Ten Year Anniversary Book

Tasmanian Leaders 10 1010101fv1 A Ad A A A Ad 1010101fv1 A DECADE OF LEADERSHIP OF A DECADE

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National Library of Australia Cataloguing-in-Publication entry Author: Polly McGee Title: Tasmanian Leaders10: A Decade of Leadership ISBN: 978-0-9876243-0-7 Subject: Non-Fiction

Design: Monica Plunkett, Halibut Creative Printed by: Doculink Photography contributed by: Phillip Biggs, Chris Crerar, Dale Cumming, Tim Moss, Andrew Pitt, Sharon Pittaway, Jack Robert-Tissot, plus Tasmanian Leaders staff. CONTENTS

5 51 74 67 52 82 70 73 79 57 89 91 65 86 66 92 84 50 80 77 68 88 60

: Angela Driver, General Manager: Angela Driver,

: Set up, Skillsbank, ThinkBank, The next decade : 20 Ben Maynard Sam Ibbott Susan Moore Perkins Craig Anya Reading Guy Robertson Board Members + Leadership Champions Arnold Janine Amanda Castray Stella Cook Jen Edis Nick HaddowNick Todd Henderson Todd Stuart Wiggins Ginna Webster

The River of Life Honour Roll Impact Scholarship Graduate Stories A Word On OurA Word Sponsors Alumni TLP Congress, LunchConversations with the with Leader a Premier, Leading the Leaders

TLP

6 7 8 9 42 24 10 32 18 36 38 22 34 40 46 48 44 CONTENTS

: Board + Champions + Presenters

Global Leadership Context in 2006 - 2016 Ginna Webster, Tasmanian Leaders Inc current Chair Tasmanian Ginna Webster, Leaders Inc founding Chair John Tasmanian Perry, Leadership Then and Now: Leaders and ideas big of the unreliability Hodgman,Will Tasmania of Premier A Decade Leadership: of 100 Door Snakes100 in Days CommunityKentish Road Safety Park Bike Memorial Garden Guide Dogs Tasmania Hand Made With Pride Change and challenge in Tasmania and beyond Change and Tasmania challenge in Invermay PrimaryInvermay School Breakfast Program DinnerWelcome Project Northern Network Professionals Young

Our Mission History Oral Leaders Tasmanian The Decade Adaptive Forewords Learning Set Projects31

Completed Learning Set Projects ScaffoldingTLP A word from the Premier

Professor Warren Bennis, a well-known scholar on leadership, once said that leadership is the capacity to translate vision into reality.

That is why the Tasmanian Leaders Program is so important. It inspires and equips participants to develop their vision for Tasmania and turn thoughts into actions, so they can make a real difference in their chosen field.

The Program can be a life-changing experience, exposing participants to a cross section of today’s leaders, cultivating ideas, creating new networks and providing new ways of looking at the world.

There can be no better testament to the value of the Tasmanian Leaders Program than the success of its Alumni. Many have reported finding a greater sense of purpose and self-belief, which has translated to new goals, new careers and the launch of new businesses.

We need leaders to challenge the status quo, innovate and motivate others to think outside the square and believe that anything is possible.

I congratulate the Tasmanian Leaders Program on ten years of delivering excellence in leadership and for graduating 224 participants within that time.

The Tasmanian Government is proud to be a founding partner of this Program and looks forward to seeing future graduates reach for the skies and become not only great Tasmanian leaders, but global pioneers.

Will Hodgman MP Premier of Tasmania 6 life-changing FOREWORDS 7

Thinkbank – two more unique elements of Leaders. Tasmanian I hope reading you about enjoy the firstyearsten of only is the this start Leaders. of However, Tasmanian our a journey leadership continue to will that journey, Alumni who leadership in thrive continue to roles in and beyond. ParticipantsTasmania often reflect that the friendships and networks established they have are one the of highlights the of Program. Our Alumni have community projectsdelivered 19 are as that diverse as they are inspirational. The Alumni continue their leadership journey and Skillsbank contributing by to

include passion, and vision stories inspirational success. of Ginna Webster Leaders Inc Tasmanian Chair,

As the saying goes, ‘Leaders followers, create more don’t they create leadersleaders.’ 224 So our now we in have from 20 leaders 2007, in Tasmanian Leaders has never been another ‘just Tasmanian leadership Its uniquenesscourse’. the in lies fact each that attract we year renowned internationally 150approximately high quality, facilitators, speakers and presenters who provide participants with what often is a life-changing experience. Over the last Biscoe 30 and all facilitated years Lewis Gillian ten Brian have sessions three without – perResidential – that’s year! ever one.missing What more is extraordinary our facilitators all and that is speakers, and Brian, provided including Gillian have their expertise free of charge. one This is the of guiding principles our of Program and reflects the importance giving of back the to community. Ten years of the Tasmanian Leaders Program proof is that years the of Tasmanian Ten you canwith vision things. achieve great Those us who of undertakenhave the Program, benefitted or have it,from are Johngrateful to Perry and the other founding Board members for theirpassion and insight. A word from our current Chair current our from A word life-changing Reflections from While all of the original advocates behind the concept the founding Chair and delivery of the Tasmanian Leaders Program had a

The Tasmanian Leaders Program unequivocally strong belief in its potential value, it is the real life stories demonstrates that with time, determination, collegial of transformation, self-awareness and success told by the support and a shared vision, ideas can grow and transform graduates throughout the pages of this book and beyond, people and communities. The Program is also a testament that show that this faith was well placed. to the value of collaboration and the power of doing The Tasmanian Leaders Program has always sought something for the advancement of many, rather than for to model the values and behaviours it endorses for its the needs of a few. It is hard to believe that those 20 early participants. The organisation has challenged itself, stepped adopters who signed up for the first untested Program a out of its comfort zone to grow and evolve, and continues to decade ago are now flanked by 200+ Alumni. look to how it can deliver ongoing value that is greater than the sum of its

I’m grateful to so many people and organisations who said ‘yes’ when, parts. presented with a crazy idea for a leadership program for Tasmania, I I greatly anticipate the next decade of the Program along with all the other asked for their help, their opinion, their reputation or their ideas, time activities of Tasmanian Leaders Inc, and look forward to continue watching and energy. Many still hold roles on the Board of Tasmanian Leaders Inc the achievements of the Alumni as they make Tasmania a better place to or are core funding partners, sponsors, mentors or presenters within the live, work, and do business. Program. This longevity of commitment and generosity of spirit provides the great benefit of steady hands and collective knowledge from the past to drive the visions of our future.

John Perry Founding Chair, Tasmanian Leaders Inc

8 OUR MISSION 9 enhances participants’ leadership skills, is a strong is and growing network graduates of is an independent not-for-profit organisation identifies that an independent is not-for-profit Tasmanian Leaders Program Leaders Tasmanian Alumni Leaders Tasmanian our mission our There are three the within missions broad the of remit organisation: Inc Leaders Tasmanian and develops leaders who are committed and creating to influencing a successful future for our State. The networks and influence abilityaction to through learning a dynamicyear-long program Leaders the is that primary Inc. output Tasmanian of The Leaders Program who applyfrom the Tasmanian their leadership capacity for the community Tasmanian benefit and eachother. of the Tasmanian Leaders Oral History THE FOUNDING STORY

Capturing the origins of Tasmanian Leaders – from the glimmer of a thought to a robust leadership program – is the backbone of this Tasmanian Leaders10 book. Like the organisation itself, many people were involved, and this foundation story has been brought together through a series of live interviews and written recollections gathered during October 2016. All of the founding Board members were asked to recall their version of events as to how Tasmanian Leaders started, as were many presenters, champions, mentors, public servants, Tasmanian business leaders and political figures. Deep gratitude is extended to everyone who sat around the metaphorical campfire and told their stories.

Everything we know in the world today started from a tradition of oral history. Stories, lessons, parables, ways of being and thinking, were all passed down the line through transmission from teacher to tribe. In a time where technology shifts and transitions occur at the speed of light, a commitment to oral history has been kept alive through the Tasmanian Leaders Program. At the commencement of each Program, the story of how the organisation and Program came to be is shared with the group, initiating all Program participants into the intent and responsibility they too must hold, to carry the legacy of dynamic, self-aware leadership into Tasmanian communities. 10 success has many parents FOUNDING STORY 11 world-leading program for Tasmania. It needed It world-leading be to program independently for Tasmania. run, and the separate to university and government environment. needed It a true diversity have to participants: interests, of geography, gender, background, a focus age group (with on the next experience, generation), roles, education, political and social persuasions. This diversity would the richestcreate learning of environments and new networks leverage to across the needed State. It promote the to action collaborative required future success. supportto Tasmania’s contributor to the being of aim a key neededIt encourage to a deeper understanding leadership of cross- in – economic,sectoral political, social issues and Tasmania in environmental future,– and engender the commitment participants of Tasmania’s to or as ambassadorswhether from beyond from its Tasmania within shores. As information was being gathered from other leadership programs like Common Purpose the in UK, and the Community Williamson Leadership Program Victoria, in the seed the of idea took root. John was gathering a cohort people of who wouldbecome Tasmanian of the exoskeleton Leaders Inc (TLI). When John pitched the the idea over phone each to of trustedhis mentors, co-workers, friends and domain knowledge leaders, it was their reinforcement the of need for the program, and their willingness contribute, turned that to the seed a sprout was that into about break to ground. Anthea vividly remembers Pritchard first that phone worked call. Having with John she knew on Ortus her that encouragement Star, proceed to was knew “I also a tacit John the commitment on enough to sign journey. well to knowto just he asking wasn’t for opinion and my endorsement. wasn’t A ‘yes’ a philosophical yes. meant It stepping up and on board this for whatever program become, was to going Anthea took.” it giving started whatever to somelay the of foundations, begin the networks and the arduous process

ents John set out identify to the ingredients some of the of most successful community leadership programs elsewhere, order pioneer in to a The process getting of program that up and John to running had illuminated for a program not that only leadership built a bigger skills, need Tasmania in but had diversity and community the at its core of DNA. distance His from someone that the realisation diminish happen. it had make didn’t to Tasmania For Ortus Star, John presenters enlisted stellar OrtusFor with wide-ranging Star, experience, Kathryn like Thomas, Wendy McCarthy, Simon Longstaff, Biscoe, LewisBrian and the and, Ortus Gillian unsurprisingly, Star program was lauded for Young success a great and won Trust the Queen’s The its problem in Award second was that year. Australians Tasmanian Ortus and the when to University, Star waslimited John the moved to United Kingdom, the program lost its champion, and faded away. As the saying goes, Leaders successparents. has many The Tasmanian Program was conceived as from an the evolution Ortus Star program, set up and run John by Anthea Perry, and Pritchard Amanda the at Wotjovicz John had Ortus Prior to seen the Star, transitional University Tasmania. of gap between the University and the workforce for the students he stewarded Christ at College, and was determined better to prepare them for transition. that He was also thoughtful own his profession in that as a the chance for networkinglawyer, was often events siloed with other into lawyers, professional insular experiences creating diversity lacked that of thinking. The first Residential of the Tasmanian Leaders Program was in May 2007. Tasmanian Leaders Program in 2007. May was The theof first Residential But why was TLP created? And whom? by success has many par has many success of sourcing funding for Brian Lewis jumped into the task enthusiastically. “What impressed me something that didn’t [about John and Anthea], apart from their drive and determination, was currently exist. the capacity to make things happen. Plenty of people have good ideas and intentions but nothing actually occurs. When John and Anthea approached John and Anthea me to be part of what became Tasmanian Leaders I had no hesitation in incorporated Tasmanian offering support – without quite knowing what that might mean.” A decade Leaders Inc in 2004 in on, it has meant a lot to the 224 past participants. Brian and the foundational preparation for submitting TLI Board members are very clear about the collegial nature of the a funding proposal. development and delivery of the Program from inception to now, described A steering committee had by Brian as, “standing on the shoulders of giants – and many of them.” been formed earlier to progress the idea and that committee became the first TLI Board which held its first meeting on 10 December 2005. Joining “We weren’t just developing a program, John and Anthea were Brian Lewis and Gillian Biscoe. Brian and Gillian had we were developing a philosophy...” first worked with John as part of Ortus Star, and as Tasmanians who were Gillian Biscoe global experts in strategy, organisational development and leadership, The first Tasmanian Leaders Inc Board were the original shoulders that they both wanted to give back to their State. They caught the vision from took a heavy part of the load by turning the newly conceived Tasmanian the get-go, and for a decade have been significant contributors, driving the Leaders Program from an idea to a funded, working program. As John content and delivery of the Program that has so profoundly impacted its had been musing around how Ortus Star could be developed, he had participants. approached the Queen’s Trust for funding and had undertaken a Gillian distinctly recalls the early days of her career when she started out leadership program with them. Bob Campbell was the then State Director in Tasmania, and how beneficial a leadership program such as the Board of the Trust, and he remained part of the discussions with John as a mentor was conceiving would have been to her during that time. “We weren’t just and sounding board as ideas took form. When Bob was asked to join the developing a program, we were developing a philosophy for people to build first TLI Board he said yes. He, like the others, believed in the people and their interpersonal strengths, and through that leverage new possibilities the program’s potential but had concerns about how critical funding could in their careers, lives and communities.” This intent was a key part of be secured and sustained. Kathryn Thomas was the other original Board the uniqueness of the Tasmanian Leaders Program – it sought to build a member. She too had met John and Anthea through Ortus Star, and at the socially vibrant, economically sound and strongly connected future for outset was ‘humouring’ the concept, with a quiet concern about whether Tasmania. this baseline of an idea could be developed into the bedrock of a lasting program. However, she was prepared to roll up sleeves with the other

12 FOUNDING STORY 13 This part Leaders the of story Program origin was arguably the of Tasmanian the most fraught. The stable engine room the of Board had coalesced driving the idea forwardquickly, with clear and vision articulating the proof political elder Don concept.of Wing an facilitated introduction Tasmanian the pitch to Crean David Treasurer for the Board the to then Tasmanian resigned David before a However, concept and its Tasmania. value to meeting could be held. Then Bacon Jim Premier be was to approached to thepitch project but he also left officeillness to due before John was toable meet with him. The Committee Steering decided months six allow before to approaching new Paul Premier Lennon. Former Michael Premier Field former board(a member Ortus of was called Star) upon a new broker to The Board had secure to enough funding be to their able vision, deliver to andfirst a cohort of participants and employers hadto be found – people who prepared were an dedicate untried and their to of to a year lives untested concept leadership of as the Board development. However, waded the turbulent into politics of waters secure to support for the initial program, the candidate selection seemed still a long off. was clear way It Government would be the foundation most thethat Tasmanian likely the in investor program, with corporate sponsorship be to sought once it was up and running, along with financialcontributions from participant and employer fees. Participants the in and their workplaces ‘skin having game’ was important commitment to and the perceived and actual value startup The initial investment was crucial, theof as was TLP. the tangible tri-partisan government support, ensure the that to program was seen as politically neutral and here for the long order maximise haul in its to future. Tasmania’s contribution to TLI Board members, them, as, she like had the faith in people, and faith in the concept. meeting. Early on 8 December 2004, around the Premier’s kitchen table in Brighton, John and Gillian delivered the pitch about this new and innovative multi-sectoral leadership program to the Premier and his adviser, Mathew Healey, and sought support of the new focus Government for three years’ funding. The Premier saw the merit and, importantly, there was growing support from those who advised and made policy to fund the new program as an election promise. Mel Maddock was Lara Giddings’ Chief of Staff at the time, and had heard about the Program from Michael Field, met John Perry and loved the idea. By the time the election rolled around, Mel was working for Paul Lennon as Director of Policy for his election campaign. Aided by many months of ongoing lobbying about the program by Don Wing, then President of the Legislative Council, on 20 September 2005, the Tasmanian Leaders Program was included in Premier Lennon’s State of the State address and funding for three years was secured. It had gained a stable link to the Government through what was then the Department of Economic Development under Minister Lara Giddings and Secretary Norm McIlfactrick, who became a member of the TLI Board. Norm was a champion of leadership programs and during his time at Aurora Energy had seen the change they could make in productivity, capacity and morale. He still feels the same and states that organisations that don’t invest in leadership aren’t real organisations. After two years of hard work by the TLI Board, the Tasmanian Leaders Program had funding and a supportive home in Government, and could now be formally rolled out.

With foundation funding secured, Gillian and Brian were tackling the Program content for the first Residential. They were confident in their experience and capacity and had the support of the Board to do what they did best and so the race was on to engage a Program Manager and recruit the first year’s (TLP1) participants. The Program Manager needed 14 FOUNDING STORY 15 The strong focus on diversity a broad in resulted gamut people of from Tasmanian Leaders becoming the first to groupdo the Tasmania over all Program. Geographically, there had been challenges working out how favour only program a urban participants, didn’t make that to but was enoughinclusive peopledraw to fromthe North West, and West Northern corners the of State. from This that was aided regional by Residentials TLP2 off onwards kicked Strahan, in Residential followed a mid-year by with a final Cradlewrapat up Freycinet, in Mountain. enabledThis an embedded experience participants, for all switch off; to: focus on the leadership learnings; diverse projects; visit meet people over from all hearthe State; their stories; and develop a holistic view Tasmanian of communities. The diversity piece was strongly about views and beliefs. The selection process ensure was the that rigorous to room was genuinely outcomes, achieve was the clear to Program’s there that diverse. Gillian had be viewpoints divergent to of examination represented Tasmanian in communities through civil, informed and reflective engagement. Only then could productive collaboration through leadership begin happen. to The Program facilitated, led, pushed and supported participants as they challenged each other and presenters on a wide variety issues of reach to new understandings the of world, themselves of and Tasmania, of each other – and the of of nature leadership and their future roles and as leaders. responsibilities They thinking achieved break-though about andtheir potential how to achieve it, along with a clearer view how of they could – and should Tasmania. to – contribute a safe created yet andBrian Gillian

After two years of hard work by the TLI Board, Board, TLI the by work hard of years two After Jennifer said stepping the riding TLP of role into Program Manager was like a tornado. the took early The “I over in role January. first Programto was be John London, was in launched 2007. May in and the rest the of Board were champing the at bit, with a very clear idea what of had be to Jen done.” took a deep breath and launched herself the Program, into doing everything from purchasing morning being to the tea face the of Program. She recalls the anxiety and nervousness on the before night the first Residential, and the deep she when felt relief she approached the venue on the first andday heard chatter the participants of excited from some distance away. The Program first Manager long-term appointment,in the critical early years, was the secondment Jennifer of Lee from the then Tasmanian Department Economic of Development. Jennifer was with the organisation for two and a half years and established sound administrative procedures and systems while supporting the Program and its participants. the Tasmanian Leaders Program had funding and funding had Program Leaders Tasmanian the out. rolled formally be a particular and the set skills of capacitywork nimbly to and innovatively withgovernment. appointments There short-term several were while TLP1 started, with the Board takingan operational as governance role. as well Each Program be was to 12 months long, corresponding with the calendar so one the next Program into would dovetail withoutyear, crossover. However with what seemed so much the to Board andtime passing by like TLP1 commenced lose nota desire to another with an opening year, retreat the Consequently, first two 2007. TLPs May Cradleat Mountain from 4-7 earlyin TLP1 finishing 2008 after cross-over, did TLP2 had started. Since then, each Program has been completed each in calendar year. a supportive home in Government, and could now now could and Government, in home a supportive challenging environment at each of the Residentials for participants to submitted to the Board for the green light to proceed or rework, meeting achieve this. Between the three Residentials were eight two-day Linking the criteria of ‘small enough to do and big enough to matter’. The tangible Sessions where experts, critical thinkers and local and visiting leaders from return on investment to Tasmania through these projects is both evidence all sectors gave their time and expertise freely, to model the TLP value that of TLP’s impact and a learning experience to enhance each participant’s a part of true leadership is to pay back to one’s community. The first year’s future community contributions (see page 31 for project stories which cohort of TLP1 in 2007 were pioneers of a growing and strong Alumni. showcase the delivery of a number of new services and ideas into Tasmanian They regard themselves as the TLP ‘elders’ and are fierce advocates for the communities). Program. Gillian and Brian’s formula for developing leaders, the details of which remain “You never know the significance of the connections part of the magic and mystery of what happens under Chatham House Rule, you make, and how people can help you – and you them.” is as potent ten years on as it was for the first group of 20 participants. John Perry The early fears held by some Board members around the Program’s funding longevity and uptake were quickly dispelled. Every year there From TLP3 in 2009 emerged a graduate who would later become the is a large excess of applicants for the 24 highly sought-after places on Program’s General Manager, Angela Driver. The role of General Manager the Program. As hoped, private, public and not-for-profit sponsors saw was strategically revised with an emphasis on taking Tasmanian Leaders the value of the Program once their people were participants, with the to its next phase. This involved Angela engaging with the ever growing majority now long-term supporters. Alumni, creating new value from their capacity, growing sponsorship and developing new activities such as Skillsbank, Thinkbank and the annual Brian Lewis put the extraordinary journey of the TLP succinctly: “The Alumni Conversation with the Premier. Working with the Board and its Tasmanian Leaders Program has been a tremendous success, in ways that Alumni Sub-Committee, these innovations began to further contribute to were intended and many others besides. I have been involved with hundreds Tasmania (see page 55 for the complete Alumni story). of leadership development programs and activities around the world and this is as good as any of them, and better in some respects. It has been said As at February 2017, there have been ten Tasmanian Leaders Programs often over the last decade – what makes Tasmanian Leaders great is the and the 11th Program has commenced. Recruitment starts in July each time, expertise and commitment of hundreds of people who engage with the year with interviews in October, leading to the first nervous Residential in participants in each Program or work behind the scenes to make it happen. Strahan in February. Each year’s TLP creates four Learning Sets comprising The effort and impact of all these people should never be underestimated.” six participants, each of which design and deliver community projects as part of the Program. These projects are conceived by the Learning Sets and And neither should the experience for participants. Kathryn Thomas 16 a long game FOUNDING STORY 17

of TLP remain in Tasmania graduates graduates 93% This Program is delivering onThis promise, that Program delivering is one leader leaders a time, at 24 a year. The origin of Tasmanian Leaders a story is a long beliefThe of in game, Tasmanian of origin the of need approachfor a collegial where the parts sum of equals andexceeds thewhole. a testimony the is to It value strong of friendships, networks and people. As John Perry never know says, the significance “You of the connections you andmake, how people can help you – and a story is It you them.” faith of in collective capacity underpinned Leaders strong by values. As Tasmanian itsmoves next into decade, the challenges strong of leadership rapidly in changing times remain, as does the commitment and value a Program of could and startedthat should be an from the simple idea Tasmania that outstanding work place live, which and global of in to excellence do business. At theAt end 40 2016, of graduates, champions, contributors and TLI Board members came plan for together to the next decade, back give to to the Program for with their vision its growth and how can it best deliver its goals. This represented a significant powerhousegoodwillof and momentum carry to the Program forward. believes the impact full never truly TLP of be will known. She of many says the participants from across the decade regularly contact her and share they are making a difference Every day by their stories life, of post-TLP. being better their at jobs,better employees, better contributors their to communities, betterfriends, parents and children, better ambassadors for here andabroad, and fundamentallyTasmania better people for themselves. Dale Elphinstone, Tasmanian entrepreneur, Founder and Executive Chairman of the Elphinstone Group, started his own business in North West Tasmania in 1975. Dale’s name and business is synonymous with innovation, courage and foresight. He is a regular presenter at the Tasmanian Leaders Program, and has a clear perspective on leadership. For Dale, the elements that leaders in Tasmania, and anywhere else for that matter, need now are the same as were needed for the last 100 years. “Every decade is the same for those entering it, no matter how old you are, you are always entering the unknown – the unknown to your experience. There are always new technologies, new ideas, new opportunities. Leaders must have an open and willing mind to be able to grasp opportunities when they come – it doesn’t matter if that is the opportunity that comes in 1920 or 2020.” The world according to Dale has always moved at a rapid pace.

Global Leadership in the In his 40 years in business he can’t recall a time that wasn’t exciting, with all sorts of opportunities opening up in front of leaders for them to have Tasmanian Context to choose and defend. He speaks a lot of his own hard learned wisdom to 2006 - 2016 the Tasmanian leaders of the future. “You need to be on the cutting edge, not the bleeding edge.” However, it would seem that a little blood, not a In 2006, Facebook was being scaled and prototyped for global domination, hemorrhage, teaches you to be a good leader. Dale has been using a short most of us hadn’t heard of it let alone liked it. Our mobile phones came document with 12 bullet points as the commandments of his business since without a personal pronoun. We were still three years away from having 1980. This is the formula they use for good management of people, good the first African American US President, and four years away from a female leadership and good business. At its heart is treating people right, bringing Australian Prime Minister. In Tasmania it would be another five years them on the journey with you. He vehemently opposes the use of the word before Lara Giddings became the first female Tasmanian Premier. It’s been ‘I’. “One person isn’t going to do anything for their business or their state or a decade since the eyes of the world turned to a deep shaft in a small rural country, they are not single handedly leading them anywhere. People have town in Northern Tasmanian where two men spent two weeks trapped in to work together to achieve anything of value.” the dark. In a world that is post-truth and well and truly global, what have the implications of an adaptive decade of rapid change been on leadership Perhaps truly working together, for a greater collective outcome, is the in the Tasmanian context? fundamental visible shift that leaders need to adapt to, although according

18 THE ADADPTIVE DECADE 19 to tradeto dissolve, the emergence significant of industries existdidn’t that a decade sailors their ago shores. beckon brave to innovative those For industries whose seas are rough, and transition can innovation be delicate, expensive and difficult. Tasmania being nothing but As accusationsof West flew a ‘mendicantBarnett state’ Premier from Colin Australian treasury his 2011, overflowedin to theduegood fortuneits of having bordersmineral resources. contain (but rich finite) Thosemind a with for history referenced would have the mendicant state comments back to then by Ben Prime Minister those Chifley as he madeentreated 1945, in need in as a little sister support. of seeAustralians to Tasmania The last food, in – rich decade land, vistas, has forced Tasmania soils, abundant seas and spectacular question – to tourism what the so-called ‘New Tasmania’ would reflect. comfortablewe Are with perpetually diminutive a being model a paternalistic sibling, in governance simultaneously of that supported federal and us to enslaved GST revenues for our subsistence? The answer beyond pride more remains complex than yes or no. leadership us a clue give to the in nextIdeas from decade. 1945 Dale Elphinstone when nailed it he said nothing that had changed for leaders 100in years, as every decade demands the adaptiveness rapid change. to demandsIt nimble, respectful, leadership collaborative with one on eye the opportunity, and another on the cycle growth of or decline the state, country or world currently in. is A journey back centuries time over in shows regular booms the by also shows driven It commodity de jour. rapid and declines dramatic global in fortunes change, climate by driven the switching trading of and political allegiances, and the and disruption causedrevisioning major by shift changes technology in and transport with the opening new of trading routes and untapped capacity. Most people would characterise the significant changesto management, business and hence leadership the in last years as ten being the by driven of myriad since itssince inception. For Greg, who has been participants and has been with the Programinvolved presents the to TLP Tasmanian expat business Tasmanian luminary who regularly Greg McCann another is to Dale,to “‘twas thus.” ever working on the cutting edge of Tasmania has undoubtedly experienced someTasmania challenges the in adaptive decade. Our traditional industries experienced have visceral during pain borders change years global of ten and market contraction. As Tasmania’s Greg believes that today’s employeesGreg today’s believes that are more sophisticated and informed. a leader beto prepared – and you what have listen yourself, “As explain to He leaders believes that look the of to nowyou are doing and have why.” the theto future, not to repetition the what of to has horizons near and far, been done background his given before. Unsurprisingly, global in innovation, needs leaders look that to a new to economy, have Tasmania that view is his truly understandto not only what is, innovation but how implement to He organisational encourages in it size. any cultures of look us to the at opportunity, and develop an business agile modelit, fit to rather than the other round. way technology globally for some decades, he sees the predominant change for leaders as the technology way has shifted communications. “With the opening sharing opinions, up of and the messages, decentralisation of a lotleadership it’s I think no is longer protectedheirarchy. of the by veil be to prepared have be to challenged.”more egalitarian. You innovations that have stemmed from digital connectivity. Undoubtedly, “What is needed in leadership are people with high ethical standards and it is this era’s silk road or railway. But has it changed leadership or merely, the courage to do what is right even if that may create difficulties.” He as Greg McCann suggested, made behaviour more transparent, and believes leaders need to make well informed decisions that are correct, heightened the need for communication to be clearer, more self-aware, not simply the most popular or easiest to implement. Sincerity and more collegial and more defensible? responsibility fit in that mix too.

It could be argued that the best leadership comes from the development of a strong moral compass and a deep personal well of compassion and “What is needed in leadership are people with high empathy. Couple these traits with a collegial approach, a sound knowledge ethical standards and the courage to do what is right of the business you are in and a passion for people in all their glorious even if it may create difficulties.” diversity, and the recipe for leadership becomes timeless and adaptive to Don Wing any breakthrough and technological advancement. Some decades ago, JFK asked Americans to look to what they could do for their country. This past Tasmania will undoubtedly change in the next decade in the same way decade, the Tasmanian Leaders Program asked its 224 participants what it has changed in the last: markets will shift; businesses will adapt; some they needed to do for their communities, and what skills, capacity and self- will innovate and others will perish. Commodities will come in and out development they might need as individuals to prepare themselves and of favour. Disruptive technologies will sweep some individuals to great approach their leadership journeys to become a mission that would bring fortunes. Social issues will inform the context of the communities both others with them. micro and macro in which all of us as citizens and leaders live, work and do business, and ask us to make leadership decisions based on more than Gillian Biscoe, a founding TLI Board member and part of the driving financial gain. History will continue to remind us to take a long view within force behind the content of the Tasmanian Leaders Program, said that, rapid change, and the notion of leadership will continue to be debated and “Anywhere you go in the world you see people just like us, just the same. speculated on, in and against this backdrop. One of Dale Elphinstone’s Understanding that it is our similarities that unite us and our differences pieces of wisdom is a simple point on the leadership compass that will which distinguish us goes some way to recognising the essential qualities of perhaps ring true for Tasmanian leaders and those far beyond: “If you’re good leadership.” not value adding, just stop what you’re doing.” Tasmanian political elder statesman and TLP Champion Don Wing also characterises leadership qualities as somewhat timeless. He believes that the Tasmanian Leaders Program awakens the understanding in people that they have leadership qualities, it develops them by revealing their own unique potential, and helps them overcome their fear to be that leader.

THE ADADPTIVE DECADE 21 opportunity capitalise on this media strategy. In Australia, we have some in Parliament; Leadership Then and Now: in the United States Congress they have one in particular, and in the United Leaders and the unreliability Kingdom they have them both in (and recently) out of the Parliament. of big ideas For these individuals, moving from outside government to within brings a change in their role and new challenges. Throwing media-grabbing Andy van Emmerik stones from the outside is fun so long as you don’t live in the glass house. Once inside government this is no longer possible. Suddenly, they become The Tasmanian Leaders Program brings implicated by what they say or don’t say, and their action or inaction. In this unexpected insights not only into the self, situation, holding a contrary view to most people within the government but into the behaviour of others. TLP4 doesn’t make you a leader; it makes you a heretic. The book ‘The Age of graduate Andy van Emmerik shares his Heretics’ promotes the role of heretics as the cultural change agents within opinions on the state of leadership and organisations; holding the tension between what is and what should be. It leadership behaviours through the eyes of takes much more courage to be a heretic than to be a rock-thrower; one his experience. needs new behavioural skills of self-awareness and the ability to adapt My leadership journey, through the one’s behavioural style. These are key skills I learnt in the Tasmanian 2010 Tasmanian Leaders Program and Leaders Program. Alumni, has been to learn the behavioural obligations of leadership. Recent public These same skills are important when in front of crowds. While some events have provided amusing caricatures recently watched in horror as large numbers of disenfranchised people of leadership behaviour. across the globe turned up and voted for leaders representing polarised extremes. The ability of these leaders to read the crowds and to tune in to When I was young, in years and also experience, I thought that to lead was what unifies them is arguably a valuable skill for leaders, but it would be to stand in front of groups of people. Now that I know much more, I blame nice if it wasn’t always pushing the fear button. Sadly, ‘the bad stuff is so the media for this simplistic caricature. The 15 second grab and the face on much easier to believe’ (Pretty Woman). screen becomes the media tag for the moment. These grabs usually reflect a definitive but simplistic position and the camera subject is assumed by Leaders often propose a big idea; one that inspires many. There is strong the watching public to be the leader. The media wants the short grab to be evidence that the public continue to have an appetite for big, disruptive controversial, because this attracts viewers and thus advertising revenue. ideas such as carbon trading, the National Broadband Network (NBN), The more controversial the better, in fact, and there are leaders who the National Disability Insurance Scheme (NDIS), high speed rail, Uber and Airbnb. In championing big ideas such as these, inexperienced leaders

22 THE ADADPTIVE DECADE 23 This leadership example by a lesson is for theirconstituents about how yield be groundto able yield order acceptance. gain ground, in to to To themaintain faith the of constituency elected that them and doubt not to oneself nothing is short a herculean of task. Leaders need lead to their constituencies from the position revolution of through a process organic of change develop legislation, processes to and programs, with other and issues integrate and This takes initiatives. huge commitment, patience and focus emotional – using leadership to calm the revolutionaryreaction and provide a reasonable from transition advocating for change, and then to the negotiating facilitating change, and promoting collaboration, and integration assimilation. modeling are we emotionalAs leadership? Are we leaders Tasmania in Are modeling we dissent? modeling of voices to listen which the in to way strength Moderation adversity? in our in use Emotional authority? of consistency These our in public and lives? are questions private my that TLP experience Leaders and subsequent participation the in Tasmanian Alumni brought focus, have into enhance to practice my leadership. of

Andy Emmerik van “Effective leaders need to demonstrate emotional emotional demonstrate to need leaders “Effective in intelligence emotional display to is, that leadership, leadership...” of positions their The complexitiesour within politics society, and technologies the make prediction positive a outcome of ideas big of such unreliable. For as this example, carbon trading has become equity, complicated inter-economy by the NBN has become complicated the by scale the of roll-out, high speed rail a land-useis planning nightmare, Uber and Airbnb be may the firstsharing economy platforms the over ramparts various of government-endorsed, monopolies,private but not without unintended consequences. Being might bemight merely that think tempted proposing to them enough; is they that are ideas whose time has come and momentum carry will them through. notThis is the case. Effective leaders need demonstrate to emotional leadership, is, that to their positions in leadership of emotional intelligence anddisplay not only adopt an effective behavioural style communicate to and with collaborate the people around them, but lose also to some now skin and then. They yield on to core commitments have may superior the of in light evidence. In Australia,In can we where see the close in pre-election this proximity, equanimity our of elected members can evaporate as a consequence of tensions. change andintra- No will amount inter-party self-awareness of the fact they that work highly factionalised in adopt environments. a To behavioural style would one that suit faction disenfranchise to is others. Just choosing one style would not be possible, nor desirable. self-aware may not assure a positive outcome may for these ideas. big self-aware Leaders need do more to than adapt their behavioural style. A Decade Of Leadership: Change and challenge in Tasmania and beyond Michelle Swallow

TLP1 Graduate Michelle Swallow reflects on leadership over the last decade and the changes and challenges Tasmania faces in its leadership journey.

Leadership means different things to different people. We view it through the lens of culture, politics, policy, environment and community, to name a few. Reflecting on the last decade, much has occurred at a local, national and global level across all these areas, which has both challenged and changed Tasmania – some to be celebrated and some to cause concern.

Arguably, nothing has had more recent impact on Tasmania than the opening of MONA in 2011. The change in how we view ourselves and our position on the world stage as a result of this courageous, innovative, and unconventional leader should be a lesson to us all. If we wait for our traditional leaders, those we elect to office, to be good stewards of the public purse and be brave enough to do things that put the State and their tenure in danger, then we might never take risks, or have Since graduating our Tasmanian Leaders Alumni the courage to fail and ultimately to learn, to grow, to survive and to thrive. have won numerous awards and prestigious fellowships including: The MONA effect has not only been significant for the Tasmania economy 2017 Tasmanian Australian of the Year, 2013 Australian Telstra Business of the Year,24 2017 Fulbright Scholarship, plus Churchill Fellowships and Nuffield Australia Farming Scholarships THE ADADPTIVE DECADE 25 Sayingthis, there are a number highly of successful IT businesses micro This reflectsachieving success here andlarge internationally. a from move industries as our employers, main niche small businesses to new creating and products, innovative services and futures. news Fantastic – but notfor who areunable participate.to those Tasmanians Government’s budget, the the a recent In submission to Tasmanian Council Social of ServicesTasmanian notes that: needed. is must This vision broad acknowledge for social vision Tasmania ‘A the critical foundations good of health, including educational attainment, access affordable to housing, adequate and stable employment, appropriate transport, and prevention earlyintervention programs in health, and affordable such essentials as household energy. ‘This must vision acknowledge and address the reality not that all equal capacity have participate employment, to in Tasmanians education, and social and recreational activities and face many that barriers lead that must include strategies to social exclusion. forto A social vision Tasmania participate and to – economically, – and socially to enable Tasmanians all engage with the developments taking place Tasmania.’ in Liberal Party, who after cameThe power four to March Tasmanian 2014 in a Laborterms of Government, the in is process out significant rolling of policy shifts early childhood to education, high colleges schools, in etc. enough this is turn things to around? WhenHowever, from politicians all parties challenge and together worked to change policy and legislation around family violence there was a glimmer hope of see might we that more and collaborative cooperative achieve might we governance; that more change for those most need in our in community. Was Tasmania ready? No. We had, No. We and low literacy have, ready? still rates, Tasmania Was school of low levels and retention educational attainment, and a highly dispersed, ageing population. Less than fiftyTasmanian perof thecent population employed, is them of many underemployed. have We socioeconomic of high levels exceptionally disadvantage and in many our communities disengaged are socially and doing tough. it Community numbers, people and requiring client report increased sector organisations emergency and feed utility bills pay to their families. relief January 9, 2007January saw the launch the of 9, iPhone Apple, by a significant addition technology to and the behaviours would that shapethe we way work, and for play the live next years. ten Those seen years have ten rapidly changing technology impact every aspect and life of business, including the be ability to informedindividual’s events by as leading and when they occur, a moreto informed and politically mobilised global These community. changes also led a changed have to industry mix, less manual roles andmore and on digital reliance technical skills. Investment in Tasmanian agribusinesses; schemes irrigation Investment are that Tasmanian in changing the physical landscape and different creating opportunities; the decline on our forestry in reliance as an industry; the arrival the of NBN and changes technology in and the speed changed have access of – all it to the in last decade. Tasmania but also for our industry. tourism environmental Cultural, and food tourism their come own the really in into last years, ten have across Tasmania with the number industry of and climb international to continuing awards have we and ourinterest in State its Finally, offerings higher than ever. and gin whisky industriesworld recognition cider, for our – wine, beer, there much is celebrate! to Community, in the sense of sharing attitudes and having common How will we use the next ten years to change Tasmania so it is more characteristics, is something we have observed over the last ten years equitable, more caring, more inclusive, and more successful? We need to during the Dunalley bushfires, the floods affecting the north of the use the technology we have available to us; be more collaborative across State, and the fires that decimated native and ancient forests. We saw business, community and government; be more innovative; be braver; people coming together to support, to invest in a better future, to rebuild create a collective vision. We need to lead. communities. These are attributes we need to harness to create a vision for Tasmania, Australia and further afield.

During this decade, Australia has been affected by significant historical “TLP3 was a very powerful experience – I was events including the global financial crisis, medical breakthroughs, challenged and grew as a leader. Within the unique context of our great State, Tasmania, involvement in a number of wars and foreign crises and the movement of we had insightful facilitators, inspiring mentors, those seeking asylum due to these wars. Always looming is the change to down-to-earth colleagues, amazing Learning Set. GST funding to the State, so the Australian Government can pay for its What more could you ask for?” commitments and priorities, such as the rollout of the National Disability Simon Matthews Insurance Scheme. Chief Executive Officer, Christian Schools Tasmania We have seen the rise of individuals and lobby groups utilising electronic TLP placement sponsored by Christian Schools Tasmania platforms to influence electoral outcomes and public opinion. Crowd funding campaigns are assisting people and causes to create, innovate and change. How can we utilise these tools on our own leadership journeys? “Quite apart from the dynamic TLP7 year, a key legacy of the Tasmanian Leaders Program is the What makes Tasmanians unique? What is our collective social, economic unwritten code amongst its growing Alumni – it and environmental vision for Tasmania? How can we work together as a helps cut through formalities to enable members community? How can those of us with a tertiary education, who congratulate from every year group to draw on each other’s ourselves for the innovation, celebration of national and international success, perspectives and quickly get to the heart of enable those less able to participate to take their place? critical issues. On a personal level, the many new connections have led to a range of fabulous How can we become world leaders not just in tourism, IT, sparkling friendships which have truly enriched my life!” wine and whisky, but also in the things that really matter: community Sakura Franz connectedness, a sense of belonging, a welcoming, inclusive, healthy and Policy Analyst, Department of Premier and Cabinet safe place that provides opportunities for all? TLP placement sponsored by Department of Premier and Cabinet

THE ADADPTIVE DECADE 27 innovation “Sometimes I feel that it wasn’t the right time for me to do the TLP... then I realise it was the ONLY time for me to do it. I don’t feel like I gave anything, but I accept it was ok for me to take from those generous to give to me without question or obligation. Thank you TLP6.”

Cheryl Fuller

Program Administrator, Productivity Improvers RDS Partners Scholarship Recipient

“TLP2 was better than TV! Tears, drama and some great laughs. Thanks to everyone for playing full out.”

Vanessa Cox Co-Founder, Long Tail Property TLP placement sponsored by the Necessary Group Pty Ltd

“I enjoyed the post-Program experience as much as the Program itself. My involvement in the Alumni Sub-Committee taught me a great deal about the behaviours, expectations and demands of leadership roles. Looking back, Tasmanian Leaders was pivotal in my midlife career transition to self-employment. The discipline to face my fears is the (very) rewarding lesson that I learnt through my Tasmanian Leaders experience.”

Andy van Emmerik Director, Van Emmerik & Associates

TLP placement sponsored by Department of Infrastructure, Energy and Resources 28 “TLP6 provided me with a more balanced view of the world outside of health. The opportunities and networks I have built would otherwise have taken years of work. TLP taught me to believe in my own abilities and soar – ‘Jump and trust your cape!’”

Sue Robertson Acting Co-Director Chronic, Complex and Community Services, Tasmanian Health Services Tasmanian Leaders Not-for-profit Scholarship Recipient

“At the time of graduating, I likened the whole TLP6 experience to an Academy Award or Cannes Film Festival Best Picture: top cast, direction, screenplay. Now, just like a great film, I like to revisit it from time to time and find new things in it. I’ve also been enjoying the sequels and the spin-offs over the years. I still give it five stars.”

Kate Grady

Manager - Marketing and Fundraising, Guide Dogs Tas

TLP placement sponsored by Guide Dogs Tasmania

“My acceptance into TLP10 could not have come at a better time as my personal and professional lives were undergoing significant change. I have been provided with tools to take our new family business forward (taste.walk.talk – check it out!) and to effect more positive change in my professional workplace.”

Fiona Kerslake Research Fellow, Tasmanian Institute of Agriculture TLP placement sponsored by University of Tasmania 29 30 LEARNING SET PROJECTS 31

and High Viz Viz High and Hard Hats, High Hopes Hopes High Hats, Hard Learning Set Projects One seems that thing be to a common experience for TLP participants the theis build up to terrifying first Residential, when a nervous group Nearly journey. leaders-to-beof come begin together to their year-long theeveryone one who fit, thinks be won’t they that to are going the outlier, or as one participant know to do going whatwho or to say, put isn’t ‘be it outgunned.’ theIf first meet and a big enough greet wasn’t deal, barely after the business cards been have exchanged participants form their to have Learning Sets, a group they they are bound that have for the to whole year, with, ideate to project, manage and with, risk crisis and hope through that their all, strengths,it creativity and capacity as leaders coalesce a will into meaningful project gets that delivered. As read the in you will Learning Set stories, things as go always don’t planned taking in an idea from groupthink the to whiteboard, then into the world, real but often the best outcome the of a result is pivot. As many Learning Sets discovered, there are a number always reach routes of to the destination.

successful successful community projects

As part of TLP, our participants have delivered 100 Door Snakes in 100 Days 2011 Learning Set Project

Team members: Lucy Byrne, Steve Henty, Brett McDermott, Dean Mundey, Alan Rosevear and Julie Waddington.

The 2011 team behind 100 Door Snakes in 100 Days were the self-confessed naughty kids of TLP5: the Rat Pack and the Breakfast Club rolled into one. Describing themselves as ‘loud over-talkers’, they were the creative gang that gravitated towards one another and fed off each other’s energy and creativity.

The start of their quest for a project began with an ‘OMG what do we do’ and morphed into a serious undertaking. They wanted to do something to promote domestic sustainability and social inclusion; to assist Tasmanians living in low income housing to save money though better energy efficiency; and help educate about sustainable energy options. There was something too stuffy and boring about their mission statement so they decided to do what was authentic for them. They started a wild brainstorming session with no holds barred. Amid the chaos and craziness, the kernel of brilliance was revealed.

“We had originally included the humble door snake in our sustainability package, and someone commented that we could just make cool door snakes,” said Dean Mundey. 100 Door Snakes in 100 Days was born, and the planning started in earnest.

32 LEARNING SET PROJECTS

TLP placement sponsored by University of Tasmania of University by sponsored placement TLP

Managing Director, Healthy Tasmania Tasmania Healthy Director, Managing

Lucy Byrne Byrne Lucy

years in the Tasmanian community.” Tasmanian the in years

business. Congratulations to Tasmanian Leaders for an amazing ten ten amazing an for Leaders Tasmanian to Congratulations business.

and gave me the confidence to start my own own my start to confidence the me gave and

involved in. TLP5 encouraged me to strive high high strive to me encouraged TLP5 in. involved

development experience I have ever been ever have I experience development

been the most relevant and useful professional professional useful and relevant most the been

better understanding of myself – it has has it – myself of understanding better the

I made, through to the lessons learned and learned lessons the to through made, I

work day! From the networks and friendships friendships and networks the From day! work “The TLP experience continues to influence every influence to continues experience TLP “The the and community, they that the would in resulted be likelihood used and cherished, rather than being another boring environmental sustainability message imposed on the recipient without meaning any their lives. to itsAt conclusion, the 100 Door Snakes 100in Learning Days Set well exceeded for their the intentions project, with some unexpected learnings. theFor dynamics, team they knew and their limitations, strengths. their skills They needed a capsule project could that be delivered intensely and well, and then completed so their creativity and attention could on move to the next project. Good hand ideas, sewn door like snakes, are quickly and happily adopted the by The community. merely team an facilitated idea that was enthusiastically a whole delivered by swag people of and organisations. “We had done enough work during the program know to who were, we and TLP us gave as realised a group could we that be with each real other. permission be to ourselves, and the confidence a that great outcomecould be achieved honoring by our own style a proud in and unapologetic way,” said Dean. The work and care had that the gone the of creation whimsical into little stoptool draughts to made a special each and snake unexpected gift to At the bespokeAt end door the of project had snakes been 410 amassed They glass filled cabinetsat the around display MillerMorris on Tasmania. Hobart campusLibrary and the tumbled at University out Tasmania’s of boxes theof in library the of Launceston campus. They overflowedin a colorful the of many at LINC offices, display and madeeven to a fewwell it subscribed craft blogs and media articles. Thelearnings for the 100 Door 100Snakes in strongly team Days reflected their experiences the in TLP: passion, that conviction and authenticity underpinned leadership; difference that could bring astonishing results; and a solution a problem, at arrive to there to that ways many were none of which excluded fun and creativity. “We wanted the crafters of Tasmania to give it their and it all, give of a lot to did we “We wanted the crafters Tasmania of socialand traditional media documentation so everyone could involved get and feel part it.” of An elegant solution came the to group thein form the of LINCs – regionally locatedorganisations across could the that collect State the and snakes promote the project libraries the at same time. The University Tasmania of became and off drop display points, and number a craft of businesses onenthusiastically board. got Anglicare was happy be to the recipient of the completed and snakes had plenty ownership their of take clients to of the breeze free reptiles. cloth “We wanted the craft community come to on boardand the snakes, make neededwe a logistics plan, and needed we a partner the distribute to oncesnakes they done.” were Kentish Community Road Safety Bike Park 2010 Learning Set Project

Team members: Shona Beswick, Mark Jefferson, Kacey Rubie and Darryn Smith.

Learning that a barrier or a ‘no’ can often be the doorway for an even better opportunity to come along, proved very true for the Kentish Community Road Safety Bike Path Learning Set Project. They were a small group of four, with a big plan to help build a community road safety bike park – a place where the gap between early childhood road safety and learning to drive could be bridged.

Education and helping to promote active lifestyles for kids safely were part of the motivation, as was a true engagement with the community, fulfilling the mandate of the Tasmanian Leaders Program to grow leaders who could give back with a lasting legacy. Learning Set member Kacey Rubie talked about their initial foray into getting the project started as being less than inspiring.

“The first community group we approached to partner with us weren’t really interested. We all felt a bit deflated, like this project would end up going nowhere and it was going to be too hard to get through all the approvals hurdles,” said Kacey.

They returned to the drawing board and regrouped with a conviction that they had to find a true partnership with a community that wanted a road safety bike park. That community turned out to be the Kentish region, where there was an existing desire for exactly what the Learning Set was looking to deliver.

34 LEARNING SET PROJECTS 35

in-kind donations were made this to of materials or labor Learning Set Project

$53,000

“As “As acting CEO for the last nine months, I have relied on the learnings and confidence gained from TLP9. I have been guided by the words of Brian, Gillian, various presenters and fellow participants – in particular, to ‘react humbly’, ‘have quality conversations’ and ‘be better’. Ochre is now leaner, stronger, more profitable, and a happier company that is ready to hand over to my new permanent CEO. Thanks TLP – I couldn’t have done it without you.”

Ross Lamplugh Chairman, Ochre Health

TLP placement sponsored by Ochre Health TLP placement sponsored by Environment Australia Environment by sponsored placement TLP

Regional Services Manager, Australian Red Cross Cross Red Australian Manager, Services Regional

Julia Curtis Julia

one step.” one

discipline. It was a journey that started with just just with started that journey a was It discipline.

workplace far removed from my professional professional my from removed far workplace

of a huge adventure which has taken me into a into me taken has which adventure huge a of “The Tasmanian Leaders Program was the start the was Program Leaders Tasmanian “The Their collective was goal with the realised completion the of project, and the official opening andCouncil.Kentish handoverto the The of the notion road safety park becoming a future asset was enshrined the in work which had been done the in set the up of project. was important “It ensure that to the park would be maintainedso could it be that continue to used deliver to road safety for generations come.” to “‘Don’t the rush to outcome’ was learned a saying we a TLP at session, a mantra for project, this and was it like had we do consultation of a lot to truly ensureto the community’s wishes being were met and their that gesture.contribution was not a token This took time and trust before making traction.” Kacey said, “Bringing the community the project into delivery team delivered not only commitment the but to community, also the connections from the within Learningmissing Set, which would help with the various Council approvals needed. were that These community members the were bridge be for us to on able get and to manage the project, and contribute the elements could we best deliver. Kentish offeredKentish the place for a perfect partnership, and ensure to succession and the that true needs the of community honoured, were two members road safety the of Council’s committee with the worked Learning Set from the beginning the of project, including a local police officer. “Kentish Council already had“Kentish a roadsafety committee, they could see the benefitof a stand alone safety park couldwhich bike serve their families, a space forcreate intergenerational activity and perhaps people draw even fromin the surrounding region.” “We had come up with a ripper project between Guide Dogs us, and never imagined that when we put it to Tasmania Memorial the TLI Board it wouldn’t get the green light,” said Kate, “when it was knocked back, the wind Garden Project was well and truly out of our sails. If only we’d 2012 Learning Set Project known then that this would lead us through a leadership experience that would deliver all the Team members: Jane Forrest, Kate Grady, things we had been trained for in the TLP.” Margie Jenkins, Ben Maynard, Stuart Sharples and Gina Sidhu. When the Learning Set regrouped, Kate suggested that they could action the Guide Dog Leadership appears in many forms when it Memorial Garden, their second choice, instead. comes to Learning Set Projects. Some project This project had been in stasis as it didn’t really ideas appear fully formed and get swiftly fit in the charter of Guide Dogs Tasmania, and and decisively brought to life. Others are because of this was hard to commit time and a synergistic moment of time, money and secure appropriate funding. opportunity. And then there are those that are a dogged testimony to resilience and the delivery Guide Dogs Tasmania were thrilled to see the of a vision at all costs. The Guide Dogs Tasmania project finally get traction, but there were Memorial Garden Project Learning Set is one of many hurdles to overcome before the memorial those leadership stories. garden would finally come to fruition in 2016.

Team member and Manager - Marketing “One of the problems was that this project and Fundraising for Guide Dogs Tasmania didn’t get approved until well after we had all Kate Grady had a daily reminder of the need graduated from TLP6. We had to recreate the to do something to commemorate and honour momentum and cohesion from the program for the work of guide dogs who had passed away. It a project that took three more years to finally be came in the form of six bags of ashes in her office delivered,” said Kate.

waiting for a final resting place. Surprisingly The Guide Dog Memorial Learning Set came however, this wasn’t the project that she and her together organically at the beginning of their Learning Set colleagues originally pitched. 36 LEARNING SET PROJECTS 37 Kate Grady Kate difference marginalised groups. to Leadership big, of seemingly intractable issues are the and ones project this the that program proved was for, built beto a crucible for the be group to the leaders they had been trained for. “We such were a democratic group, everyone brought something the to mix and knew when step and in the to take lead. As the Guide Dog Tasmania staffer liaison, but the everyone I did initial board went to meetings and council meetings meetings, and site fluidly we andresponsibly at the moved time, andright bringing our networks skills with us.” The Memorial Gardenlaunched was finally in April 2016, meeting that one milestone overarching the having of project finished. Some unplanned metrics success of emerged, have with tags honouring former guide dogs appearing the at memorial, and more ashes scattered, as the community ownershiptakes and contributes their own memories. “When past drive we memorial, that there an indescribable is sense of pride the of for members. team all it. did And We there as a reminder is it every the of power day said just Kate. of on keeping going,” a dedication as“We have braille in part the a sculpture in of memorial legs, onegarden ‘six says that journey.’ When the to end got we the of project hadwe our own summed saying that up the experience for us as a team: people,‘six one journey.’” “... this would lead us through a leadership experience experience a leadership through us lead would this “... for trained been had we things the all deliver would that in TLP.” the The funny about thing the toughness the of project its was in that own way delivered exactlyit the type leadership of the that about: TLP all is working thein community doing things with resilience; matter; that and making a “Play Street totally got the got they story, understood Street totally “Play how important was it from the first meeting, and when got despondent,we theywould razz us up and us on track. keep a stakeholder Having who wanted as much it as was did a lifeline.” we Having a passionate stakeholder a passionate Having Street Landscape the in form Play of Architects also helped inject the to Memorial into life Garden. “When seemed all it hopeless, someone and the in Learning Set would rally, remind the us of bigger picture, us again of and all would that invigorate and would we going.” keep At times,At these the in were order months, of and around rolled 2015 without sight. an in end The date one the Learning kept that thing Set single-mindedly pursuing completion was the knowledge was it in that their power an give identity to the to voiceless. The sheer to determination not let the project each was go a baton them of passed another to times, at as project fatigue and busy brought lives doubt their individual as to and collective capacity continue. to “Working with a number different of stakeholders of with levels bureaucracy and approval, meant endless meetings and time for waiting beapprovals to given.” TLP year, and calm described and were methodical’ as a ‘gentle, Kate by TLP year, team. These been attributes have may the grace saving a project of that been have could easily abandoned times many with the as delays project keptfrustrating progress. Hand Made With Pride 2012 Learning Set Project

Team members: Cheryl Fuller, , John Hooper, David Hugo, Sue Robertson, Tracey Tasker and Allan Walsh.

Sometimes leadership is about bringing ideas into the light, having the courage to share your vision and igniting people all around you with that vision. The Hand Made With Pride project did just that, and inadvertently touched the lives of many women, children and families.

Hand Made With Pride was an ambitious project aiming to install a program of hand and machine sewing inside the Mary Hutchinson Women’s Prison in Hobart. A visit to the prison by the group during their time in the Tasmanian Leaders Program had identified a lack of opportunities for female inmates, and by creating a tangible program of making, the program participants were able to gain valuable skills that they could use once they left prison and re-entered their lives.

“...we had all united behind a goal that was bigger and more important than all of us.” Sue Robertson

The Hand Made With Pride project could have stopped before it even started, given the bureaucratic barriers that may have stood in its way. One of the clear learnings for the team was that timing is often the key factor in success. With the prison management and politicians in support of the proposal, the group found within their ranks that they had all the networks they needed for the required project sponsorship.

38 LEARNING SET PROJECTS 39 Sue said, “Respect was the project. at this core of Respect for the women and their stories, respect for the system and the guards and management and the women all work they doing were every help rehabilitate to day theinside prison. was let the really All did we idea out the of bag, ignite let it and guide through it its to new custodians.” More unexpected and for rewarding the TLP Learning Set were team the impacts on the women who inmates participated the in project. The Learning Set heard stories who inmates of some able reclaim were to joy their and, lives in being by part a group, of turn around depression and the broughtisolation about time. The their by jail degree which the to women embraced the concept and took ownership important was it really of to how success was viewed. “One of our key realisations was the realisations importance“One our of key clarity of on skills, team just letting everyone do what naturally they do had we best. all Similarly, behindunited was that a goal bigger and more important us. of than all what strivedThat’s we for us and to what towards. drove worked we It ondeliver our promise.” The TLP had the given group frameworks understand to their own internal dynamics, but Sue said after that the project was delivered, the group had reflectedeveryone about Rather, therehow was real no leader. nominated organically took on the roles best that their capacities, suited and fluidly stepped when in others the in group had step out to for other priorities. “The stars said Sue simply aligned,” Robertson, so rolled fast “it and so fact in smoothly, there times were when just we down it had slow to to anything.” missing regroup weren’t we that and sure make Invermay Primary School Breakfast Program 2015 Learning Set Project

Team members: Mark Dickinson, Megan Jolly, Nick Steel, Damien Stringer, Alison Turner and Angela Yao.

A collective interest in food and a desire to address some of the difficult health indicators for Tasmanian kids were the key drivers behind the Invermay Primary School Breakfast Program project for this TLP9 Learning Set.

Aside from the food motif, the group wanted a project that had a clear pathway to sustainability, something that could be handed off cleanly and run by the school without putting any stress onto the organisation.

The breakfast program initiative had already been established in Tasmania and the group set about finding a school that wasn’t currently running one, but was open to the idea. Invermay Primary was suggested, and the Principal was enthusiastic about being able to support the school’s students and families through the work of the Learning Set.

“As a passionate advocate for the breakfast program, Mark approached the Education Department and Invermay Primary, so it made sense to the group that he should be the project leader,” said team member Megan Jolly.

“We needed to make sure that the kids and parents were on board and 40 LEARNING SET PROJECTS 41 Megan Jolly

for each of us to push out of our comfort zone...” comfort our of out push to us of each for “Everyone had ask themselves to how could they do what had be to done in was that OKa way for everyone else.” theAt heart the of group dynamic was passion for the project and the a breakfast deliver to goal single program. The survey had strongly supported the need for the project and the school community was on board. their project to Keeping plan, everyone delivered on schedule. And breakfast was served! down the breakfast eat “Watching kids sit to was so When exciting. we the had we goals setrevisited ourselves the at as a team beginning, we had amazed we were that delivered exactly what had we set out do, to almost word for word.” The breakfast and now is running 2016 2 of two program began Term in mornings per week with the possibility more of mornings being added in the future. The school running is the program with the assistance some of student leaders, parents and the school chaplain. Megan said, “What our Learning Set added delivered really our to sense of confidence as leaders.to We ourselvesproved that behaviour doesn’t have about think normal. and where be to get to situation to you are going You doing individually so themoderate group can what you’re a far get better outcome.”

“It took effort, courage, patience and discipline discipline and patience courage, effort, took “It “We all realised how easy it was to revert to ‘type’,” said Megan, how realised that“We “but easy all revert ‘type’,” was it to to done. always as grow leaders to going weren’t we just if we what did we’d tookIt effort, courage, patience and for each discipline push us to of out of our comfort zone, had but we an with the framework and the of tools TLP, ideal action learning situation.” As the outcomes began elegantly shape, to take the lessons the of TLP tested,were as the diversity leadership of styles and personality types putwere through their paces, the in crucible work. team of “The TLP brand helped When enormously. approached we organisations and them told who and were we what doing, were we they knew a were we serious and credible partner work with.” to The a project group wrote plan, identified the right people for the tasks, and set about systematically getting stakeholders on board deliver to the breakfast program. Theresome with were wins great along the way, partners and supporters Foodbank and like artisan bakery Manubread coming on board, the allowing program be to ongoing and sustainable. “When forming were we Learning Sets the all were at we outset TLP9, of looking work with people to outside were that our of personality types with a range world of views. knew really would this be to We the key experiencing leadership collaborative a group, within where our TLP learnings could be practice.” put into The group, design by ratherthan happenstance, had Tasmania-wide networks and a diverse includingrange research skills, of and surveying. wanted the service, imposed wasn’t it that on the school so community, instigatedwe some surveys provide empirical to evidence the of need and benefits.” Welcome Dinner Project 2014 Learning Set Project

Team members: Shawn Lee, Alice Percy, Andrew Pitt, Misty Sanderson, Scott Schilg and Don Thomson.

A love of food and social inclusion coalesced the Welcome Dinner Project Learning Set at the first Residential they undertook with TLP8. All passionate foodies, this Learning Set wanted to incorporate food as one of the traditional neutral meeting grounds for social events. During the project, there was a wider cultural context that was informing the decisions of the group. Tensions in Syria, ISIS and the domestic immigration and refugee debate were all leading to the rise of negative attitudes to immigrants being constantly expressed in the media, and what was felt by the group to be a disconnect between compassion and border security.

The solution was reached in a structured and egalitarian way. The team members each brought their ideas to the table and debated them until they arrived at a mutually agreed outcome for the project, in the form of an idea that had the potential to migrate to Tasmania. Called the ‘Welcome Dinner Project’, and run

42 LEARNING SET PROJECTS 43

400 in Tasmania in a Welcome Dinner At least people have attended attended have people

“Leadership is lifting my vision to more inspiring insights, raising my performance to higher standards, building my personality beyond my perceived limitations. TLP9 motivated me to reflect on personal values and awareness, which will lead me to a better career and life direction.”

Angela Yao Business Development Manager, Department of Primary Industries, Parks, Water and Environment TLP placement sponsored by Tasmanian Irrigation More the to team, surprising than the engagement and adoption the of the at dinners, was thewider engagementconcept Tasmania in with the community. “Our Facebook page numbers growing. just kept More and more people assigned facilitators. train to up Per capita, Launceston has held the most DinnersWelcome Australia. in pretty That’s amazing.” proud done. really what of we’ve A recentsurvey “We’re undertaken by our Learning Set showed 50per over that people of cent attended that the dinners had further have contact with someone they met. People have jobs,got friendships been never know have where cemented. the You connections lead, will and what the long impacts term don’t can be. You and your vision follow you values to just know, and have to lethave the rest said Andrew. unfold,” Andrew Pitt

and let the rest unfold.” rest the let and

The team went in with a relatively ambitiousThe plan running of with a relatively seven went in team dinners across the with trained State facilitators. The end was result thirteen dinners between the and launch November June in 2015. 2014 “It was harder“It than thought, we the with relationship-building Joiningthedots. That was the part the of project where our TLP learnings around listening, diversity and We dynamics team came really play. into on deliver the together worked to MoU, all and knew do what when to wrinkles came needed up that smoothing,” said member team Andrew Pitt. Establishing a framework which by the dinner could be delivered was complex. Local stakeholders such as the Migrant Resourceand Centre needed be to activelyUniversity and involved Tasmania also of work with Joiningthedots. Getting the memorandum understanding of (MoU) written and executed was undertaken some by members, team while others on worked the community relationships. The Dinner Welcome concept a group newly of was invite simple: arrived migrants a home, to with an equal amount locals, of a pot in throw luck feel where everyone brings a dish, and for is new the potential friendships, new experiences and some very delicious food. social order this A side to engagement was the exchange local of knowledge about and culture community. “...you just have to follow your vision and values values and vision your follow to have just “...you by Sydney organisation Joiningthedots, Sydney by the had team seen on it an SBS program andtelevision thought was it perfect – and for them. for Tasmania Northern Young Professionals Network 2008 Learning Set Project

Team members: Fionna Bourne, Susie Bower, Sam Ibbott, Katherine Miguel, Ben O’Donnell and Craig Perkins.

2008 was the second year of the Tasmanian Leaders Program, and according to Craig Perkins from the Northern Young Professionals Network (NYPN) TLP Learning Set, year two was a ‘cracker’. When the time came to choose their Learning Sets, a group of them happened to be standing together in the corner. “We looked at each other and thought, you’re alright, let’s do it.”

With the first group decision out of the way, the team set about deciding on their project. Like many of the other groups, fired up with new learnings and a desire for change, they wanted to do something big and meaningful.

“We wanted to do something in education, working with kids and families and local schools. It had to involve leadership and sustainability. The more we talked around different ideas for projects, the bigger and more complex it became. More complexity meant there always seemed to be some intractable problems and we’d end up going in circles. Then Susie Bower said she’d set up a youth network and suggested we do one for Launceston, and it just clicked – that this was the solution for us,” said team member Sam Ibbott.

That idea evolved quickly once the Learning Set drilled down into how they could deliver the youth network. Rather than deal with schools and have to negotiate potential bureaucratic difficulties, and set

44 up systems in a structure where they had little control, the Learning Set PROJECTSLEARNING SET decided to create a network for young professionals to be mentored, share experiences and build a community of talent in Northern Tasmania. “The TLP has the ability to bring together people who may not ordinarily meet and then enable “We all really wanted a project... them to learn from each other. The Program offers a unique and safe place through which we that we could watch grow and evolve once we let go.” can challenge perspectives, develop new skills Sam Ibbott and build networks. Most importantly for me, TLP7 gave me lifelong friends and a fresh dose of inspiration.” “At that point it all came together: there was a gap in the market for a network for young people, the team already had strong professional Rikki Mawad networks, and we quickly identified partner organisations that would help Researcher and Sessional Lecturer, Tasmania Law Reform Institute knit the network together while the members were creating their own TLP placement sponsored by Department of Premier and Cabinet identities and brand to coalesce around. This was a clearly defined project that we could deliver, with an outcome that would meet all of our values.”

The initial backbone to the organisation was provided by the Launceston “I have a TLP card on my desk with the Tim Minchin Chamber of Commerce who auspiced the Northern Young Professionals quote, ‘We must think critically, and not just about Network as a Sub-Committee of the Chamber. This provided stability the ideas of others. Be hard on your beliefs. Take them out on the verandah and beat them with a and ready-made business and professional mentors with experience cricket bat. Be intellectually rigorous. Identify your in the North. The Northern Young Professionals Network is now fully biases, your prejudices, your privilege.’ Every day independent and has over 100 members drawn from a diverse range of I draw on my TLP tool kit, it helps me to listen with professions, all with a common goal of growth and career development. respect, think clearly and act judiciously.”

“We all really wanted a project that was not only bigger than us, but didn’t Rebecca Greenwood rely on us, something that we could watch grow and evolve once we let go. Commercial Leader, Megavar Pty Ltd I think the fact that the network is still running today, independently and TLP placement sponsored by Department of Economic Development strongly, is an absolute testimony to that legacy,” said Sam.

Over 1,000 attendees to events 45 since NYPN’s inception Initiative, Influence and Impact Completed Learning Set Projects

YEAR PROJECT LEARNING SET DESCRIPTION 2015 Bruny Island Quarantine Adam Clavell, Matthew Gee, This project provided the Friends of Bruny Island Quarantine Station with a clear and Station Strategic Plan and Todd Henderson, Nathan McDonald, achievable strategic plan that charts a course to increase visitor numbers and investment in Schools Program Amanda Mason and Emma Matuszek the Station, and establish an educational program to encourage schools to visit the site. Invermay Primary School Mark Dickinson, Megan Jolly, This project saw the establishment of a regular breakfast program for students at Invermay Breakfast Program Nick Steel, Damien Stringer, Primary School, to help increase the physical and mental health of students in need, and Alison Turner and Angela Yao improve education outcomes, by providing them with a nutritious breakfast. Career Mentoring for Garth Barnbaum, Archana Brammall, This Learning Set connected Tasmanian Leaders Alumni with secondary school students Tasmanian Secondary Danielle Kidd, Christopher Rayner, for career and leadership mentoring, to inspire and support young people to stay in school School Students Steve Wiggers and Ellen Witte and develop a career path. The project was undertaken in partnership with the Beacon Foundation and was funded by a Foundation for Rural & Regional Renewal ABC Heywire Youth Innovation grant. 2014 Evaluating the 26TEN Antony Deck, Alison Lai, To increase awareness of adult literacy issues in Tasmanian organisations, this project ‘Steps’ Activity M’Lynda Stubbs, Mike Thomson, undertook an evaluation of an interactive adult literacy awareness raising activity from James Vesteegen and Naomi Walsh 26Ten. Welcome Dinner Project – Shawn Lee, Alice Percy, Andrew Pitt, The Welcome Dinner Project makes connections between established Australians and Tasmania Misty Sanderson, Scott Schilg and recent immigrants through the sharing of pot-luck style meals in volunteers’ homes. Don Thomson This learning set established this initiative in Tasmania and raised funds to employ a State coordinator. Supporting Parents in Lola Cowle, Glen O’Keefe, SPIYC (pronounced ‘spike’) is a pilot program delivered to parents in the workplace, to Youth Career choices Anya Reading, Pete Smith, inform and assist those who are supporting young people with career choices. (SPIYC) Ainstie Wagner and Vani Welling Pathways to Community Martin Anderson, Anna Balmforth, This project facilitated the construction of a footpath for the newly redeveloped Queens Connectivity Craig Emmett, Ben Hart, Claire Jones Walk affordable housing complex, to provide greater access for the local community and and Tom Windsor safer opportunities for physical exercise. 2013 Red Shed Connect Rachael Cox, Kay Cuellar, The Red Shed Connect project increased job placements by developing and facilitating Matt Geoghegan, Rebecca Greenwood, lasting relationships between various industry bodies and Workskills, a not-for-profit Paul Niven and Leanne Sherriff community-based employment services provider and registered training organisation. 2012 Marillac House Future Frances Bartlett, Lucinda Szczypior, This project established a four-year policy framework and set of procedures to deliver Funds Initiative Gayle Johnstone, Mark Millhouse, sustainable revenue-generating opportunities for Marillac House, owned by St Vincent de Pax Taylor and Simon Wiggins Paul. The project included a fundraiser at the Queen Victoria Museum and Art Gallery with guest speaker Father Bob Maguire AM.

46 COMPLETED LEARNING SET PROJECTS 47 The Northern Professional Young Network was established by this Learning Set, who is proud that the initiative still is being delivered out of Launceston by an independent board of directors. In collaboration with the suicide prevention organisation OzHelp Foundation, this Learning Set developed a mental health and well-being support kit for businesses within the community. Tasmanian Working with Access Arts Link, in partnership with Launceston Human Libraries and funding from the Community Support Levy, this Learning Set coordinated the creation of promotional seating installations promote to and strengthen the work of the Library. A free, community-built road safety park bike in Sheffield, designedto help address the significant gaproad in safety education that occurs between the time children learnto cross a road and the time theygain their drivers licences. Social Enterprise Stories a collection is Social Enterprises of Tasmanian that has been compiled by the Institution for Regional Development (UTAS) in conjunction with members of this Learning Set. This initiative provided draught stoppers supported to accommodation to in Tasmania encourage and assist residents achieve to energy cost savings in a sustainable The way. project partnered with Anglicare and utilised makers Tasmania in the community as a resource. This project contributed the to development, launch and ongoing sustainability of the new Market. Farmers’ Harvest Community Launceston Launched on in 2016 International Guide this project Dog Day, provides a peaceful reflective space in a small park in Hobartto acknowledge the importantrole guide dogs in thehave livesof their handlers. The OWLISH program shared the experiences and wisdom of elderly people with high school students enhance to health and well-being and develop new skills. Six students from Montrose Bay High, over a four week period, had the privilege meet to four lovely elders at Glenview age care facility in Glenorchy. HMWP, devisedHMWP, with prison staff, sourcedsewing equipment and appropriate training requirements for inmates of the Mary Hutchins Prison Women’s learn to and/or develop sewing skills. These allow skills inmates produceto clothing items for distribution through partnersnot-for-profit to niche markets in the broader community. The skills acquired by the program participants assists with their rehabilitation and future career prospects. DESCRIPTION

Fionna Bourne, Susie Bower, Sam Ibbott, Katherine Miguel, Ben O’Donnell andCraig Perkins. Matt Durose, Mark Mason, Lisa Nelson and Stuart Smith Mark Parssey and Sherri Ring Simon Matthews, Dion Lester, Amanda Castray, Jane Crosswell, Angela Jason Hay, Driver, Shona Beswick, Mark Jefferson, Kacey Rubie and Darryn Smith Ian Adams, Amanda Maxwell, Jill Daly, Thomas Melinda Murraylee, Wayne Watson Mark and Lucy Byrne, Steve Henty, Henty, Steve Byrne, Lucy Brett McDermott, Dean Mundey, Alan Rosevear and Julie Waddington Jo Tubb Poppy Fay, Philip Dewis, Philip Poppy Ruth Forrest, Fay, Nick Haddow, Guy Robertson and Jane Forrest, Kate Grady, Ben Maynard, Margie Jenkins, Stuart Sharples and Gina Sidhu Todd Houstein,Todd Matthew Hubbard, Eleanor James, Rosalie Martin, Sharon Pittaway and Lisa Rudd Cheryl Bellchambers, John Hooper, Cheryl Bellchambers, John Hooper, David Hugo, Sue Robertson, and Allan Walsh Tasker Tracey LEARNING SET Northern Young NetworkProfessionals A New Mindset Launceston Human Human Launceston Libraries Kentish CommunityKentish Road ParkSafety Bike Social Enterprise Stories 100 Door Snakes in 100 Days Harvest Launceston Farmers’ Community Market Guide Dogs Tasmania Guide Dogs Tasmania Garden Memorial Old Wisdom Landing In Safe Hands (OWLISH) Hand Made With Pride (HMWP) PROJECT 2007 2008 2009 2010 2011 2012 YEAR TLP Scaffolding: LEADERSHIP CHAMPIONS The Tasmanian Leaders Program is not only blessed with a coterie Board + Champions + Presenters of presenters that enrich and expand the Program, it has a stable of champions that take the message of the Program and what it has achieved The Tasmanian Leaders Program is the amalgam of many people, who into their extended networks. The list of champions reads like a who’s who through their tireless work form a scaffolding that supports and frames – with captains of industry, media stars, former premiers and ministers, the Program and the events that happen in and around it. All play critical heads of agencies, literary giants, sporting heroes, and many innovators roles on a volunteer basis, and many have done so across the past decade and pioneers across all sectors of Tasmanian industry. These are people – a priceless investment of quality and commitment to a better Tasmania who have at some point intersected with an element of the Tasmanian through their own modeling of excellence. Leaders Program, often as a presenter or at the conception of the Program. They have invariably seen the value that the Program offers participants TASMANIAN LEADERS INC BOARD and the wider Tasmanian community. The Tasmanian Leaders Inc Board has from the outset been a strong With a vision of future leadership they champion the Program wherever rudder, providing both governance and strategic direction, working they go – enthusing others and impressing the need for their organisations closely with the Program Manager and then the General Manager. The to also champion, or sponsor, or even to apply to participate in the Program Board has always had a representative from the Tasmanian Government. themselves. The Leadership Champions are often presenters and mentors As testimony to their commitment to the organisation, many of the who contribute their time to the Program. Importantly, it has been the original founding Board members have stayed on the TLI Board in various contribution of their personal brand and their unequivocal endorsement executive and non-executive capacities over the past decade, including that has helped to strengthen the Tasmanian Leaders brand over the past John Perry and Gillian Biscoe who continue to contribute as Board ten years. The Champions set the tone for the aspirations of participants, members. Alumni also play their part on the Board, as do local business and reinforce the critical message that this is not just another leadership leaders. With the tone for performance set by the founding Board, the course with a series of static modules. The Champions demonstrate energy and enthusiasm to work hard and deliver the best leadership real diversity, dynamism, courage, integrity, innovation and of course program possible for Tasmania has continued and is a critical element of leadership. This is exactly what the Tasmanian Leaders Program was built the success and longevity of the organisation. from and will remain for the next decade. investment48 PRESENTERS, SPEAKERS + FACILITATORS SCAFFOLDING TLP

Infusing the Tasmanian Leaders Program with a true diversity of views, experiences and conversations relies on having that ethos reflected in the presenters. A year-long program with intensive retreats and weekend sessions over a ten-year period has required the scheduling of over a thousand presenters – all of whom are sought-after experts in their field or the particular experience of life they share, which of course means they are busy people. One of the hallmarks of the TLP is the consistent quality and authenticity of presenters, and the willingness of those presenters to give their time and expertise for free – year in, year out. One of the indicators of those who have a strong commitment to building capacity and community is that they see sharing knowledge, networks, skills and experiences as a core part of their role. It is what they do to contribute to the welfare of all Tasmanians. It’s no coincidence that this value set is at the heart of the Tasmanian Leaders Program. By making Tasmania a better place, these generous humans have the added bonus of increasing their own happiness and contentment by simply giving back. There is a saying that information without experience is merely knowledge, not wisdom. The TLP presenters bring their knowledge to life by sharing and discussing their experience with each cohort of participants. They get to see their wisdom passed to new hands, eyes, ears, hearts and minds, to be repurposed and reincarnated. The presenters interviewed for the book were typically modest – they simply saw it as a brilliant opportunity to be in a room with the leaders of the future, a chance to have a crack at solving some of the more intractable problems of the now. It is a mutually satisfying exchange, and it is no wonder there is such a willingness to keep contributing. investment 49 BOARD MEMBERS LEADERSHIP CHAMPIONS Shona Beswick Feb 2014 – Nov 2014 Lyndon Adams 2007 – 2011 Dan Norton 2007 – current Gillian Biscoe Dec 2005 – current Janelle Allison 2012 – current Felicity Novy 2011 – 2012 Bob Campbell Dec 2005 – Feb 2012 Melanie Bartlett 2012 – current David O’Byrne 2011 – current Lou Clark July 2011 – July 2013 Jane Bennett 2007 – current Tom O’Meara 2007 – current Kim Evans Feb 2015 – current Richard Bovill 2007 – current John Pitt 2007 – current Liz Jack Jan 2009 – July 2012 Bob Campbell 2012 – current Anthea Pritchard 2015 – current Mark Kelleher Aug 2012 – June 2015 Michael Daly 2007 – 2011 Peg Putt 2007 – 2009 Brian Lewis Dec 2005 – Dec 2015 Peter Davis 2007 – 2011 Peter Rathjen 2012 – current Norm McIlfatrick Dec 2005 – Oct 2009 Neroli Ellis 2007 – current Martin Rees 2007 – current Ian Nelson July 2008 – June 2011 Lynne Fitzgerald 2007 – 2011 Lawson Ride 2007 – 2011 John Perry Dec 2005 – current Michael Field AC 2007 – current Heather Rose 2007 – current Anthea Pritchard Dec 2005 – March 2016 Joanna Gair 2007 – 2011 David Rowell 2007 – 2011 David Sadler May 2012 – July 2014 Lara Giddings MP 2007 – current Kathy Schaeffer 2007 – 2011 Michael Sims Aug 2014 – July 2015 Matthew Groom MP 2011 – current Kim Seagram 2012 – current Kathryn Thomas May 2006 – Feb 2010 Peter Gutwein MP 2011 – current Judy Tierney 2007 – current Don Thomson Dec 2015 – Dec 2016 Nicholas Heyward 2007 – current Kathryn Thomas 2010 – current Ginna Webster July 2011 – current Paul Hogan 2007 – 2011 Mark Thomas 2012 – current Rob Woolley May 2012 – current Liz Jack 2007-2009 / 2012 – current Diane Tompson 2007 – 2011 Jenny Jarvis 2007 – 2008 Albert van Zetten 2007 – current Mark Kelleher 2015 – current Mike Vertigan AC 2007 – current Ros Lampril 2007 – 2011 Jonathan West 2012 – current Brian Lewis 2015 – current Malcolm White 2007 – current Greg McCann 2012 – current Don Wing AM 2007 – current Colleen McGann 2007 – 2011 Nick Wells 2007 – 2011 Norm McIlfatrick 2009 – current Suzanne Williamson 2007 – 2011 Tam McMichael 2008 – 2011 Tammy Wood 2007 Robyn Moore 2007 – current Rob Woolley 2007 – 2012 Christine Mucha 2007 – current John Young 2007 – 2011 Richard Mulvaney 2012 – current 50 honour roll LEADERSHIP CHAMPIONS intense, but I find it one of the most interesting parts of the Leading the leaders: role. Each year I am amazed by the courage within people to Dan Norton 2007 – current step forward on the basis that they want to be better, do more Felicity Novy 2011 – 2012 General Manager life and achieve greater things. David O’Byrne 2011 – current Angela Driver Tom O’Meara 2007 – current As General Manager, there is always the anxious moment John Pitt 2007 – current There is no pressure quite like leading a leadership at Strahan wondering if you have selected the right mix of Anthea Pritchard 2015 – current development organisation. Equally, there is no 24. Is there sufficient diversity to maximise the rub between Peg Putt 2007 – 2009 greater reward than being part of the machinery that participants, but enough in common to ensure cohesion and Peter Rathjen 2012 – current facilitates growth in 24 remarkable Tasmanians each safety? I am pleased to say that every year, the right 24 have Martin Rees 2007 – current year. been in the room, and more importantly remain in the room for Lawson Ride 2007 – 2011 12 dynamic months. Heather Rose 2007 – current This machinery is maintained with the support of David Rowell 2007 – 2011 our vast networks who enable us to intersect with It’s not just the Program that has evolved and matured over a Kathy Schaeffer 2007 – 2011 private, public and not-for-profit sectors, with reach into almost every decade. In reflecting on my growth, simultaneous to the growth of the Kim Seagram 2012 – current industry in Tasmania. We are an organisation of hundreds, with a payroll of Tasmanian Leaders Program, I am eternally grateful for the mentoring Judy Tierney 2007 – current two. from many within the TLP family, including John, Brian and Gillian. Kathryn Thomas 2010 – current Over the years, I have had the pleasure of working alongside numerous The content within each year is as diverse as the participants themselves. Mark Thomas 2012 – current fabulous staff, and volunteers, who have each contributed to establishing Some years we can discuss one topic and the room can be full of pessimism, Diane Tompson 2007 – 2011 Tasmanian Leaders as the premier leadership development provider in Albert van Zetten 2007 – current yet three years later when we host the same conversation we burst Tasmania. Mike Vertigan AC 2007 – current with optimism. These are the swings and roundabouts of the Tasmanian Leaders Program, and the reality that the content of the Program comes Jonathan West 2012 – current Each year I am amazed at the willingness of 150+ speakers who freely alive through the catalyst of people, ideas and opinions. Malcolm White 2007 – current volunteer to speak at our Program days. The positivity and good will for Don Wing AM 2007 – current Tasmanian Leaders is palpable, with levels not experienced by any of our If leadership is the answer, what is the question? Nick Wells 2007 – 2011 national counterparts. It would seem Tassie truly believes we are all in this Suzanne Williamson 2007 – 2011 together. And that we can all do better, when we all do better. The question is, “How can we make Tasmania an economically viable Tammy Wood 2007 civil society?” A decade on, we’re still asking the question, and letting the Rob Woolley 2007 – 2012 Our Alumni are our biggest brand ambassadors and each year ensure discussion and activity be led by the 224 graduates, who have, as agents of John Young 2007 – 2011 we receive an abundance of high-quality applicants who wonder if they change, made it their mission to help create a more successful Tasmania. too can have a transformative TLP experience. The interview process is

51 AND NOW, A WORD ON OUR SPONSORS

The Tasmanian Leaders Program derives its income from a number of Supporters of our work in the community include the Tasmanian committed sponsors and partners, as well as from participants and their Community Fund, who invested in the establishment of our Skillsbank employers. The fee for each individual place for TLP10 in 2016 was $6,600 initiative, the WD Booth Charitable Trust and the Foundation for Regional which was made up of $1,100 payable by the participant and $5,500 and Rural Renewal who have supported our community work more payable by a participant’s employer (or other sponsor). This income stream broadly including Thinkbank. provides only a fraction of the total cost of running a leadership program, The Alumni have also been well supported by key local businesses. The and ongoing sponsorship is vital to the sustainability of delivery. The regular ‘Lunch with a Leader’ series was sponsored by St.LukesHealth for a Program has had the Tasmanian Government as its foundation sponsor number years, while Regional Development Australia, Tasmania and Metro since the inaugural TLP1 in 2007. The commitment of government and its Tasmania have supported the annual leadership award. ongoing recognition of the value and reach of the Program is of significant value, as is the provision over the years of in-kind support through staff The Examiner and The Advocate newspapers have supported our secondments and office space and resources. recruitment efforts. A number of generous scholarships are also provided (see page 58) which increasingly support emerging leaders in specific Another significant sponsorship has been that offered by the Federal Group, sectors, or participants whose organisations need financial support to where venues for the annual Residentials and other events throughout enable their staff to attend the Program. the year have been supplied to the Program through Pure Tasmania. This generosity has provided excellent venues for the Program in some of the We would like to express our deep gratitude to each and every one of most scenic parts of the State, all adding to the atmosphere and context our sponsor and partner organisations (see pages 51 and 52 to see the of immersive leadership learning. We are incredibly thankful that RACT full complement). It is only with the collective support of so many that has continued this generous access to venues for Residentials since taking the organisation can continue to go from strength to strength and do the ownership of the properties in 2014, while the Federal Group continues to important work of developing our State’s future leaders across our sectors, support our events including the Graduation Dinner, Conversations with the regions and disciplines. Premier and the Tasmanian Leaders Alumni Congress. John Pitt, one of the founders of engineering firm pitt&sherry, summed up Other major sponsors have included the three State-owned water his experience of being an early sponsor and putting many staff members corporations and then TasWater, the WIN Network, pitt&sherry, and through the Tasmanian Leaders Program, “Success breeds success; long Nekon Pty Ltd. KPMG has been a loyal supporter since 2008. may it continue.”

52 thank you

... plus countless other organisations and individuals. Partner Organisation Partnership Category Years Tasmanian Government Foundation Partner 2007 - 2016 Grange Resources Alumni Partner 2014 Metro Tasmania Alumni Partner 2015 - 2016 Regional Development Australia, Tasmania Alumni Partner 2014 - 2016 St.LukesHealth Alumni Partner 2014 - 2015 ABC Heywire Youth Innovation Grant Community Partner 2015 - 2016 Forestry Tasmania Community Partner 2012 Foundation for Rural and Regional Renewal (FRRR) Community Partner 2015 - 2016 Tasmanian Community Fund Community Partner 2009 - 2011 WD Booth Charitable Trust Community Partner 2011 - 2014 Cradle Mountain Water, Ben Lomond Water, Southern Water Major Partner 2010 - 2012 Federal Group Major Partner 2013 - 2016 Nekon Pty Ltd Major Partner 2015 - 2016 pitt&sherry Major Partner 2010 - 2014 Pure Tasmania (Federal Group) Major Partner 2008 - 2012 TasWater Major Partner 2013 - 2015 WIN Network Major Partner 2009 - 2016 RACT Major Partner 2014 - 2016 Australian Government Department of Foreign Affairs and Trade Program Partner 2008 - 2014 CPR Program Partner 2008 - 2011 Cradle Coast Authority Program Partner 2014 Jetstar Program Partner 2007 - 2008 Juicy Isle Program Partner 2009 KPMG Program Partner 2008 - 2016 Launceston Chamber of Commerce Program Partner 2010 - 2013 M&M Communications Program Partner 2011 Moorilla Program Partner 2008 NRM North Program Partner 2014 NRM South Program Partner 2014 Regional Development Australia, Tasmania Program Partner 2010 - 2014 & 2016 The Institute of Regional Development – Cradle Coast Campus Program Partner 2008 - 2009 VEC Civil Engineering Program Partner 2012 - 2013 The Advocate Recruitment Partner 2013 - 2015 The Examiner Recruitment Partner 2013 - 2015 Cradle Coast Authority Scholarship Partner 2015 - 2016 Cityprom Scholarship Partner 2015 - 2016 NRM North Scholarship Partner 2013 & 2015 NRM South Scholarship Partner 2015 RDS Partners Scholarship Partner 2012 - 2013 Regional Development Australia, Tasmania Scholarship Partner 2015 54 Tasmanian Early Years Foundation Scholarship Partner 2012 - 2014 collaboration55 56 TASMANIAN LEADERS ALUMNI 57

Tasmanian Leaders AlumniTasmanian Sub-Committee Vision and ongoing community involvement...’ community ongoing and to providefor to ongoing development and members of training respect in communityof leadership; and maintain to develop networks and forums for exchange between members both in professional and social settings; community encourage andto service the the Alumnito TLP, contribute to agencies; and and facilitate supportto members’ activities in involvement associated and with (direct indirect) community This mission leadership.’ was the necessary Leaders next Program to step for the Tasmanian embedreally the legacy participation. of graduates gave the It charter to communities. wherevercontribute and however they Tasmanian could to Despite good all intentions, once the Program ends individuals get consumed their back busy into lives. Making time or a clear having route doing somethingto outside work of and family commitments can be hard. Membership and the in activities involvement the of Alumni ensured re-engagingthat Leaders with the was simple. network Tasmanian of andEvents opportunities provided were Alumni, to with new as was a link graduates years, from continue later connections building to and capacity thewithin group. As part the of TOR, the recruitment and engagement of new members for the Alumni Sub-Committee ensured every that graduate cohort representation, would have and there that would be regular refreshment and the engagement of term renewal limiting by on the committee. There was from the outset the with the clear that vision natural increase with each graduates, of year the Alumni would The evolve. Alumni continued the objectives and values the of Program, and what began as a graduate network, has become resource a a difference makes that all to Tasmanians. ‘Creating opportunities for learning, networking networking learning, for opportunities ‘Creating

Andrew and Frost Glen Joyce, founder and then John TLI Chair Perry, Board member and presenter Kathryn Thomas and inaugural Program Manager Jen Lee. As the TLP2 off, the kicked working group was Reference of (TOR) for thedeveloping Alumni. a Terms had It a vision: opportunities‘Creating for learning, networking and ongoing community Leaders forinvolvement members Alumni’ and had it the of Tasmanian sustain the graduates of a mission, involvement of clearly stated: ‘To Leaders Program a variety in which ways of extendthe Tasmanian and complement Leaders the and aims objectives Program; the of Tasmanian The process done was, with thought unsurprisingly, and due process to ensure the that Alumni organisation was set up sustainably with a mind future cohortsto and how their input would shift the activities the of A working grouporganisation was formed grew. as it with TLP1ers The for desire ongoingcontact morphed there that the realisation into group, aligned all with the toolswas for the an ever-expanding potential and philosophies leadership, of and self-awareness, diverse networks. The could be neatly harnessedcharterthrough back give Tasmania the to to Leaderscollective graduates, of Alumni and was born. so the Tasmanian The Tasmanian Leaders Alumni the was in The minds the of TLP1 participants Tasmanian before the was ink dry on their graduation certificates. Alumnico-founder Andrew remembers Frost the at right that beginning the of first Program, participants knew they part were something of very then, special. “Even it was so awesome, end.” want to it knew we didn’t we Set up, Skillsbank, ThinkBank, Conversations with the with Conversations ThinkBank, Skillsbank, Set up, a Leader with Congress, Lunch Premier, Tasmanian Leaders Alumni: Leaders Tasmanian Andrew Frost, with classic Chair Ruth Forrest says, “Congress is now a three day professional and humility and humour, personal development program for Alumni. This key annual event includes believes that the Alumni is presentations, workshops, field visits, social gatherings and events to catch well on track to realising up and celebrate the achievements of scholarship holders and Learning Set the goals of the TLP in projects. The Tasmanian Leaders Alumni Sub-Committee and the Congress action, “At least they Convenors in particular (most recently Andy van Emmerik, Rebecca have real leaders in it Greenwood and Vani Welling) put in hundreds of volunteer hours to develop now, we were just an and deliver high-quality learning and networking opportunities for Alumni. out-of-control rabble.” Lunch with a Leader, a fixture for the Alumni, is a regular event held That out-of-control rabble throughout the year across the State, attracting high-quality guest speakers managed, however, to institute the first events of the newly formed and no shortage of Tasmanian Leaders Alumni round the table. Alumni – an annual Congress and breakfast and lunch events with the TLP Champions. The Champions used these opportunities to continue to build As Alumni ranks swelled, it was time to realise ambitious ideas and their relationships and networks with Tasmanian Leaders graduates, and leverage the collective wisdom and skills of the group in a way that could to share their wisdom, experiences and ideas with the enthusiastic new be impactful for Tasmania. leaders. These early events were a great success. The Alumni started small and focused, and because of this strategic approach by Andrew, Glenn and Skillsbank was the first project rolled out, with support from the Tasmanian the Sub-Committee, were able to saturate and deliver quality to the ideas Community Fund. The concept behind Skillsbank was to pool the Alumni before they were scaled. Glenn shared Andrew’s belief that there was the expertise into a resource providing high-level volunteer services and potential for the Alumni to be a powerful group. advice to community groups and not-for-profit organisations to support their successful development and impact. This idea played solidly into the “We truly didn’t know where it was going, and it has been really satisfying identified need in the not-for-profit sector for leadership and support, and to watch it grow over the ten years, seeing new capacity added, plus the capacity of the Alumni to give back to their State and their communities. the retention of some of the original elements like the Congress which Thinkbank came next, built on the idea of applying collective wisdom gets close to 50 participants to some of the seemingly intractable problems of Tasmania. To date, Tasmanian Leaders Alumni have gathered for now.” Thinkbanks have focused on topics such as education reform and gender equity in the workplace. Alumni who had a passion for the topic, along 7 congresses As current Alumni with politicians, academics, experts and frontline workers in the area across 4 locations Sub-Committee of interest, worked together over an intensive period to try and find ...exploring professional and leadership development, learning, communication, solutions to these big gnarly issues. Aside from all the ideas and goodwill personality types, community, creativity, intelligence and ethical leadership TASMANIAN LEADERS ALUMNI 59 2012 - 2014 2008 2009 - 2012 2009 - 2012 2011 - 2013 - current 2016 2011 - 2012 2014 2012 - 2014 2009 - 2011 2008 - 2009 2012 - 2014 2015 - 2016 2015 2008 - 2009 2011 - 2015 2009 - 2012 - current2015 2012 - 2014 2010 - 2012 Miguel Swallow Thomas Robson Mills Wiggins Ring Webster Unwin Willing Rayner McArthur Turner Ralph Welling Thomson Robertson Ross Maxwell Jill Zach Katherine Louise John Chris Sherri Sue Martha Ted Michelle Melinda Don Brad Jason Andy Emmerik van Ginna Vani Stuart Steve 2013 - 2014 2008 2008 - 2009 2009 - 2012 2011 - 2013 2012 - 2014 - current 2016 2010 - current2015 - current2012 2014 2008 - 2009 - current 2014 2013 - 2014 2014 2008 - 2009 - current 2014 - current 2016 2015 2013 - 2014 Martin Lai legacy Ian Adams Ian AndersonRenee Arnold Janine Fionna Bourne Amanda Castray Brendan Charles Adam Clavell Jane Crosswell Julia Curtis Ruth Forrest Jane Forrest Andrew Frost Greenwood Rebecca Matthew Hubbard Johnson Wayne Glenn Joyce Andrew Kidd Danielle Kidd Alison Rosalie ALUMNI SUB-COMMITTEE MEMBERS SUB-COMMITTEE ALUMNI So Leaders much has been achieved the by Tasmanian Alumni years, ten in from a standing start with 20 potential a mature to members the vibe alive’, ‘keep and to a will and significant groupcommunityof and business leaders who As a valuable make. contribution to have each new cohort graduates their place the take in Alumni, 24 of the opportunities be to service of expandcontinue to and andevolve, the TLP legacy givingof back the to State and alive remains well. A natural evolution from the evolution A natural ideas big idea creating to of policy-makerssupport has been and inform Tasmanian launched 2012 as a in Conversation with the Premier, Leaders Alumni down forum sit private where Tasmanian discusswith the ideas to the on of Premier to ways day a better work live, and place to do business. Tasmania make generated, the concepts, findings and solutions that emerged from Thinkbanks captured were and then written beup to sharedwith policy-makers. The first Thinkbank on education was held 2013, and in two further Thinkbanks one heldwere focused 2016: in on youth and youth risk, at the other on gender equity and the social determinants health.of innovative, collaborative of Both a suite created solutions. The Alumni has also launched education a digital series with webinars introduced 2016. in Scholarship IMPACT

The Tasmanian Leaders Program has, from year one, required participants and their employers to make a contribution to the Program as a participation fee. In comparison to the costs of some leadership programs, $6,500 for a year of intensive leadership learning is excellent value. Part of the charter of the Tasmanian Leaders is to have no one disadvantaged by financial barriers to participation. This is where the TLP scholarship program has been a critical enabler, helping to reduce the financial burden on participants. Prior to partner-funded scholarships the TLI Board offered financial assistance to selected participants where financial hardship could be demonstrated. The stories of how the scholarships have helped are testament to their ongoing value in the contribution their recipients make to their businesses, sectors and communities.

Rosie Martin received a scholarship from the Tasmanian Early Years Foundation to undertake TLP6 in 2012. What it meant to her was that she could participate in the Program, which otherwise was more than her small business could manage. What that scholarship delivered has had a reach well beyond the Program year – Rosie went on to receive the 2017 Tasmanian Australian of the Year Award.

“The Program planted seeds which have continued to grow in magnificent ways beyond what I could have expected. It gave me a community within which to challenge my fear and uncertainty, by which to be encouraged and advised, and with which to celebrate. My little charity, which was the passion I held as I went into TLP, is starting to kick some goals – and read some books! – in some of the most disadvantaged and stigmatised

60 SCHOLARSHIP IMPACT 61

Glen O’Keefe found the TLP scholarship program beneficial work forhis in the sector“Working NFP sector. usually means thein not-for-profit budgets training that are restrictive and the selection and training of development can be geared a group towards or environment team and personalnot toward development. When I applied for TLP8 I also applied Governmentfor for a scholarship was that provided the by Tasmanian I was fortunate enough sector. to be people working the in not-for-profit successful application with my and the scholarship provided me with an opportunity for personal and professional development I would that not normally be able access.” to Youth Network the employer, JoannaFor Siejka, whilst her not-for-profit very were supportive Tasmania, of her of participation the in Program, was herit not able cover costs. to “Working the in community sector can sometimes mean opportunities there are limited for professional development, and when one comes along need you really grab with it to both TLP7 enabled hands! me learn to so things many I could directly apply a peak professional of my as personal role but theto my body, CEO also to helpedlife. It me consider to the strategic approach work, my in I take that and reaffirmed for me thevaluesin themy role choices It play gave I make. implementme to tools many on the ground. I was also exposed amazing to and Australia,people the within group and the from across many Tasmania guest speakers, personal my contributing to growth I couldn’t that a way in imagined.” have households in our community.” Rosie’s work early in childhood educationhouseholdsRosie’s our in community.” and capacity givingis skills underpin that children to their ongoing success and impacts leadership, long-term and have will ontheir lives and communities. Suzanne Purdon and M’Lynda Stubbs also received undertake Foundation to Early Years scholarships from the Tasmanian respectively. and TLP8 2010 2014 in in TLP4 Small businesses too can struggle to find the time and resources to prioritise training, especially when there are so many other competing priorities for cash flow. Don Thomson was assisted to attend TLP through the Tasmanian Leaders Small Business scholarship, and the Program has transformed his life.

“The timing of my participation in the Program couldn’t have been better. I wanted to make changes in my business and professional life but wasn’t sure which way to go. Spending the year learning more about myself, re-equipping and updating my professional tool-box, learning more about Tasmania and the nuances of different industry sectors, and getting to know a fantastic group of smart and passionate Tasmanian leaders was a life-changing experience. Receiving the scholarship has made me more enthusiastic to give back to Tasmanian Leaders Inc. I was a member of the Tasmanian Leaders Alumni Sub-Committee undertaking the role of Membership Liaison Officer from 2015-2016. I’m looking forward to continued involvement in professional development initiatives and getting involved in Skillsbank and Thinkbank. I’m determined to ensure that the investment made in me when I was awarded the scholarship will be repaid with interest.”

Adam Dickenson is from a small family farming business. For him, it was a lack of time as a key person on the farm that was the potential barrier to attending the Program. “The Tasmanian Leaders Program was by far the best professional and personal development that I have experienced. It was challenging for me to take the time away from the farm to undertake the Program, but the scholarship provided to me by Natural Resource Management North was of great assistance in enabling me to participate and I am very appreciative of it.”

62 development SCHOLARSHIP IMPACT

30% TLP10 in 2016 two small business together to donate money that enabled enabled that money In 2015 of the Alumni rallied

undertake to owners

“TLP10 was transformative. The experience was a bit like walking through a doorway to an entirely different place where I could see a new world, fresh with possibilities, and suddenly I could determine my place in it. I’ve felt inspired to go forward and do things that have distinct value and benefit for all Tasmania.”of

David Pyefinch Director, Madfinch Pty Ltd

TLI Small Business Scholarship Recipient

NRM Scholarship Recipient Scholarship NRM

Rural Affairs Manager, Tasmanian Farmers & Graziers Association Graziers & Farmers Tasmanian Affairs Manager, Rural

Nick Steel Steel Nick

friendships.”

I’ve gained form this experience are the close close the are experience this form gained I’ve

Tas Leaders Program?”, the most important thing thing important most the Program?”, Leaders Tas

popping up with the catch phrase, “How was the was “How phrase, catch the with up popping

While the networks gained are always always are gained networks the While interact.

allowed me to explore who I am and how I how and am I who explore to me allowed

It It friends. and networks insight, with me providing “The Program opened my world further by world openedmy “TheProgram my businessmy was growing. It provided about think time to happened a time when at Government, attend to TLP funded by the Tasmanian funded the by Tasmanian growth. “Receiving a Social Enterprise Scholarship, to boostto a period business of Eastley used her scholarship Arts sector consultant Kylie the direction I was taking and what other opportunities The Tasmanian Leaders Program has a range scholarships of The available Tasmanian scholarship opportunities Women 2017 every included year. a Tasmanian Agriculturein Scholarship, CityProm Member Scholarship, Max Kitchell ResourceNatural Management South Scholarship, a Startup Business Tasmanian Scholarship and Leaders Not-for-Profit Scholarship, Tasmanian Leaders Small Business Scholarship. there the in were arts, community and business sectors. The connections I made andextraordinary conversations with entrepreneurs who were farming, building, designing, producing… fact in sorts doing all things of priceless were and confirmed theacross Tasmania needto be original, ideas about the type leadership of Kylie’s authentic and passionate.” canthat come from the arts community and especially from women was reinforced, and her she using is TLP learnings be to a champion for women leaders the in sector. development Transformations TLP GRADUATE REVOLUTIONS AND EVOLUTIONS.

64 GRADUATE STORIES 65 Each TLP journey unique, is and each year produces its own family participants, of bonded through the learning, the growth and the discovery their of leadership qualities. While each experience person’s matchless, is there are common through their threads way weave that be to what a TLP is it graduate. Themes new improved prisms of self-awareness, understanding,of strengths of the realisation previously uncelebrated, the emergence of a commitment values to and their self-belief, presence leadership, in and new friendships forged across which a year become lasting with unquantifiablerelationships tovalue participants. Each the of following stories echo these themes, and some reveal the of personal evolutions and as graduates revolutions took their TLP learnings their worlds. into . TLP GRADUATE REVOLUTIONS AND EVOLUTIONS AND REVOLUTIONS GRADUATE TLP

Transformations The focus on Tasmania and Tasmanian issues was critical for Janine’s Janine Arnold leadership development. It was an awakening on many levels as to who CEO, Carers Tasmania she was, what sort of a leader she could be, and where she fitted in the Tasmanian picture. Being appointed to the position of CEO at Carers Tasmania enabled former “Ironically (if I look at where I am now), one of the most memorable ministerial staffer Janine Arnold to move moments for me was the understanding that you don’t have to be a CEO to from a high-profile political advisory be a leader; you can lead from anywhere at any time. One of the facilitators role to running an organisation that is said something to me that has become my mantra and was one of the integral to the lives of many Tasmanians. key messages for me from the whole Program: ‘You don’t have to be the Janine loves her job. Carers Tasmania loudest voice in the room to make a noise.’ is at the heart of the community sector “The Tasmanian Leaders Program really became a watershed moment in Tasmania, providing support for for me. All of the career choices I made since completing the Program Tasmania’s estimated 73,800 family and friend carers who look after have been directly impacted by the influence the TLP had on my journey. people with mental illness, disability, chronic conditions or who are frail I want to make a contribution to a great society here in Tasmania; a place aged. where people are safe, where there is an economy that is viable, and where When Janine was selected for the first cohort of the Tasmanian Leaders people can thrive in an individual, social and economic sense. The journey Program in 2007, she was working for an events company and her not-for- of Tasmanian Leaders is not one that stops when you step out of the profit destination wasn’t even in her game plan. Program. It comes with peers, networks of supportive friends and mentors that endure well into the future. I’ll be grateful for it for the rest of my life.” “I’d been in my event management job for seven years. I became aware of the Tasmanian Leaders Program towards the end of my university degree, I didn’t necessarily see myself as a leader, I just knew it was time for “SEA ROPES: It started as an idea at TLP in 2012 and finally resulted in the State-wide Waterlines something different. Exhibition at Tasmanian Museum and Art Gallery in 2016. My TLP journey taught me that my ideas “I’ve never been someone who wanted to do or be something specific would sometimes have to wait patiently for the when I ‘grew up’. I was motivated by wanting to make a contribution that ‘right wave’ in order to achieve success.” was useful, and be the best I could be at the same time, and I thought the Tasmanian Leaders Program would extend me further towards that.” Lisa Rudd Community Development Officer, Glenorchy City Council

TLP placement jointly sponsored by Brighton Council, Jordan River Learning Federation (Department of Education) and Colony 47 66 GRADUATE STORIES 67

I was able to strive for balance.” for strive to able I was better; and as consequence, a productivity and camaraderie improved and everyone better got their at roles. became“I personality my of Self-awareness a better myself. of version type wasthe realisation. at When this core of I knew best what my self was capable I was able strive for to balance. of, how terms of In structure I my I know that sure their personality I make teams now, types and the have sets balanceright skill of and capacities. public service my “In job, seen I never would have some the of deep and has culturally injustices and entrenched problems Tasmania that Leaders The exposure Program has madesocially. through the Tasmanian needs hands many on deck. Since Tasmania that me completing realise the boards andin the community on roles taken on not-for-profit I have TLP, where I can try to bit do my and change. facilitate “The experience gained community volunteer from my leadership roles combined TLPwith my and Alumni learnings, made the difference in current senior my leadership stepenabling into my position with the Most importantly, has me given it University a peer Tasmania. of group to Whenturn to. needed I have support or advice, whether professionally or the Alumnipersonally, network has been there.” “When I knew what my best self was capable of, capable was best self my what I knew “When

Amanda Castray Projects, Director, Executive University of Tasmania Leaders Program oftenThe Tasmanian acts as a catalyst change to for its participants, either during or after the Program complete. is Amanda Castray entered TLP3 after from returning maternity doing leave, a job she thought she should do, rather than a job she was destined do. was a subtle distinction to It “For me, the learnings of the Tasmanian Leaders“For me, Program the the were learnings the of Tasmanian piece. out the played emotional That in workplace. really intelligence I simply communicated better; I understood the staff my motivation of Amanda’s first ‘aha’ ‘aha’ moment came first when Amanda’s she found herself unableto complete one the of personal portfolios her listing and goals values. This made her she needed realise deeply think to about what she believed really in, where she and go wanted to how Tasmania. she to contribute wanted to “A number people of recommended“A the me, Program to and about spoke their personal transformation as their professional as well one. was this It element, holistic approach this was that what I needed. I knew I needed do somethingto else, but I had no idea what was. it The 2009 Tasmanian Leaders Program offered me the ideal time for reflection a combination of and action.” but one was that impeding her a career launching into based on passion and purpose. “One of the things that became clear to me, having worked in the public Stella Cook service for 25 years, was that it was hard to determine what was truly me, Vice Consul Immigration, and what was conditioned cultural behaviour and values. The Tasmanian Guangzhou Leaders Program taught me authentic leadership, understanding my personal brand and valuing my uniqueness. The more I valued myself, the It’s a long way from Bridgewater, more I started offering value to others.” Tasmania to Guangzhou, China, and before Stella Cook undertook the The capacity to make more conscious decisions about her own pathway Tasmanian Leaders Program this was a became a step change in Stella’s life. The validation she received about her career destination that she had never skills meant that she could instead focus on tasks aligned with her core imagined. values, secure in the knowledge she was equipped for the mission.

“I’ve always been very passionate about “Previously, I thought my success was determined by forces outside my Tasmania, but like many Tasmanians I came from a background where I had control, now I know I can pretty much do anything, it’s me in the driving a lot of challenges growing up. I’m from a lower socio-economic area, in my seat, I’m becoming more comfortable in looking for, and more importantly, family there were low levels of education, I had to work hard to reach the being open to opportunities outside my usual purview. goals I had set for myself. “Having the Tasmanian Leaders Program behind me was a catalyst to apply “I knew the Tasmanian Leaders Program would provide me with guidance, for the position of Vice Consul in China, I approached it with a lot more in the context of my experience, to help me make the changes I desired. I confidence, knowing if I didn’t get it, there was an array of opportunities I understood what it meant to want to show people the way through their could pursue.” cultural obstacles and take Tasmania forward as well. The Tasmanian One of the things that changed for Stella during the Program was a Leaders Program was a chance to be exposed to a whole range of tools and reconciliation of sorts with her own life journey. options that would help me to give back to the State in a holistic way.” “The social inclusion work as part of the Tasmanian Leaders Program Getting an understanding for Stella of what and how she could contribute, made me truly understand that Tasmania is an island of physical and building her confidence and plumbing deeper levels of self-awareness social contradictions – the beauty and the wealth contrasted with were part of the journey of integrating her past and her present, and these significant disadvantage. Whilst I had made change from my beginnings lessons continue on since she has completed the Program. in Bridgewater, for many reasons this is not possible for everyone. I had a personal mandate now to contribute positively to assisting those that do want change.

68 “The Tasmanian Leaders Program has given me the strategic tools to GRADUATE STORIES shift my thinking. When you stop being your own self-critic, you can see the positives of your life and experiences – they become your strengths instead of your weaknesses, they are a point of pride, and a launching pad for community leadership.”

“TLP10 has provided me with a new network of colleagues and friends with whom I can bounce ideas off and work through challenges. As well, the fun of the Linking Sessions and Residentials has left a lasting impression on me, together with the practical insights into self and others that were explored through the Program. It has been a packed year and the best part is – it can continue through membership of the Alumni!”

Michael Giudici Surveyor General, Land Tasmania TLP placement sponsored by Department of Primary Industries, Parks, Water and Environment

“The TLP has been an inspiring journey full of fun, laughter, insight and growth. I’ll always remember 2016 for being a BIG year! Thank you for the opportunity to be part of such an amazing experience.”

Amanda French Senior Project and Research Officer, Relationships Australia

TLP placement sponsored by Relationships Australia Tasmania

values69 Jen built a management committee through the Tasmanian Leaders Jen Edis Program approach of having a connected complementary group with a Founder, Harvest Launceston single vision of delivering an outcome. Community Farmers’ Market “In starting the market, one of the key committee members had totally Jen Edis arrived in Tasmania with opposite skills to me. Without her and her meticulous eye for detail and a purpose. She wanted to start documentation, I would still be sitting at home, frustrated that I couldn’t a community farmers’ market in get the market started on my own.” Launceston. It was a simple, vivid, Jen had come to the State with a strong connection to Tasmania and a driven vision. She had only just moved desire to contribute, which was amplified by the experience of the TLP. to Tasmania with her husband and two children when she heard an interview on “The market has been going for four years now, and I can see the enormous the radio about the Tasmanian Leaders gains that have been made. I never conceived of the economic benefits that Program and knew this would be the vehicle through which the farmers’ would flow to the region – and the value-adding that so many of the initial market concept could begin. stallholders have now applied to their businesses.

“I didn’t have a career at the time. I was pregnant with my third child. I “I use what I learned in the Program all the time, every day, in all situations. arrived here without a network. I thought initially I was an outlier in the Understanding people is a gift: the way they can contribute, what they Program – I wasn’t having a career change or step up in an organisation, I need and valuing their unique capacity.” just wanted to do something for the community. Testament to her values, Harvest Launceston won the highly sought “My transformation through the 2009 Tasmanian Leaders Program came after Outstanding Farmers’ Market Award in the 2013 Delicious Produce early on when I learned who I was. I definitely had a worldliness, having Awards, selected by the judges for its hallmark ‘integrity, passion and worked and lived overseas for a number of years, but my self-awareness bountiful local produce’. needed the critical interrogation the Program provided. “The Tasmanian Leaders Program made an investment in me, and this “In the Program, I learned to love my weaknesses. This was pivotal. By knowing spurred my determination to work through any impediment to get the what I did and didn’t do well, I was able to surround myself with people who Harvest Market up and running. At the launch I looked around thought had complementary strengths to me. In doing so, I created a team that was ‘What on earth am I doing?’ but I knew whatever happened next, I had a whole, with a vision, values and a purpose. It’s not just understanding who you great group of people around me and I could take the risk.” are, it’s also understanding who other people are and how they work.”

70 GRADUATE STORIES 71 72 GRADUATE STORIES 73

“I always reflect on my TLP year fondly and have many great memories. TLP9 gave me greater confidence in and awareness of myself both as a person and a leader. I walked away with a new network of friends and a greater appreciation and respect for difference and diversity of thinking. I often find myself drawing back into my TLP toolkit as I continue on my leadership journey.”

Amy Parker Leader Finance Analysis and Reporting, TasNetworks TLP placement sponsored by TasNetworks Bruny Island Cheese has undergone significant transformationin theyears Leaders Nick Haddowsince Program. completed He the has Tasmanian artisanbrought and produce to a visibility voice cheese and and Tasmanian a high profileis ambassador for theState.In IslandCheese Bruny 2013, was of the It culmination Australian Businessthe of Year. won the Telstra years work the of ten in business and the huge learning curve delivered by Leaders Program. the Tasmanian “The TLP absolutely award. that contributed to The massiveness that of moment and what meant it for me, and for Bruny Island Cheese, there is no question the of the role Program had personal my in and professional development.” Leaders Programhas “The been fundamental Tasmanian me to and the business. An made MBA have might me a better businessman, a personal development course deepened would have personal my The skills. TLP has made me a better everything.” A drive to understand to A drive how ‘do’ to leadership whilst steering the a of ship food rapidly emerging iconic Tasmanian brand was the motivation for Bruny Island Cheese founder Nick Haddow Leaders the commit to Tasmanian to Program 2011. in knew cheese,“I how make to I could learn how run a fast to growing business, but had I really no idea as role what of my a leader the was within business.” Leaders Program wasThe Tasmanian

“What they don’t tell you about the Tasmanian Leaders“What Program what you about is they tell don’t the Tasmanian happens outside and around the formal sessions. The time spent talking with people the in Program, the car pool rides and long discussions, the offline These thechatscooler’ are ‘water theduring year. moments, the value which of you can’t measure.” Nick’s choice becauseNick’s He a staunch is the of emphasis on Tasmania. and giving in back Brunybeliever the to community Tasmania, he to loves: Island as the location remote production his of facility and It brand anchor. was also a program he that couldin fit amongstcompeting hisin priorities business and family.

Managing Director, Bruny Island Cheese Island Co. Bruny Director, Managing Nick Haddow The journey into self-awareness was swift and deep for Todd, with Todd Henderson profound insights into how his personality type influenced his behaviour Director, Cumulus Studio and also his management style. He began to see that instead of being a relatively disengaged youth without a lot of motivation, he had quietly According to Todd Henderson, prior been showing leadership through his actions. Where Todd had a passion to completing the Tasmanian Leaders and a focus, he was purposeful and made change happen. Program in 2015, he habitually said no “As I understood more about myself, I saw how that played out in not only to everything. He just wasn’t that into my business decisions and leadership, but as a husband and a dad. I guess anything that required a step outside his I’m a little bit of a control freak, but I’ve learned to recognise that and work comfort zone. with it. The TLP showed me who I was, not that I had to change, but how to “I didn’t like doing anything unplanned. I celebrate and work with it in an empowered way.” remember winning a trip overseas while I Todd recognised that as an architect he worked in a siloed sector, and that was at uni and my first thought was, ‘How can I get out of going?’” part of his leadership within his industry and his own firm was to broaden One thing he said yes to was choosing to look more closely at his his engagement. self-development through the insights provided by the year-long Program, “There is need for change in the industry. As a result of the TLP, I really a move motivated by starting his own business. thought about how I could get out of the silo, and into the community “I never thought I was a leader, but I wanted to learn more about me, I more. I’ve joined boards within tourism and the local events sector, and I’m wanted to understand myself, and thought that maybe in the process I’d contributing to a bigger discussion in the community about where the built become a leader.” environment fits in our local and global culture.”

Todd experienced a moment of overwhelm when he began the Program, when his faith in the awesomeness of being an architect was momentarily “The TLP showed me who I was, not that I had to rocked. change, but how to celebrate and work with it in an empowered way.” “Architects do have a strong belief in their own importance,” he laughed, “and there I was wondering what I was doing here amongst all these great Todd’s architectural business has offices in Launceston, Hobart and people.” Melbourne, and his staff are benefitting from a new approach to leadership

74 GRADUATE STORIES 75

“The TLP was a turning point for me. It helped me better understand how I could, simply put, ‘be a better version of myself’. The people and the learnings from the TLP have helped me develop a much stronger sense of who I would like to be, and a clearer understanding of how and where I can contribute to my community.”

Alison Lai Chief Executive Officer,Volunteering Tasmania TLP placement jointly sponsored by Department of Economic Development, Tourism and the Arts and the Department of Premier and Cabinet “I’m not a ‘no’ man anymore. not Thanks a ‘no’ the“I’m to TLP I’ve become man, a ‘yes’ I’ve learned be to open new to to things, listen to not know to the answer, not just speak. for turn to wait my what people Most say, to I’ve have all, of learned on learning.” keep to “What the Tasmanian Leaders“What Program showed me being that the is Tasmanian designing structures. to an architect limited wasn’t Those are skills a thetranslatable wider play, into and to a role community, I have leadership need role, those in conversations. the things, courage say You to putto up your hand and contribute. within thewithin management team. The impacts understanding of the and drive motivations different of personality typesbased and working a skills in environment being is explored the within Cumulus teams, extending the reach the of Program beyond Todd. passion

76 start with. I wasn’t doing it to change me, I was doing it to become a better GRADUATE STORIES Sam Ibbott version of myself. I’ve consciously built those values into my business as it Director, Marine Solutions has grown and expanded.

Sam Ibbott was successful in his “I try to create opportunities so my staff aren’t just employees, they are specialised role in technical marine investors in the business; they part own it, and for many this is their first science research, development and investment.” commercialisation. What he wanted was Sam hasn’t just found ways to make his staff’s engagement more the ‘soft skills’ of leadership. The 2008 sustainable, he has opened the door for them to start giving back to the Tasmanian Leaders Program offered community as well. Six years ago he was part of a team which set up an him that holistic experience, and its education program called Working on the Water, funded through industry, focus on community and Tasmania was a which exposes Grade 9 students to marine careers in Tasmania. compelling combination. “My staff are now presenting that program, educating and inspiring As with many TLP participants, the future marine workers. I want Tasmanian kids to value the unique natural Program became the support for big advantages an island can offer. In Tasmania, I want us to be a leader of change and decision-making for Sam, as islands, not a follower of mainlands, and quality training is the pathway to he left the stability of his job with the University of Tasmania to start up that. a private company. He strategically aligned this decision to the Program, figuring that in the first year of his new business there would be time for “The Tasmanian Leaders Program has given me so many tools in my professional development that he hoped would not be available as the toolbox; tools that still guide my participation, vision and passion for business boomed. Tasmania.

“I felt a little outgunned at the start of the Program – I didn’t know what I “Life and leadership is about being a good person and a good member of brought to the group, they all seemed so competent and talented. After a society, and the Tasmanian Leaders Program has amplified that within me.” short while, I realised that I had something unique to offer – that realisation has stuck with me, and wherever I front up now, I have the confidence to ask a cheeky question or offer an opinion and hopefully make a difference.

“The under-riding ethos of the Tasmanian Leaders Program has pervaded a lot of what I’ve done. The Program and I had a good values match to 28% of TLP graduates are directly involved in the governance or administration of 77 TLI activities 78 GRADUATE STORIES

Energy and Resources and Energy

TLP placement sponsored by Department of Infrastructure, Infrastructure, of Department by sponsored placement TLP

Department of State Growth State of Department

Project Director, Midland Highway Upgrade, Upgrade, Highway Midland Director, Project

TedRoss

place to live, work and play.” and work live, to place

capacity in people to make Tasmania a fantastic fantastic a Tasmania make to people in capacity

I could be connected to community and build build and community to connected be could I

in my abilities. It showed me another way in which which in way another me showed It abilities. my in “The TLP opened my eyes and gave me confidence confidence me gave and eyes my opened TLP “The Tasmanian community was – it powerfulTasmanian as the context and responsibility whatof are charged we do as leaders. to “Being marginalised or disadvantagedshouldn’t exclude you from the conversation. Everyone has and a voice, everyone has some add. value to Everyone has an experience important, is that spacemake and to have we hearto those voices, and act on what people say.” to have Ben now is the General Manager – Operations, Grange of Resources. The participation his of thetiming in Program and the promotion the him gave confidence therole.to into step completing TLP6, I knew“After I could do the role. I knew strengths my and weaknesses, look what to out for I was – simply prepared. I could go a board to meeting and China in I was ready Tasmania in from a mine site occurred.for whatever Leaders Program, participating since that think the in to Tasmanian like “I’d I can on anything. take every better. I get day I feel more effective than I before,did and better that’s for me, better for business, and better for my Tasmania.” contribution to As a technical expert year with a 17 career company mining at Grange Resources, Ben Maynard knew that when he was promoted a senior to level management,of more with a lot HR responsibilities, he needed quickly to leadership.build in some skills He turned Leaders Program theto 2012 Tasmanian leadership the help missing reveal to piece for the next career. chapter his of thought about“I’d doing an MBA or a Mt course, the butEliza addition skills, in to

“The management Leaders and leadership learnings the at Tasmanian Program perfectly were balanced the by deep engagement with the Like many participants many Like the in Program, the early hesitation about being the fit right for the group transformedquickly a senseinto that Ben already thanhad he more realised, and skills pursuit his both of the Program and careerhis aspirations was validated. “From the beginning“From the of Program, the deep how of to interrogation understand behavioural types and strengths work to resonated with me. I could see elements members team my of TLP my peers, in and was able to observe they the thrived situations in. early I realised was on the this that management to for me.” key TLP offered Tasmanian networksTLP offered and peers Tasmanian for support.

General Manager – Operations, Grange Resources Grange – Operations, Manager General Ben Ben Maynard conversation with TLP graduate Nick Haddow convinced Susan that the Susan Moore Program was exactly what she was looking for, “It sounded amazing, so I Director, Public Relations, applied.” Gartner The Program often reveals self-awareness in unexpected ways. Susan Susan is a public relations (PR) executive found insight about herself and others both during the sessions and for global consulting firm Gartner Inc. outside the formal processes. “One of the people in my group had worked She made the decision a number of in the government and community sectors and we spoke a totally different years ago to move to Tasmania and language. I found it really hard to understand what she meant. I felt work remotely to manage her team of constantly frustrated and I’m guessing she probably felt the same way international staff from her property about me. in Franklin. Embracing the Tasmanian “During one of the car journeys home from a TLP Linking Session, I lifestyle posed no impediment to Susan discovered we had something in common in our personal lives and continuing on her career trajectory, except that it seemed to her that, while suddenly we didn’t seem that different. It showed me that we all share her lifestyle was vibrant, her career had begun to flat-line. the same basic hopes, dreams, fears and challenges. It really helps to look “I had only been in Tasmania for a couple of years when I saw the at things that way when I feel frustrated by how someone behaves. As a Tasmanian Leaders Program mentioned on Twitter. I was at a stage in my result of being exposed to many different views during TLP I am now a lot career where I felt I wasn’t learning and growing as much as I had wanted less confident that I’m right about anything. And that’s a good thing. There and felt I needed a good kick in the backside. I have worked in marketing is always more than one answer.” and communications in the technology industry for 20 years, so I was “I now step out of my comfort zone more often, attracted to the Program for the opportunity to learn from people from to ask questions and build relationships.” outside my profession and industry. I have had internal management training at Gartner, but I saw that what the TLP offered was something The Program offered Susan the opportunity to see herself as others do. “It completely different.” was an eye opener for me to learn that some people might find my direct Susan had developed a pretty good social network in the Huon Valley style a little scary, but that others appreciated how I keep things on track where she lived, but knew few people elsewhere in Tasmania. She felt and move things forward when needed. I learnt that leadership is all about that the Program was a window to better understand her chosen home. stepping up. Leaders are people who put their hand up, see a need, make As a remote worker, the face-to-face contact with other high-achieving things happen and take others with them on the journey. professionals was an attractive component of the Program. A chance

80 GRADUATE STORIES 81 global The cherry on the her of top TLP7 was year the very special accolade given how group my said they liked the her endby Learning the of year, Set. “At I took as compliment.” a great that I am! ‘Tasmanian’ Completing the Program has helped Susan strengthen to her relationship with her global team, and has also enabled her become to closer her to the “In near grow to I am professional term keen community Tasmania. in as a member Gartner’s of Asia Pacific leadership teamlots and have still ideas implement.of to two in I am involved industry PR bodies which I see as important for the future the of Longer profession.” term, Susan the contribution making to a greater aspires growth to the of private be to determined yet is It whether be through will sector this Tasmania. in a leadership sector a private in role organisation or through starting her own business. found know not “I quite niche but, I have my yet I whatever decide, I know can I a go, armed it give with tools, and tips, a network skills from the TLP.” The Program has helpedSusan her in current – finding role skills new has been a boon her to work particularly managing in her team internal threein different countries her as in with external as well involvement agency PR international teams. “TLP me gave the chance about think to how I support them achieve their own and to goals has made me a better coach. Last I had year the opportunity feedback receive to team from my managementon my style and happy I was really with what came back. I now step out comfort my of zone more often, ask questions to and build relationships. I am also more inclined speak to and up charge”. take “I didn’t feel like a ‘leader’ feel when like didn’t I started“I the TLP but the now I have confidence andcourage to know I can lead. I learntI that needspeakto up and step up sooner and not hold back as prefer I might I now to. see that leadership for the everyone select isn’t up to personal exercise it’s to few, leadership.” The opportunity to run for Mayor was not on the whiteboard for Craig Craig Perkins or even part of a future bucket list of service to the community. One CEO Regional Development of his fellow Tasmanian Leaders Alumni suggested that Craig run for Australia, Tasmania; local government, and after initially dismissing it, at the last minute he nominated and was successful. When the sitting mayor was elected to Mayor, Meander Valley Federal Parliament, Craig looked around the Council table and wondered Council who would become the next mayor. Craig Perkins was comfortably elected “The Program gave me the tools to accept and appreciate for a second term as Mayor of Meander the value of the contribution that other people make...” Valley Council in 2014. His popularity with the electorate and his fellow “It wasn’t on my radar initially. I hadn’t joined Council to become a mayor, councillors correlates directly with his but there were only a couple of us that had the capability. I thought to leadership style, which he attributes to undertaking the 2008 Tasmanian myself someone has to do it so I’ll put up my hand. I’m really pleased I did, Leaders Program. and I thoroughly enjoy the role and the engagement with the community.” Craig’s participation in the Program came following a request from the Craig views the work he does with Regional Development Australia, board of his employer, Regional Development Australia, Tasmania. He had Tasmania and his mayoral duties as part of a Venn diagram of making just been appointed to the role of CEO within the organisation, and the Tasmania a better place, whilst mentoring his staff and community board suggested some professional development. alongside him. “The beginning of the Program coincided with a lot of changes to the “A leader doesn’t say ‘that’s where we’re Australian Government which impacted significantly on the work of going and I’ll meet you there’; a leader Regional Development Australia, Tasmania, and so the timing was perfect facilitates the community to consciously in helping me support my staff and transition them, the organisation and come on the journey, strong and myself through a challenging period. empowered.” “There were a lot of things I thought I was good at when I started the Tasmanian Leaders Program, which in hindsight, I wasn’t. I really gained a lot of insight into myself and others. The Program gave me the tools to accept and appreciate the value of the contribution that other people make – now I actively seek other points of view; I really listen and work with them.”

82 GRADUATE STORIES 83 Anya Reading much stronger than our perception of differences.” Anya revelled in the collective of people and passion who were part of her Professor of Geophysics , TLP cohort, especially at the Residentials where there was time and space University of Tasmania to engage in deep and broad conversations. She had a deep appreciation for the coalescing of people and teams through the TLP as they all learned Professor Anya Reading saw her place in about themselves and each other. the 2014 Tasmanian Leaders Program as a portal to access the greater Tasmanian, “I expected from what I knew of the Program to be surrounded by great national and international community, people, but I didn’t realise how valuable the relationships would be for me; building critical networks and to have this peer group to call on and get advice, and the lasting strength of relationships outside of the University those friendships.” environment. In a world where so much of her work as a computational What Anya saw in her travels around Tasmania, hearing from leaders of geoscientist involved leading multi-disciplinary projects, she was keen industry, government and community, was the impact of the gaps in STEM to sharpen her capacity to communicate in the language of business, education on intergenerational opportunities. An experience that has leadership and change as well as science and geophysics. motivated her to have greater interventions with younger students to get and keep them interested in the sciences. Anya thought of herself as a reflective, thoughtful person. She approached the Program from the perspective of not so much how she could know “Kids with STEM capabilities are not necessarily born into science families. herself better, but how she could gain greater insight into the commonality They need support and enabling into the ‘aha’ moments that keep them and differences she had with others. By honing her communication skills engaged and happy in their learning years, rather than being bored or she could more dynamically take her passion for science, technology, frustrated by education.” engineering and maths (STEM) education and dial up the impacts outside Coming from an institutional background, the TLP highlighted to of the academy. Anya differences in team building and leadership in the private sector. “I think the science community is traditionally comfortable operating Understanding the challenges that come with the structure of the within stereotypes of being somewhat socially awkward communicators. education sector, she was able to nuance her leadership style to ensure We need to get beneath that layer of what makes us or me different, needs of stakeholders were represented, and everyone was able to to where the commonality is. We all have a need for our values to be contribute ideas and innovation to decision-making. acknowledged, we all need our work to be acknowledged, what unites us is “Using the personality typing tools showed me the ingredients that go

84 GRADUATE STORIES 85

or me different, to where the commonality is.” commonality the where to different, me or “Before TLP8, I used lead want to to a group effectively the in context an of organisation. Now I look the at organisation and its all elements, and how canthat be broadened so the effectiveness what can of it do has a positive impact far beyond the of the academy.” walls Anya is aiming big,Anya aiming is expanding her leadership near into and far field horizons. She was recently promoted Professor to Geophysics, of and awarded a prestigious Scholarship Fulbright for 2017. “As a computational scientist,“As there so is much power representations, in and the impacts visual how of presented. information is with Working artists and with the collaborating art community builds bridges between the sectors and the allows exploration the how get of balance to right between information and feeling.” “We need to get beneath that layer of what makes us makes what of layer that beneath get to need “We forStriving where a more holistic view her her of sector, leadership has led moreand Anya hands-on into change aspirations can her, take educational projects, and pursue to her theof intersection love art, of science and data. into people’s behaviour, which how is a multi-stakeholder or participant behaviour, people’s into decision baking a number can a cake, you have be of viewed. like bit a It’s ingredients, and depending on the combinations, you can a range of make different things.” best works with others was the missing link for Guy. This was the key to Guy Robertson unlocking capability – assembling the type of people he needed on his team Owner, Mt Gnomon Farm to complement his skills.

The vision Guy Robertson had for “Anything is possible. It starts with dreaming...” Mt Gnomon Farm was enormous, encompassing almost every part of the “In the Program I saw so many people who were prepared to take risks. supply chain of sustainable farming, As the Mt Gnomon Farm business was developing, there were several production and regional economic opportunities where I could have taken a safer path, but it would have development. Leaving his secure job ultimately been limited. I trusted my judgment, and sought help from the to fully focus on realising the potential people around me to validate my gut feelings.” of the business could have been The social inclusion sessions and meetings with diverse industry and sector overwhelming, but Guy decided to do it leaders around Tasmania cemented for Guy that he wanted to give his all in alongside his participation in the 2011 Tasmanian Leaders Program. regional Tasmania, and build up the North West of the State. “I guess I didn’t really see myself as a leader, but I looked up to other “What I experienced during the TLP showed me that I am privileged to be leaders in the community. I wanted to be a role model, and I knew I could able to contribute – not everyone can. It’s not up to our politicians, it’s up become that person for others, with a bit more experience. to us to show leadership and make a difference now. I learned that I didn’t “The idea of forming networks with other Tasmanians launching out on have to wait to do something. their own big journeys was important to me. I wanted to meet people from “Since I’ve done the Program, I feel like there isn’t anything I can’t do. I am all around Tasmania, I wanted to share my vision and get their input. choosing to be here in the North West of Tasmania. There is so much that “The Tasmanian Leaders Program builds your strengths. It layers can be achieved in this region. I am part of that change and that’s really knowledge, experience and advice from influential leaders until you have exciting. The Tasmanian Leaders Program has really accelerated that the confidence to explore other opportunities, to be bold and to more journey for me. Anything is possible. It starts with dreaming, then talking to importantly be brave. You become comfortable with yourself and the your networks, and then it just seems to come together. You can’t be afraid bigger concept of what leadership can be.” of failure.”

Of all the tools and lessons of leadership in the Tasmanian Leaders Program, the ability to understand his own personality type and how he

86 GRADUATE STORIES 87 change Ginna Webster

Deputy Secretary – Administration of Justice, “I apply the tools of the Program every day. When I’m mentoring my Department of Justice team, when I’m in meetings and working with stakeholders, the ability to

Ginna Webster was at a crossroads. Her think and act cohesively enables much better outcomes. Decisions are senior public service role had become made quickly, efficiently and decisively as a group, which means they are routine, her ambition was flat-lining implemented more effectively with everyone on the same page.”

and she had a sense that she needed Gaining clarity around Ginna’s personal values and objectives was a something, but didn’t know what – or transformational moment during the Program. Knowing what fired her even what the opportunities could be. passion underpinned her career choices and management style. The

When Ginna applied to the 2008 TLP, it Program’s peer group provided a network of people who became, and was with the desire to use the Program remain, trusted friends and mentors.

and its tools as the divining rod that “The Tasmanian Leaders Program gave me the confidence to not only back would reveal what was next in her myself, but to say no when opportunities were offered that didn’t meet professional story. my values or take me closer to my goal. There is a big difference going into

“I chose the Program specifically because of the learning style it used. I a job interview where you can confidently show and tell your plan for the didn’t want chalk and talk. I wanted to address personal challenges and position and the organisation. better understand myself and my values. “You can’t be a leader of one. In the Tasmanian Leaders Program, I gained

“After the first Linking Session, my journey was very clear. I realised I insight into the power of diversity and the benefits of using the wisdom of wasn’t ambivalent about my job, I was a passionate defender of the public the group. I apply this to my community work and my public sector role. I sector. I could see its significance to individuals and to Tasmania. I also saw might be in a position where I am leading and facilitating, but everyone is how my skills were not only relevant, but that I could – and would – add working equally together for the outcome. value and vision to those around me.” “Now I go to work every day and I make a difference I can quantify. I try

With renewed purpose, Ginna was able to harness the tools and models to give my staff and my community support to see the power each one used in the Tasmanian Leaders Program and integrate them into her of them has to lead and make change, and that every action we take can management practice. ultimately contribute to building a stronger, more resilient Tasmania.”

88 GRADUATE STORIES 89

something bigger, something better.” something bigger, something Stuart’s act bravery of board that in meeting, based authentic on his values, made a difference as him, to and began reputation build his Tasmania to in an executive with integrity and who grit stuck around when things were tough. He became known as an empathetic leader who put the good the of business and staff the the at of centre decision-making process. Leaders behavioural Program this was “The to central shift. Tasmanian I doesn’tlearnt define the that situation youryou; behaviourin thesituation important. what’s is It was easy. “The apply decision to Metro at Tasmania for the CEO of role was less money but I knew than I could the achieve in how sector, private important public transport reliable the Here to community. is was a chance put managementto my and action, into leadership skills and the at same time do something a profound could that make difference people’s many to lives. The recruitment panel acknowledged reputation my and work in my the previous job, and appointment my was undoubtedly the of a result way Leaders Program transformedthe Tasmanian leadership my style. “My growth stopped hasn’t with the Program, continual, I and it’s as I grow, communityhope grows and strengthened is the Tasmanian what by I do.”

“...I realised I could be something different, different, something be I could realised “...I Stuart Wiggins MetroCEO, Tasmania Stuart Wiggins considered be himself to a good lieutenant, sector a solid private 2IC who things got done and was a managementskilled wingman. When he from the mainland, returned Tasmania to Leaders Program he saw the Tasmanian as an opportunity build networks to and re-establish corporate ties. He had no idea would it that transform identity, his “As my own my preconceptions“As lifted, were and values my and motivations revealed, changed it the I performed. way I grew confident.remember I standing the of company the I then up to CEO for worked and was able to put forward a strong and convincing argument a very at difficulttimein the business. This moment convictions courage of my in changed view and my direction management, of and I had that I realised a valuable contribution make.” to “The Leaders 2009 Program made me ask the Tasmanian question of myself: How thought could ever you be I hadn’t about more? being more, I was just a boots-and-all management The first guy. few monthsof the downProgram broke who who were, we let I was me evaluate it and really the end these of what I wanted. sessions Toward I suddenly had ‘aha’ that moment when I could realised I be something different, something bigger, something better. change worldview lead his as a role CEO. and to ultimately 90 A CONTINUING STORY 91

continue to coalescecontinue to talents and passion for change around the vehicle and Thinkbank opportunities grow, theof will Alumni. like Events to such asTasmanian policy, qualifiedgive advice andinformto opinion continue. will The Program,Conversations now with the proven Premier, a decadeover leadership, of – look content deliver other will to to ways local, digital, regional, face-to-face, offshore, virtual and immersed. The be tackled will headchallenges on: education, faced Tasmania by health, standards,living demographic change, globalisation,environmental and industrial balance. So its will opportunities: clean green space, lifestyle, innovation and isolation, size, nichemarket industries and global icons. Leaders relevant, diverse,There Tasmanian much keep is do to to self-sufficient, andegalitarian impactful. Andimportantly, there manyare optimistic and energetic the hands to story contribute to with so many write. chapters to still look forwardWe shaping these to as an inclusive, next chapters together, Leaders communitycohesive help to and will that Tasmanian collaborative ourmove beautiful new to heights. State This TLP story far is from finished, andwe encouragecomeyouto along as future. just Please back sit don’t co-authors and contributors Tasmania’s of you are a part sure and space this – make watch it! of : The Next Decade Next : The 20

So, next? what’s Looking Leaders through will a futurist lense, Tasmanian TheLeaders process, Program led our by newly Tasmanian appointed2017 facilitators – Bob CampbellResidential Jones, and Lynda was rigorous and growth focused. Questions about what working, is what what isn’t, can wherebe are the done gaps, better, where the is need, and we what don’t know change might that our direction, transparently were and rigorously debated and the answers prioritised. The its organisation, participants like seekand has to it constant graduates, self-awareness, have has to growth, and be strive not to on a the edge change.of The Program a disruptor, is flag bearer for the status quoof leadership, andit seekstocontinueto carve out leadership learning, the rather in cosy than sit corner preaching theto converted elite. Every year of the Tasmanian Leaders Program has been theEvery an of year opportunity Tasmanian for growth, and evolution. review, As the reflectionof the previous pages Leaderson concludes, thehistory Tasmanian of theof thiswords final book look the to future – and the to endless opportunities ahead. lie that theAt end as 2016, our of future beckoned, 40 a group over of people came together Launceston in across gaze the to next decade Tasmanian of Leaders. They graduates, were employers, industry representatives, presenters, TLI Board members and champions enthusiastic the of Program who the for to vision the contribute wanted to future. TLP At each Tasmanian Leaders graduation dinner, one participant is chosen by their peers to give the valedictory speech. Don Thompson, chosen to represent the graduates of 2014, gave more than just a speech. One day on the long drive back to his home in the North West of Tasmania from a TLP Residential, he was overcome by the realisation of the depth of his learnings and self-awareness. As a passionate fisherman, he pulled over and sat on the familiar territory of the banks of a river, trying to make sense of it all as the water quietly flowed by. In his observation of the water, and the memories and experience of how the river and all its elements worked together, he was compelled to write a poem that captured the moment, one that he could share with his graduate family as they stepped out of the cocoon of the Tasmanian Leaders Program, back into the river of life.

Without waders I can get myself The rod is an extension of my arm. THE RIVER OF LIFE into deeper water. Accurate casting is my goal. by Don Thomson If I fall I can recover quicker. Sometimes reactively casting to a fish spotted. I become one with the river. Sometimes proactively searching, based on Every chapter in life is like fishing a stretch of Life. Be in it. knowledge of where the fish are likely to be. river. Casting and retrieving. Casting and retrieving. We all fish differently. We use different tackle. Waiting for that strike. Adopt different methods. Use different bait. Life is everywhere. It’s all about strategy. Tactics. Fish for different species. Bright greens and bronzes of spring myrtle Some of us fish from the banks. overhang the river. Being proactive. Some from a boat on the water. A thing of beauty. A test of casting skill. Some fish from one place. Tiny fragile orchids flower on the edge Exhausting of body. of a bank. Some, like me, wade upstream, Satisfying of mind. constantly on the move. The detritus of the forest strewn on the Rewarding of spirit. shores. It’s all about the journey. For me, fishing is immersive. But amongst the log jambs await the trout. Catch and release! I wade, often without waders. Ready to pounce on opportunity. I like to feel the water flowing past my legs, Who will be their fisherman? massaging me. But you can’t fish forever. There comes a point on the river or a point in time when you have to end; for the day, the season, forever. 92 But there is much more river ahead of me. One day I’d like to take you fishing. Sometimes the river is too powerful to wade. Many deep holes to wade through. Be at one with a river. You can’t push against a current forever. Many rapids to navigate. A river somewhere. We have to know our limitations. Plenty of still water to reflect upon. And I know as I navigate the river of life, Sometimes we have to get out of the river and sometimes with you and sometimes alone, walk along the bank, searching for the next Plenty more fish. I know we should all keep asking: opportunity to reenter the water. Are we on the right river? We need to be prepared for what might lay How much time will I get to fish my rivers ahead: learn new skills and build confidence. Are we fishing for the right fish? of life? Are we using the right tackle? How far upstream will I eventually reach? Every river is a teacher. Are we casting in the right places? Will I make it to the source; the font of all It doesn’t matter which one we are on. knowledge? Do we want to eat fish anyway? It’ll do for now. Which tributaries will I choose to follow across Is the journey more important than the spoils What does matter is how you fish it. the dendritic arteries of this earth I cherish? along the way? Immerse yourself in the river of life. I think so! Be proactive. Deliberative. Targeted. Strategic. It’s time to go back to my family. Have fun, like the jewels of water dancing Be their rock in the river of life. At times I’ll be happy and dance like the above the rapids. droplets of water shining in the sunlight Guide my children through the deep holes over the rapids. Make a noise. and the rapids. At times I’ll sink deep with the platypus Be heard. Keep them on course; like the banks of the searching for answers under the boulders. river my arms embrace their course in life. Be full of life. In the dark and gloom. Grow stronger roots to the ground I nurture. Cast into every hole, every rapid, every bank When I’m down in the depths I’ll see you and every riffle. Select a way forward across the slippery rocks above me guiding me to the surface and lining the river bed. Engage with it. giving me oxygen to resuscitate me. The rocks and boulders you can’t always see Observe. To fish another stretch of the river of life. and are always waiting to trip you up. Fish the shade and the sunny waters. The river’s conspirators. Enjoy the moment. Some holes are just too deep to wade through. Unfortunately we can’t fish for ever. These we can attempt but we must learn to know when to go around them.

1010101fv1 10 Tasmanian Leaders