deloitte Global Human Capital trends 2015




Connect Luncheon Series

Westland Milk Products Nicky Cooper Training and Development Advisor

Managing youthful expectation is a benefit of a clearly defined road map to success, ensuring achievable measured steps within this long established business. With considerable movement of staff between manufacturing process and departments, the company invests in multi-layered learning opportunities, including one-to-one coaching, which is paying dividends in terms of supporting staff to grow and add value to the teams they lead. Underpinning this cross-functional focus, is a culture of supportive professional development. Employees believe in the value of training, are adaptable to their changing environment and are willing to share learnings with colleagues.

Ravensdown Limited Ritchie Legge HR Manager

For some time, Ravensdown Ltd has provided every staff member with a minimum 4 days professional development training each year, primarily focussed on technical expertise and compliance knowledge. Changes underway include monthly discussions between staff and managers, to provide greater responsiveness as well as contributing to more meaningful annual appraisals. To meet the needs of a 650 strong workforce, Ritchie is investigating software designed to support talent development, one-to-one coaching and he has placed six future leaders on the ‘Emerging Leader’ programme. He has the expectation that communal interaction with best practise will

have the team ‘speaking the same language’ early. He is confident this experience will help fast-track their careers and create a healthy new dynamic: continuing building on the strengths of their amazing staff.

Isaac Construction Limited Arlee Folkers Group Chief Financial Officer

Arlee conveyed the need to manage managers’ expectations as well as other team members, to develop diversity through establishing collaborative working relationships. This ensured employee needs were identified and potential fully realised. She described a process of changing mind-sets by peeling back the layers, as often there were underlying needs that had to be addressed; in order to reach more strategic company goals. Once these were disclosed, team members could more clearly see their way to a greater contribution- sometimes surprising even those closest to them.

Smith McCoy Alford Craig McCoy Director

As the leader of a smaller team, Craig outlined the advantages of being operationally agile and harnessing the versatility of his team members. Developing his people has required that he entrust them with challenges that stretch them, empowering them to concentrate on growing their client’s business, with his primary role being to build their capability as good advisors in the field and to be good leaders. He leverages this as a tangible, competitive point of difference from traditional accountancy operations.

Want to knoW What’s Working?

“The company achieves what the staff actually value ...”– Westland Milk Products

“Increasing access to opportunities for self improvement reveals hidden capacity and values every employee.”– Isaac Construction Limited

“Technology has been a game changer in the accounting space. By design, the contribution our people make reaches beyond technical competency to adding value through their business knowledge and by being good leaders.”– Smith McCoy Alford

“You have to first develop your people to lead people ...”– Ravensdown Limited

At our most recent event, a panel of significant employers and managers shared insights about how they plan professional development in their company and how they choose to invest in building the capability of their people.

Keep an eye out for our email updates or visit our website for announcements of future luncheon speakers. Join us for the next in our series of luncheon presentations designed to inform and refresh our corporate members interested in developing their team members, or call us to find out more 03 379 2302.

Part of our

of presentations

In a nutshell

Learning and Development LunchIn our Connect Series of learning and development luncheons, experienced practitioners share interesting nuggets of practical knowledge.


NZIML Programmes


LEADERSHIPANDEssential SkillsChristchurch 1 – 3 June 2016 10 – 12 August 2016 10 – 12 October 2016

Invercargill 21 – 22 June 2016

Engage in interactive learning, discover your strengths and grow as a leader through this practical and comprehensive programme, specifically designed to develop the leaders of the future. The core skills of leadership are explored and expanded in this substantial leadership programme. Learn to influence, engage, support and manage people in the workplace.

Who is right for this programme?This programme welcomes newly appointed or current supervisors and team leaders with a desire to increase their confidence as a people leader.

Building Effective Teams

Christchurch 21 – 22 April 2016 21 – 22 June 2016 31 August – 1 September 2016 8 – 9 November 2016

Invercargill 16 May 2016

Engage in this interactive programme crafted to expand personal styles of leadership and increase responsiveness towards others. This comprehensive programme is specifically designed to support positive and constructive leaders, learning how to observe group behaviours, leverage communication and deal with conflict.

Who is right for this programme?Building Effective Teams is for supervisors and team leaders who wish to empower others, develop cohesive and constructive work teams and develop productive work environments.

Productivity and Performance Christchurch 16 – 17 May 2016 27 – 28 July 2016 26 – 27 September 2016 28 – 29 November 2016

This programme provides participants with a commercial understanding of operational effectiveness and how to improve productivity, whilst building strong teams. It supports those in a client facing role, delivering high quality interactions and building a leader’s responsiveness even under pressure.

Who is right for this programme?Our performance focused programme is for leaders who are engaged operationally and have a day-to-day leadership function that is measured by KPIs, performance and results.

To enrol and secure your place go to www.nzimleadership.co.nz or call 0800 287 246

http://www.nzimleadership.co.nz


NZIML Programmes

Brain, Behaviour and your Personal BrandInvercargill 12 April 2016

Auckland 24 June 2016

Christchurch 15 June 2016 23 August 2016 3 November 2016

This programme will challenge your views on how you lead yourself to success by investing in the success of those around you. You will explore the boundaries of self-promotion verses building a personal brand and discover the true benefits of professional networking, learning how to seek out challenging commercial business opportunities.

Who is right for this programme?You are technically qualified and ready to grow beyond your technical capability.

Effective Delegation

Christchurch 24 May 2016 25 August 2016 20 October 2016

You will develop the skills to examine your own workload and prioritise tasks to ensure that you add value in the workplace. You will be able to identify which tasks should be delegated to others and apply frameworks to lead and communicate effectively in the delegation process. Learn the steps to ensure a successful and positive delegation process for all.

Who is right for this programme?Effective delegation skills need to be developed; this workshop is for those who are aware of the value in developing true leadership skills.

Principles of Strategy Invercargill 29 April 2016

Christchurch 18 May 2016 17 August 2016 5 October 2016

Strategy is an internal response to an external environment; through this programme you will review how to select a framework suitable to your business and strategic objectives. You will also review a number of proven global strategic frameworks in both principles and application. Discovering not all strategic frameworks are equal in their effectiveness.

Who is right for this programme?This programme is for leaders who need to develop the skills to turn frameworks into high level yet practical results.



LEADERSHIPAND



Courageous ConversationsChristchurch 14 April 2016 30 June 2016 5 September 2016 6 December 2016

Invercargill 28 July 2016

Through this programme, you will gain the self-confidence and the tools to plan and conduct courageous conversations, suited to the needs of your unique workplace.

You will learn the tools and scripts you need to address difficult situations, in both a formal and informal environment enabling you to conduct the conversations that prepare people for unavoidable change.

Who is right for this programme?This programme is for leaders who desire to create a two-way conversation that facilitates acceptance and agreement.

NZIML Programmes

Agility in Time Management & Decision MakingInvercargill 8 June 2016

This practical programme combines three essential features in our daily work, the need to be agile and flexible in our approach, the ability to prioritise and manage our time, and the ability to make evidence based decisions that are right. This programme provides an opportunity to reflect on each of these aspects of our daily workload and add frameworks to ensure that we maximise our time, decisions and actions.

Who is right for this programme?This programme supports leaders to recognise the mind set and actions that are needed to support an effective and efficient day at work.


Four Quadrant Leadership

Christchurch 27 – 29 April 2016 6 – 8 July 2016 21 – 23 September 2016 30 November – 2 December 2016

Invercargill 11 – 13 May 2016

This globally recognised programme focuses on the personality and practices of the leader, provides tools to seek constructive and positive results, values empathic relationships, clear communication and the determination to make better choices. The frameworks are explicit and increase both capability and understanding.

Who is right for this programme?Four Quadrant Leadership will benefit all leaders and managers who would like to be more effective in the way they interpret and respond in a number of leadership situations.


LEADERSHIPAND



Discover how our sponsorship and locally delivered programmes can make developing your people affordable.

2016 NZIML SOUTHLAND DeveLOpMeNT DIrecTOryPrograMMe Date

Brain, Behaviour and your Personal Brand 12 April 2016Principles of Strategy 29 April 2016Four Quadrant Leadership Stage 1 11 – 13 May 2016Building Effective Teams 16 May 2016Agility in Time Management and Decision Making 8 June 2016The Essential Skills 21 & 22 JuneCourageous Conversations 28 July 2016Contact: Suzanne Jordan, Business Development Manager Telephone 0800 287 246 or visit our website for programme information www.nzimleadership.co.nz


LEADERSHIPAND

Needing to build capability

NZIML Programmes

The programmes running between April and July can all be attended through our Emerging Leaders Scholarship or as individual programmes.

You could also explore your eligibility for a NZTE Capability Development Voucher which may be redeemed against many of our programmes.

There is a lot going on to support your business in the coming months and you may like to share this information with your peers and networks, as there has never been a better time to invest in building the people capability within your business.

What’s on in SouthlandA very warm welcome to our members living in Southland.

If you have fewer than fifty full-time equivalent employees you should visit: www.regionalbusinesspartners.co.nz and take the next steps in developing your people.


http://www.regionalbusinesspartners.co.nz


Calendars

NZIML Programmes Duration Apr May Jun Jul Aug Sept Oct Nov Dec Members Non-Members

Emerging Leaders Essential Skills 3 days 1 10 10 1,395 1,750

Building Effective Teams 2 days 21 21 31 8 1,150 1,430

Productivity and Performance 2 days 16 27 26 28 1,150 1,430

Constructive Use of Time 1 day 18 9 695 865

Courageous Conversations 1 day 14 30 5 6 695 865

Business Finance 2 days 4 18 15 1,150 1,430

Advanced Communication 1 day 26 2 28 8 695 865

Effective Delegation 1 day 24 25 20 695 865

Young Professionals Graduate to Manager 1 day 7 18 695 865

Brain, Behaviour and your Personal Brand 1 day 15 23 3 695 865

Principles of Strategy 1 day 18 17 5 695 865

High Achieving Leaders Four Quadrant Leadership Stage 1 3 days 27 6 21 30 1,595 1,995

Four Quadrant Leadership Stage 2 3 days 2,495 3,100

Driving Strategy 2 days 10 14 13 1,150 1,430

Driving Performance 2 days 27 29 23 1,150 1,430

Authentic Leadership 2 days 21 26 1,395 1,750

Project Management 1 day 9 7 9 695 865

Senior ExecutivesPeople Leaders Executive Education www.peopleleaders.co.nz

Strategic Summit 1 day 27 990

Operational Leadership 2.5 days 17 1,900

Leadership Psychology 2.5 days 14 10 1,900

Business Process Management 2.5 days 20 14 1,900

Executive Management Programme (3 x 3 + 1 day) 10 days 24 7 26 9 17,000

Development Directory for our Open 2016 Programme

Ask about our scholarship programmes for future leaders (“Emerging Leader programme”) or Mezzo Scholarships for experienced mid-career leaders.

Investments do not include GST, start dates may be subject to change. For further information, including additional dates and locations in Invercargill, Auckland and Wellington, please visit our websites www.nzimleadership.co.nz and www.peopleleaders.co.nz

NZIML Corporate Sponsors NZIML Corporate Partners

www.nzimleadership.co.nz

Unit 4, 303 Blenheim Road Christchurch

PO Box 13044, Armagh Street Christchurch 8141

Phone: 0800 287 246 Email: [email protected]


LEADERSHIPAND

www.peopleleaders.co.nz

Executive Education

SAVE THE DATE

Tony AlexanderEconomic Update

Join us for Tony’s annual update. Time to be confirmed.

Wednesday, 18 May 2016 The Tait Technology Centre, ChristchurchExpressions of interest: [email protected] or keep an eye on our website for further information.

Learning & Development LunchEnjoy learning and a buffet lunch with other company members.

Speaker details to follow.12 noon, Wednesday, 29 June 2016

The Commodore Airport Hotel ChristchurchNZIML Corporate Member Event

RSVP: [email protected]

Complimentary to members


mailto:info%40nzimleadership.co.nz?subject=People%20Leaders


mailto:susan%40nzimleadership.co.nz%20%20?subject=Tony%20Alexander%20Save%20the%20Date

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Documents

Strategic Summit Matters · Leadership Trends of 2016 2016 will be interesting because social media dominates our interactions. Much like the feminist movement, ... weren’t phones,