Self-care as social change

Sarah Longbottom, Executive Director, Ngä Rangatahi Toa

I believe that truly, madly, deeply caring for yourself is a mark of human evolution; it is how we shed our skin to become refined and better versions of ourselves, and effectively contribute to the lives of others. For inclusive and transformative leaders, self-care is not something you do so you can keep on working. Self-care is the work. The love, kindness and compassion manifested in caring for yourself will permeate the chinks in the armour of the status quo, resulting in the true and sustainable change we seek.

Sarah Longbottom
Photo: Dan Eriksen

The disciplined work of self-care is more than just ‘knowing what fills your tank’, although this is the place we may start. Truly caring for yourself requires you to relentlessly lift the veil on the matrix of social reality, and back yourself to go against the grain of conditioning. While we all stand on the shoulders of giants – those who have taken up arms against the oppressor and who have made great sacrifices – to sustain societal change at the core level of humanity we must let go of the strategies and reactions we have relied on to get us this far, for they won’t take us any further. As leaders, we must learn to unlearn, and understand that to create a conscious and awake world, we must first be conscious and awake ourselves. We must lean in to the ebb and flow of existence, not resist what is. At a transformational level, the work of self-care must become more than something we ‘do’ to armour up and go back out into the battlefield to fight for what we believe in. It must be something we intentionally become so that the battlefield itself transforms. We can elevate the micro practices of self to a macro evolution of society by embodying self-care at an intrinsic level, being vigilant in following the breadcrumbs back to where the stories we tell ourselves are first written, and holding space for all others to do the same.

Self-care is a practice and you do get better at it but it does not mean re-making yourself into an image of perfection, it simply means you accept what is and stop being at war with yourself. Self-care means being able to let go of self-loathing and love yourself, especially when you have hurt someone. Self-care means being able to sit with shame and be kind to yourself, especially when you’re jealous, angry and mean. Self-care means being able to quiet the busy mind and have compassion for yourself on those days you are so far down the rabbit hole you can’t think of one good thing you’ve ever done in your life. Self-care is about not battling against your chaos, but instead working to lessen its impact by accepting and loving all parts of yourself, even those parts you may vehemently wish were different. Self-care is the condition that will evolve us out of the mire of the human soup to where we can be of most service to others, for as we accept ourselves, we accept others. As we show ourselves love, kindness and compassion we are able to extend this wholeheartedly to all others, arriving at the place of joy and interconnectedness where suffering finds no ammunition. This viral antidote to the malaise of modern life is mos def a crackin new normal I can get with.

Herald Theatre Group
Photo: Dan Eriksen

From a perspective of social change, I am particularly into this ‘new normal’ that practising self-care can gateways us into. Like many excellent humans I know and love, I am attuned to the dangerous narcosis of that which is ‘normal’. While traditionally ‘normal’ may bore and confound those who are committed to innovation and change we now need to wake up to the fact that normal is not the humdrum anymore; hidden behind the white picket fence, normal has devolved into the outrageous and the inhuman. Normal is a growing underclass in New Zealand. Normal is a family of seven living in a car. Normal is the amazing young people we work with being statistically more likely to go to prison than to University. I recognise normality as a collective insanity that robs us of our ability to connect, empathise and be human. I also recognise that standing on the same old battlefield, passionately fighting the same old fight, does not lesson this insanity, it feeds it. Cultivating an internal equilibrium that enables you to not react from your place of chaos but instead stand witness from your place of peace breaks the cycle of perpetual resistance, making the first crucial step in evolving out of this state of madness.

The new normal we need has its genesis in self-care, which requires us to practice radical acceptance of all parts of ourselves and be our own best friend rather than our own worst enemy. It requires us to embrace the against-the-grain process of showing up and being seen, disarming our shame, fear and self-loathing with love, kindness and compassion. The pith of the power of self-care as social change lies in the fact that each of us is a microcosm of the world – everyday battles waged in an internal chaos manifest the battles of insanity that are waged in the world. As we learn to lay down the weapons we have been conditioned to wield against ourselves and others our new normal becomes one of acceptance and profound love for the world. As peculiar as it may sound, as we accept ourselves we accept that many live in poverty in New Zealand. We accept that a car may also be a coveted form of shelter, and that there are slippery pipelines to prison in the communities we serve. This acceptance is not resignation or passivity, it is a process of change and evolution and it is from here that we can take considered action.

Herald Theatre Opening Night Todd and Yvonne
Photo: Dan Eriksen

When we choose to work on and evolve ourselves we are choosing to embody the fierce grace that will evolve the world. For leaders who imagine other ways of seeing and being self-care is an incubator for change and the best example we can set. Taking a deep dive into the marrow of our own existence strips away the armour of conditioning and story. Our new normal is born from this place of self-care. It is an armistice for all of our battles that when embraced and shared will change our world on a cellular level.

Strategic changes from the Foundation

The Vodafone Foundation has been operating for more than 25 years globally and 15 years locally. Over that time, we’ve invested more than $25 million in NZ communities.

For the last 12 years we’ve been focused exclusively on youth development and the World of Difference has been our flagship programme, supporting more than 100 World of Difference recipients and Fellows and all of them have been incredible.

We’re incredibly proud of what we do and we’re incredibly proud of the impact our community partners have had. Their work has had a consistent and powerful impact on the well- being of young people all around the country. But after 12 years, we thought it was time to re-examine our approach. We had three key questions – is our funding moving the dial for our most excluded and disadvantaged? Are we generating the best outcomes for the sector and our recipients? And are we bringing what is uniquely ours to the table – are we leveraging the power of Vodafone?

Over the last 6 months, we’ve run 5 stakeholder hui around the country, commissioned a literature review of successful interventions, a social psychology project looking at alumni, an economic analysis and an evaluation of our historic work. We wanted to involve our community, our partners and independent researchers in the strategy review process.

We discovered a lot – and a lot of it was good. People love our focus on sector leadership and on building strong relationships, the alumni network we’ve built is considered an invaluable resource and our flexible, responsive funding is generating positive outcomes. People expressed a desire to see us do more to leverage the power of Vodafone, tackle the harder issues and support more collaborative work.

We also found some unintended consequences hidden within our work. Our social psychology study found that our recipients have incredibly high levels of care and compassion for their communities, but lower levels of resilience. Combining these two characterstics with the individually focused, time-bound World of Difference funding, has contributed to burn-out and poor self-care among some of our recipients. And that’s not what we want.


Jo Christie – Human Resources Business Partner, Vodafone New Zealand

Our new strategy will see changes to our funding models and changes to our focus that are designed to improve our practices, support our partners and generate real, sustainable change for our most excluded and disadvantaged young people. Our new strategy will also see us bring what is uniquely ours to the table – including the skills, expertise and global influence of Vodafone.

Our big hairy audacious goal remains the same – we want to see all young people in New Zealand living lives they value. But we’re stepping up our game. We want our focus to be narrower and our commitment to be bigger. Our aspiration is to have an Aotearoa New Zealand where all young people are able to thrive. According to Treasury data there are 210,000 children and young people who don’t have access to the resources and opportunities they need to grow into the great adults they want to be.

We embarking on a 10 year, $20 million journey to transform the lives of these 210,000 young people. Our aim is to halve the number of young people at risk by 2027.

It’s an ambitious goal. We know we’ll have to change our behaviour in order to do it.

We’ll need to take a longer-term view: the problems these young people face are complex and complicated – there are no easy or fast solutions and making short-term grants isn’t going to cut it. That’s why we’re committing $20 million and 10 years to thinking and acting in this space.

We also can’t do it alone. We want to work together, focusing on collaborative action and on constant learning. We will be guided by research, by community feedback, by our incredible World of Difference alumni and by our expert advisory network and we will continue to develop and iterate as we go.

And we intend to bring what is uniquely ours to the table. As the Vodafone Foundation we can leverage a global telecommunications company, with its huge human resources, specialised business, network and technology expertise.


Murray Osborne – Head of Public Sector, Vodafone New Zealand

The new strategy also means changing our funding models and our funding focus – to take into account what we’ve learnt and point us in the direction we intend to go.

Our new funding streams will aim to generate impacts in four key areas. We want to create better outcomes for:
– Youth who have interacted with the justice system, themselves, or via their caregivers;
– Young people who have had interactions with Child Youth and Family or Oranga Tamariki;
– Young people who have a disability, health or mental health needs that require additional support (ie. special education services or disability benefits)
– and young people who are long term beneficiaries.

That doesn’t necessarily mean focusing on programmes working directly with those young people, but on the systems, environments, contexts and ecosystems that wrap around and contain their lives.

We’ll be doing this with through funding programmes focused on innovation, collaboration and disruption, and we’ll be using a lens of constant learning and iteration.

INNOVATIVE: Our innovation fund will focus on an innovation pipeline approach, with seed, pilot and scale funding that will move and shift according to the needs of the recipients. We’ll have varied funding amounts and multiple grant rounds each year, allowing organisations to move through the pipeline based on their timelines, not ours. And we’ll be focused on using our technology to create positive change.

Our first call for applications will begin on the 1st of June and we hope to see our World of Difference Alumni and new community partners in the mix.

Our Innovation approach will also see us work alongside Vodafone Xone to pilot a community accelerator that will rapidly develop, test and disseminate technology based solutions for community problems.

 


Lani Evans – Manager, Vodafone New Zealand Foundation

COLLABORATIVE & DISRUPTIVE: Our collaboration and disruption funds will see us continue to fund Voyce Whakarongo Mai in partnership with Oranga Tamariki, Tindall, Todd and Foundation North and continue to work with Wayne Francis Charitable Trust, Te Ora Hou and Alternative Education Consortium on building better outcomes for young people in alternative education.

We’ll be working with our advisory network, alumni whanau, government and wider community to set additional priority areas for the year ahead.

ITERATIVE: We also aim to be a learning organisation. We want to tackle wicked problems – the complex, complicated, intergenerational issues that affect our most excluded and disadvantaged youth. There are no easy or obvious solutions and, as we move forward, we’ll undoubtedly come up against the boundaries of our own knowledge. We want to keep pushing our learning edges, thinking, exploring and bringing the voices of sector experts and lived experience into the room.

We’re going to get it wrong. And hopefully we’re also going to get it right.

As we move forward, we’re going to be leveraging the power of the business via our technology, our people, our ability to influence and our ability to motivate and galvanise a movement for change

This is an ambitious goal. But if philanthropy, community, government and business come together and we all bring our unique resources to the table, whether those be financial or expertise, we believe we can do it. And in fact, we believe that it’s our obligation to try.

Talking about consent

 

A recent media story regarding the online behaviour of some Wellington students had me thinking: how do we, both as individuals and as communities, learn about and improve our understanding of consent?

http://www.stuff.co.nz/national/education/90165634/investigation-launched-over-rape-comments-made-on-facebook-by-wellington-college-students

 

To me, consent is a process of gaining clarity of wants and desires through negotiation, agreement and mutual understanding. Consent is something that can only be given, it can’t be taken from someone. However, if consent is given it can still be retracted at any point in time. Also, just because someone has given consent before, it doesn’t mean you can expect it is okay forever. Consent may have been given once, but it doesn’t mean it will be given again. It is negotiated time and time again and is not ever-lasting, nor is it the same for different people.

 

I think one of the first things that people think about when they hear the word consent is sex. However people don’t often talk about sex, let alone sexual consent and when we do talk about it, it’s often focused on situations where consent wasn’t given, rather than positive examples of consensual relationships.

 

I used to be a facilitator for the Sex & Ethics program as well as other sexual violence prevention initiatives. I delivered sessions to young people and adults to support them to understand consent, the law and their own personal ethics and values. This normalised consent and made it integral to their day to day lives. When delivering these workshops, it was important for me that the participants knew what the workshop was about, and that they felt comfortable to participate as much or as little as they wanted. It is not ethical to have someone attend a workshop about consent if they haven’t consented to be there.

 

Consent is an integral part of all relationships. Often there can be a power imbalance in a relationship, such as between a teacher and a student, or a parent and a child, but this does not mean gaining consent should be overlooked. Instead I think it means that consent needs to be intentionally sought in order to build a mutually trusting relationship. One way that I practice consent with my child is asking them if they want a hug or a kiss from me. It is important to remember that even if I want to give them a cuddle, it doesn’t mean they want one and I respect that. I think it is important to acknowledge the power imbalance in relationships and to take steps to close that gap where possible. Having a consensual relationship is a positive way to do so.

The Briggs whanau

 

It is important to remember that just because someone wants to gain consent from you, there is no obligation to give it and there shouldn’t be any pressure put on you. For example, you may agree to have lunch with someone one day. Just because it is has happened once, it doesn’t mean you will have lunch with them again, nor will you necessarily start spending time with them in other ways. A great example of this is given by Flight of the Conchords in their song “A kiss is not a contract”.

https://www.youtube.com/watch?v=XRS02IOmP_A

 

The public response from young people and adults to the behaviour of the Wellington incident demonstrates the desire and need for community conversations around consent. Which brings into question:

At what age do we start having conversations around consent?

How do we keep people safe when discussing consent?

Where should these conversations take place?

 

I feel it is important that consent is inclusive – people of all ages should be practising consent in all of their relationships. Children should learn about consent through the role modelling of their families and communities. As we get older, we need ongoing opportunities to reflect, discuss and learn how to have consensual relationships. Whether these conversations happen with friends, families or professionals, the most important thing is the conversations are happening, and in a way that allows the people involved to feel safe and supported.

 


Josh Briggs, Grants Lead, Vodafone NZ Foundation

Youth Justice in Aotearoa New Zealand: not perfect… but responding


When you’re 17, you need a bit of a scare!”

In March 2016, Jess McVicar, spokeswoman for the Sensible Sentencing Trust was interviewed on TVNZ’s Breakfast programme. She gave her feedback on the proposal to change the jurisdiction of the Youth Court to include young people aged 17 years of age.

Adamant that she knew exactly what she was doing at 17, Ms McVicar suggested that young people of this age would be more likely to change their offending behaviour if they were dealt with in the adult court – that the offending behaviour of 17 year olds would be curbed through “a bit of a scare”.

 

Youth… and Justice

The youth justice system in New Zealand is world class. It is based on a model of restorative and therapeutic justice, holding young people to account for their behaviour whilst striving to help them address the underlying issues that manifest in offending.

For the last 10 years, I have worked within this system. In the last 12 months, the Vodafone Fellowship has released me to focus on my passion: young people within the legal system and the issues that they face understanding the language associated with that journey.

I’ve had a bit of a scare! The processes within our youth justice system that are designed to be restorative often fall at the language hurdle. Well intentioned agencies and dedicated youth justice professionals fail to account for the fact that the majority of young people we work with have a significant and identifiable problem with oral language.

He sat across the table from me in the classroom. I asked him how his court appearance went. “All guds… [pause] – but what does ‘guilty’ mean?” [16 year old]

A “significant and identifiable issue with oral language” describes young people who struggle to understand what people are saying to them and to express themselves.

Research indicates at least 60% of young people within the youth justice system have oral language problems. Youth justice professionals that I have encountered around New Zealand put the figure much higher – “ALL the young people I work with have problems with language.”


Youth were once children – who were once babies

Issues with oral language don’t start when a young person is arrested. The developmental work vital for oral language competence should have started 17 years previously in the context of whanau relationship. Bonding, attachment, developing language, turn-taking, learning to relate to others, understanding the world of words and using words to express yourself effectively.

When these foundations aren’t established for whatever reason, problems with oral language result and children carry these issues into their ‘young person’ years. There is a strong association between behavioural difficulties and oral language difficulties.

Many young people involved in offending are disengaged from education, training or employment and yet engagement in education, training or employment is a protective factor against offending.

Why the disengagement?

Oral language is at the core of everything.

It is essential for relating, connecting, attaching, negotiating, belonging. Oral language is the foundation for reading text. Reading is assigning symbols to words that we first encounter through talking. If you struggle with oral language, chances are you will struggle with reading.

“They said I was being charged with ‘possession of instruments for conversion’. The only instruments I knew were musical ones – so I thought they were trying to charge me with a ram raid on a music shop… [15 year old]

Young people can struggle to remain engaged in a learning environment where they can’t understand what’s going on and where they keep getting into trouble for not doing what they’re told because they don’t understand. Young people get angry and frustrated, disengage and end up ‘expressing’ themselves physically, acting out and acting up? Stand down. Suspension. Exclusion. The cracks open up and they slip through.

Those who then encounter the legal system enter into a space with it’s own language. They meet a new vocabulary. Custody. Supervision orders. Curfew. Bail. In addition, the restorative nature of youth justice involves oral language – police interviews, family group conferences, drug and alcohol counselling, anger management counselling, family therapy, it’s all a talkfest!


Youth Justice in Aotearoa New Zealand: not perfect… but responding

It’s within this system that I am seeking to affect change. Training youth justice professionals to recognise these issues. Developing an oral language assessment tool for use in the justice system. Assisting agencies to help young people understand and express themselves effectively in the legal system.

“I was in my family group conference. They asked me if I felt remorse for what I did? I didn’t know if I did or not – I didn’t know what ‘remorse’ meant…” [15 year old]

Our youth justice system isn’t perfect, but it is starting to respond to the significant oral language needs of young people, recognising the connection between a young person’s understanding, engagement, sense of justice and readiness to change. It is a system uniquely positioned to respond to the developmental needs of young people.

A young person of 17 can’t legally drink alcohol, buy a packet of smokes, get married without parental consent, vote in elections, buy an Instant Kiwi ticket or get a credit card. We understand that a 17 year old is still developing the necessary insight to be able make certain decisions? We seek to protect them until that maturity is more likely to have emerged.

Why then would we demand that a 17 year old be treated the same as a mature adult when it comes to the law? And as a majority of 17 year olds in the legal system have a significant issue with oral language, consigning them to an adult process doesn’t deliver justice – for them, or the victims of their offending.

He sat across the table from me. Eighteen months on remand. I asked him: “When is your next hearing?” He asked me “What’s a hearing?” [25 year old]

It is appropriate that 17 year olds be included within the youth justice system, a responsive and developmentally appropriate system that is the most effective context for young people who offend.

When a 17 year old offends, “a bit of a scare” won’t do them, their victim or the community any good. The scare suggested by Ms McVicar can actually end up reinforcing the actual thinking and behaviours it is trying to curb.

A 17 year old who offends needs a place where needs are acknowledged and addressed so that they understand and engage, take responsibility for their actions, address offending behaviour and head toward a different future. That place is Youth Justice!

Mark Stephenson, 2016 Vodafone Foundation Fellowship Recipient

Giving space to people who are often left out of the conversation

 

I am now six months into a year-long fellowship which has allowed me to work on a resource about marginalised intersecting identities within the sex, gender and sexuality diverse communities.

 

I have met and connected with a lot of people with many different experiences of identity and am constantly reminded just how connected and overlapping our oppressions and frustrations are.

 

I think so far, aside from reading a lot about representation and social movements, this has been the biggest reoccurring theme I keep coming back to after talking with people.

 

How different it is to have conversations about social change that do not exclude identities! How we all have an obligation to try harder, to always be thinking who is missing. To make sure I listen to someone’s perspective even though it might erase mine, or make me uncomfortable.

 

  • Who is not represented and how do I include them?
  • How do I not erase perspectives?
  • Am I taking up too much space?
  • How to uplift people who are marginalised in a way that is not tokenistic and feels safe?
  • How do I make sure my work is accessible to people with different abilities and ways of communicating?

 

I am a pakeha queer trans masculine person with a physical disability. My impairment is not always obvious to other people but it impacts a lot on my ability to do stuff. I’m disabled but not disabled enough, able but not able enough… In-between.

 

So I’ve been thinking a lot about in-between kinds of people and how we fit into spaces or don’t, whether it be physically inaccessible or that you never see yourself represented. To almost always hear gender or sexuality described from a western colonising framework, not an indigenous cultural perspective. To learn about education but not ever see accessibility given consideration.

 

What it means to not quite fit into conversations or theories, to always be listening and thinking “yes good point but what about…” or “have you considered…?” To be the exception to the rule. To always preface your point with an apology. To feel too frustrated to bother pointing something out, then feel bad for not taking the time to try and educate… To understand that everyone is at different stages of the conversation, and be kind.

 

In early November I held my first advisors hui for the project. My advisors are people with a range of marginalised experiences that are different from mine. (Including culture, age, ability, gender identity, sexuality and neuro-diversity) We came together to create a vision for the project and share ideas around how to interview people in ways that are culturally sensitive, preserve anonymity if that is required and is inclusive of the different ways people experience the world. We talked about ethics; support and how I can collate the stories people share in a way that does not filter their own experiences through my own viewpoint and understanding of the world.

 

img_0735-2

 

Recently I had the privilege of going to Bangkok for the ILGA world conference, this was my first real overseas trip and I was lucky to go with twelve other queer and gender diverse folks from Aotearoa. I felt incredibly supported but also isolated at the same time, particularly in relation to this project, it highlighted the necessity of this work however. Over the course of the five-day conference I heard the words disability or accessibility twice. Once each. Except for the times where I had conversations with people about disability and inclusiveness.

 

I saw how in many places they are just beginning to talk about decolonisation and indigenous frameworks and I realised how lucky I am to be doing my project with the support of organisations that hold those values at their core.

 

I thought a lot about the conversations happening in the panels and how they were different to the ones happening in the lift, the lunch breaks and outside in the smoking area, in the in-between spaces.

 

Who has access to a microphone and who doesn’t?

 

I thought about all the queer and trans people with disabilities I know, and how I couldn’t recall seeing anyone with a visible disability. I realised how much energy and ability it takes to be able to sit for hours and listen, for five days. I felt frustrated that my body wouldn’t let me, I worried that I was wasting an opportunity. I wondered how many other people were also struggling (with language barriers, dietary requirements, anxiety, different ability) to get through the day and still have the energy to have all the important conversations that made this experience so incredible and worthwhile.

 

As I move on to the next stage of this project I am excited to continue to learn and share stories with all of the people who have agreed to be involved in this project. I will keep reflecting and wonder what shifting the narrative might look like. I hope to help give space to people who are often left out of the conversation.

 

“Nothing about us without us.”

Intergenerational Leadership Development ‘Weaving the fibres of the Muka’

 

Deidre Otene
Kohatutaka
Te Uri Mahoe
Ngapuhi, Te Rarawa

Deidre Otene

As a young girl I spent days on end, at the feet of my Nana preparing Muka as she weaved Kete in her home in Mangamuka. My nana Adelaide Tiari Otene was a weaver and as a child I sat at her feet scraping Muka fibres whilst she mentored me through the process of weaving Kete. The process became a part of everyday life for us as her mokopuna (grandchildren) and unbeknown to me then, would be the guidance that has woven my journey into leadership and development today.

The topic of my fellowship is Intergenerational Leadership Development and the importance of Collective Impact in Indigenous settings.


Caring for the fibres of the Muka

Like the fibres of delicate Muka I liken them to that of our people, diverse in our makeup and easily broken and tattered if not cared for appropriately. Each individual strand of Muka is weak on its own, breakable and bare, but woven together creates a strength, resilience and beauty that can withstand the harshest conditions.


The Collective Mind Set

During my short time on this fellowship journey I have had the privilege of meeting and being in the presence of influential people from diverse upbringings and beliefs. On a recent trip to Hawaii I was invited to speak at the Future Leaders of the Pacific forum and workshop with a collective of young leaders hailing from Australia, Tonga, Fiji, Kiribati, Papua New Guinea, Samoa, the Cook Islands, Niue, the Solomon Islands, New Zealand, the Marshall Islands, Guam, Palau, the Federated States of Micronesia, American Samoa and Hawaii. As we shared our stories of adversity, triumph and aspirations the conclusion of the workshop provided collective substance to my fellowship topic. That no matter where we had been as a people our aspirations to achieve prosperity would come from a collective mind-set. So from the floor of my nanas home to the shores of Hawai‘i the aspiration was clear, that through caring for each strand of the Muka we could weave together an unbreakable kete that would house the knowledge and insight to carry our people forward into the future. My exploration of Collective Impact and successful examples in Queensland Australia and here in New Zealand provide a template to action this vision further.


Natural way of giving

“This moment had me reflect on the importance of reciprocity, the natural way of giving and the importance this has on leadership development”

 

Sometimes the greatest learnings come from the places you least expect, during my fellowship journey I have had the privilege of sharing my life journey. One particular instance stands out for me. I recently returned to Okaihau College and shared my journey of being raised in the far north, the adversity that came with my upbringing and the richness of family and connectedness that then saw me travel the world to explore and gain knowledge to bring home. As I returned to my car after my korero I was approached by an elder from the area, he recognised my last name and asked if I was one of the grandchildren of Adelaide from Mangamuka, he shared his stories of taking my nana fish and how she would always give him beautifully woven kete. This moment had me reflect on the importance of reciprocity, the natural way of giving and the importance this has on leadership development.

 

“At the heart of their work it is evident that family, a connectedness to who they are and a natural commitment to caring for others is the driving force to leadership in action”

 

Through this journey I have come across many leaders either in person, through research and through the sharing of stories. The mentorship of Dr Lance O’Sullivan and his wife Tracy O’Sullivan has shown me that leadership is a result of hard work. I have witnessed the leadership of Lance and Tracy as directors and creators of what I believe to be ground breaking innovation that is overcoming health inequalities for our countries most vulnerable communities. At the heart of their work it is evident that family, a connectedness to who they are and a natural commitment to caring for others is the driving force to leadership in action.


“How Courageous are we?”

I am Kohatutaka, Te Uri Mahoe, Ngapuhi and Te Rarawa. As a people we are in a phase of post treaty settlement and at the verge of settlement, Inter Tribal debate and resolution. The time cannot be any more appropriate than now to focus on how we develop leadership of young people now and into the future. We have come too far not to invest in sustainability of our greatest asset, and that is our people. The challenge I believe is how courageous are we? Can we invest in and open the doors to Young People in spaces of Iwi governance, organisational governance and in areas of business and asset growth. My answer is, we cannot afford not to. The reality is that if our young people are not fit to lead then our future sustainability will be grim. How courageous are we to look outside of business as usual and create and action governance and mentoring initiatives that will equip this generation with capability, confidence and courage, to be a growing influence across a range of sectors and regional and national entities. This I believe will create sustainable positive outcomes for our people. Examples of successful initiatives here in New Zealand provide a robust direction towards Youth governance and leadership development. Indigenous leaders Shay Wright and Travis O’Keefe of Te Whare Hukahuka have created Ka Eke Poutama in Taamaki (Auckland) and have recognised that Maori are playing a pivotal role in shaping the future of Taamaki. Treaty settlements are paving the way for greater opportunities and prosperity and empowering the next generation of capable and confident Maori leaders. This is an important next step to ensure successful Organisations and sustainable positive outcomes. A courageous step forward and one that brings together the connected of the past whilst navigating forward, so it is about equipping our young leaders with the innovative thinking needed to navigate our waka into the future.

We should also be brave and open to working across sectors and even more open and brave to explore how we can work with other Iwi to gain collective impact for the development of leadership and growth opportunities.

In closing, our development must happen globally, we cannot afford to be insular in our development and technology enables this to happen. Indigenous structures here and around the world share commonalities’ of inherited structures and the new year will see me explore Silicon Valley in San Francisco to build pathways for the development of Information Technology leadership opportunities. I will also visit Alaska to explore the First Alaskan Institute and Te Runanga o Ngai Tahu and the Ngai Tahu Research Centre. Continuing to fill my kete with conversations and debates that will pave a journey forward for Intergenerational Leadership Development.