Leadership Western Australia shines the spotlight on one of our alumni or partners.
Based in Perth, Leadership Western Australia runs experiential Leadership Development programs and courses. This Spotlight series which is first published in the Business News, shares the amazing social impact which our Leadership Western Australia Alumni have in the community. Many of our leaders and alumni are community leaders, leaders in a Government agency or department Head; CEO of an organisation; Directors of Not-for-profit organisations in Perth and regional Western Australia.
Leaders who are creating meaningful change in communities are often not recognised and are quietly getting on with making that difference. We like to highlight the excellent work and achievements by these people, working towards making Western Australia a better place to live in the future. Leadership Western Australia develops resilient, courageous leaders to be able to solve challenges and problems in the future.
We value diversity and ensure each cohort includes diversity of thinking.
David Lantzke is the CEO of Ardross Group, one of Western Australia’s leading property developers. He is also the Deputy Chair of the Wheatbelt Development Commission, the Honorary Secretary of the Jurien Bay Chamber of Commerce, and the Chair of Access Housing Australia. David is a graduate of the Leadership WA’s Signature Leadership Program.
Even though David Lantzke has been CEO of one of Western Australia’s leading property developers for over 20 years, he hasn’t stopped learning. From Harvard University’s Advanced Management Program to Leadership WA’s Signature Leadership Program, David is always looking to grow himself.
And it seems to have worked. When we asked him what his leadership style was, he answered: “I’m in charge of everything, until things go right.”
David has been CEO of the Ardross Group since 1995. As CEO, David convinced the Board to upend decades of corporate strategy by fundamentally changing how Ardross did business. For years, Ardross had effectively acted as a wholesaler, planning major projects that would then be on-sold to the consumer by a third party. Now, Ardross sells direct to the consumer. David decided to promote this model because he recognised relying on the wholesale one wasn’t sustainable.
“Land is a finite resource and the timeframes to get land approved for subdivision and development was just getting longer and longer.”
When David joined the Group, he had no idea he’d be there over the long term.
“When I joined Ardross, I didn’t really know the intricacies of property development. It was a rapid learning curve.”
“Housing’s one of the most important things that you can provide for people. It fulfils a basic need. I felt good about our work and that there was a benefit to society.”
The leanness of David’s team also gives him an extra degree of flexibility and an ability to be agile. But while agility has its benefits, being small also has its challenges.
“It can be very difficult to take advantage of anything that involves scale when you’re small. As a smaller private company, you don’t have the same access to capital that you do when you’re larger.”
This can particularly be a challenge in Western Australia, where the fortunes of small organisations are closely tied to the State economy. As a result, David and his team worked to reduce debt during the boom of the early 2000s.
“Our ability to ride these times out has enhanced considerably since we significantly de-leveraged, because through the boom of the noughties we reduced our gearing. And that means that we’re not beholden to a lender, paying interest at the wrong part of the property cycle.”
Indeed, the booming and busting Perth economy has caught out hundreds of businesses in Western Australia over the years.
“WA is littered with case studies that show some developers have done quite well on a particular project, but then they’ve replaced that project at the top of the cycle or paid too much for it. Then there’s a downturn and they struggle to service the debt.”
“As a leader of an organisation, you have to steer your ship through that. In the late ’80s we started some new projects, but then we had ‘the recession we had to have’ in the early ’90s. Interest rates went to 18%. It was very difficult. We had a lot of debt at that time, but we managed through.”
While David’s CEO role is primarily concentrated on the private residential property market, he is also the Chair of Access Housing Australia, one of Western Australia’s largest Community Housing providers, with nearly 2,000 homes across the Perth, Peel and South West regions under management. But despite the different organisational aim, community housing is still subject to the same challenges as a private developer.
Access Housing Australia’s business model relies on being able to sell a certain number of dwellings in a new project to make the community housing aspect of the project viable. But in a depressed market, it can be a challenge to sell the dwellings that fund the community housing aspect.
“In a rising market, it works great. In a falling market, it’s a double whammy because the stock is more difficult to sell, and rental return on community housing also falls.”
“Some community housing tenants find that the private market is more attractive, so they go there. That is a good thing because it means their economic position is improved. But it puts more pressure on our rental revenue, which in turn challenges the viability of the entire community housing project.”
“It’s great that people’s circumstances can change and they don’t need community housing. But unfortunately, I believe the number of people that need assisted housing is always going to be greater than our ability as a community to deliver it.”
In addressing the challenges throughout his career, a key factor has been David’s commitment to learning and education. In addition to Leadership WA’s Signature Leadership Program, David has completed the Advanced Management Program at Harvard Business School and the AICD Company Director’s Course.
But it’s the Signature Leadership Program that helped develop David’s emotional intelligence.
“The Signature Leadership Program made me a lot more thoughtful about impacts on others and made me ask some pertinent questions about myself.”
The Program also helped David feel comfortable in international learning opportunities, such as his Program at Harvard.
“My Leadership WA experience really helped me prepare for the Harvard experience and be confident enough to network, because the Program contained 160 people from 48 countries. There were amazing CEOs from massive companies.”
“Leadership WA took my career development to another level and also developed my passion to undertake outside not-for-profit pro bono work.”
Lisa Cunningham is the CEO of the Wirrpanda Foundation, which aims to improve the quality of life for Aboriginal and Torres Strait Islander Australians. The Foundation places priority on employing local Aboriginal role models who are empowered to build capacity in their own communities. Prior to being CEO of the Wirrpanda Foundation, Lisa was State Manager for AFL Sportsready. Lisa is a Leadership WA Signature Program Alumni from 2009.
The Wirrpanda Foundation started in 2007 with 3 staff and one local program and has grown to
60 staff (87% Aboriginal) and a nation-wide focus (including a presence in the Pilbara, Goldfields, South West, Great Southern and the Wheatbelt). While some not-for-profits have struggled to maintain momentum, let alone grow, the Wirrpanda Foundation has soared. Lisa uncovers what she believes was her secret.
“We believe, do the work and then success will follow. That’s how we established ourselves. We have grown organically, which is fundamental in this space.”
A key part of the Foundation’s strategy is to focus their efforts not only where they are needed in the community today but looking in to future needs.
“Closing the Gap targets have been used to shape the development of programs. An early established program was centred around employment, specifically with Bunnings. The program gave the opportunity for to source a job that could be a life changing opportunity, often creating a ripple effect through the community.”
But the success of the Foundation isn’t just down to targeted programs; a key component is the Foundation’s ability to be agile. At the time of this interview, the Foundation’s aim was to “improve the quality of live for indigenous people through education, employment, justice and sport”.
When mentioned to Lisa, she confirmed the agility of the Foundation with recent additions to the Foundation’s aim.
“We are enhancing the strategic direction of the Foundation by focusing on two specific areas: employment and education.”
Lisa believes by strengthening the specific focus of the Foundation, there is a greater ability to have a meaningful impact in the community.
“I think our challenge is to understand and concentrate on what our strengths are and enhance our offering, rather than attempting to be everything to everyone.”
In growing the Foundation, Lisa has concentrated not only on the Foundation’s purpose and aspirations, but the broader community. Not-for-profits are plentiful in the community and it is understood that there are areas for cohesion and areas for specialisation.
“Our overall mission is to improve the lives of First Australians. That’s the big picture, but then further down, we really are looking at getting kids to attend school, and maintain engagement through to our employment programs. For assistance outside of our scope such as; mental health or housing needs, we have partnered with organisations for their support and help.”
“We have recognised that there are specialists in providing housing assistance, that will be able to provide premium assistance outside of our capacity. We want to partner with organisations that have varied expertise to assist in achieving our overall goals. It is a matter of determining where the organisation’s strengths are and knowing that you are valuable and respected in that area, and can enhance the organisation’s offering by building relationships and partnerships with additional diverse organisations.”
The Foundation’s approach to agility didn’t come by accident. They engaged a consultant to take them through their Belbin profiles – a methodology that considers the strengths of different people in a team, acknowledging the importance of a diversity of skills and personality types.
“As the needs of the community changes, we transform and change as well. We have established a team that is diverse and unique. We all worked together to construct the new vision and mission.”
Lisa has also focused on reviewing and modifying the structure of the organisation.
“We have progressed from the traditional hierarchical model, rather, creating circles with the participants centred in the middle. The participants are our main focus with the remainder of the circle formed by the resources required to provide the participant the best support and assistance.”
That leaves Lisa to focus on her role as a leader within the organisation.
“The biggest part of my role is empowering, enabling and training our team. We have had team members move on to incredible opportunities from the Foundation, it is important that we inspire and develop role models in the community that are working to the same goal.”
This focussed vision, innovative structure and culture of empowerment lets the staff do what they do best – improve the life quality of indigenous people. But many issues faced by the community require a holistic approach to problem solving. Many of the people who are helped by the Foundation find themselves in spiralling situations due to problems which can initially seem minor, but without support, can branch out into more complex problems which are harder to solve. For example, many people who rely on the Foundation do not have a driver’s license due to outstanding fines.
“We get to know all of our participants and understand their current situation, including whether they hold a valid driver’s licence. Often in today’s workforce holding a driver’s licence can greatly assist with finding employment.”
Lisa believes that most vital pathway to improving the lives of indigenous people is early education.
“Education is critical not only for personal development but also to ensure that there are chances for employment. We have seen examples of positions being replaced by technology, for example, the automation on mine sites. There is a need for science and technology in schools to educate students and provide them an understanding of potential career opportunities in the future.”
A vital component of what makes the Foundation a success is trust in the indigenous community.
“Trust and respect is very important to the Foundation, we value the continuing engagement from the community and the Indigenous people. Without trust the Foundation would find it challenging to succeed.”
“In the early days, we used a fly in fly out model, but with collaborative feedback from participants and staff we realised that we would not be successful with this model. We did not want to be seen telling people how to do things and later flying out. We now only employ local team member in our regional programs. This model guarantees local knowledge and understanding with respect from and connection to the community.”
“We understand that a Foundation could have endless resources, but if people don’t trust us or want to engage then it is felt we couldn’t truly make a difference.”
Lisa is a graduate of the Leadership WA Signature Program, which she completed in 2009. Lisa still feels connected to her Alumni, almost ten years later.
“It has been ten years next year, and I could pick up the phone to any of them and ask them something and they would assist me.”
Lisa credits the Program with helping her better understand the complex social fabric of Western Australia. She says there were things she learnt on the Program that are were vital to understanding Western Australia, that they should be taught in schools.
“We went to see the incredible rock art in the Burrup Peninsula, which many people do not know exists. We deal with teachers that are anxious to talk about Indigenous culture, in case they make a mistake. As a result, many may not talk about it at all.”
“Wouldn’t it be great if an elder from the region came into the primary or high schools to speak with kids and share their incredible stories?”
After 11 years of growth, we asked Lisa whether she foresaw the Foundation growing even further over the next ten years.
“I think we will grow. I envisage significant growth and the expansion of offerings through partnerships and collaborations.”
“The future of the Foundation is emergent, we’re on the same page and striving for the same thing. It will be important that growth does not become unsustainable as the quality of impact within the community is the most important thing.”
As a final question, we asked Lisa what the biggest challenge would be for the Wirrpanda Foundation going forward.
“Our biggest challenge is measuring our impact. I think that’s a challenge of all not-for-profits.”
“That’s what we’re working towards. If you keep engaged with somebody through their education, continuing right through to their employment, then you can measure an impact.”
Jessica Machin has worked in the arts sector across Australia in a wide variety of senior leadership positions including as a CEO, Artistic Director, General Manager as well as an Actor, Producer and Lecturer. She is currently the Executive Director of West Australian Ballet, and is the former CEO of Country Arts WA. Jessica completed Leadership WA’s Signature Leadership Program in 2010.
If there is one thing Jess Machin believes in, it’s the value of the arts to all communities across Australia. Through her varied work in the arts sector, it’s been Jessica’s role to enrich the community with the arts. Indeed, Jessica believes the arts to be as vital to communities as hard infrastructure.
“The arts powers the community in a different way,” Jess said.
“The Country Arts WA model was about supporting the arts engine room in communities across the state.”
When reflecting on the Leadership WA’s Signature Leadership Program, Jess said that is helped to grow her professional networks outside the arts industry.
“The program really appealed to me because of the network of peers. I had a very strong arts network, but I didn’t have a very diverse network in WA. I love the diversity across industries and sectors represented in the program.”
“I also loved Leadership WA’s other value of giving back and wanting to make WA a better place through the Skillsbank program.”
“On the first day of the Program I met someone who’s now a Superintendent in the police force, and we both looked at each other and said, ‘we’ll never be friends.’ It didn’t take us long to become close pals.”
“It was amazing being exposed different leaders and having an opportunity to discuss their insights without judgement. It was a really seminal moment. I still draw on what I learnt there.”
The Signature Leadership Program didn’t take long to pay off for Jess. When Jess started at Country Arts WA, the then State Government injected a much-needed $80 million into WA arts through the Ignite funding program. Since that initial investment, Jess has continued to advocate the Government on behalf of regional arts.
When Jess began to put together her pitch to the State Government for increased regional arts funding in 2010, her fellow Signature Leadership Program graduates were the first people she went to and many of them formed part of a leadership group. I had Leadership WA Alumni from everywhere, from Corrections to Health. Many of them worked with me on a big Regional Arts Conference ‘Open Your Eyes’, held in Geraldton in 2011.”
“The result of this conference was the creation of a Regional Arts Manifesto 2029, which in turn informed the Vote Arts Campaign in the lead up to the 2013 state election where we gained bi-partisan support and worked very closely with the Chamber of Culture and the Arts. We got a pre-election commitment to put an injection of money into regional arts. In total it took five years, but it resulted in an additional $24 million investment into regional arts through the Royalty for Regions funding program.”
While regional arts play a vital role in helping a community tell its story, it also presents a significant economic opportunity.
“There are world-class artists and events happening across Regional WA that are great attractors for tourists. For example, the Boyup Brook Country Music Festival started on the back of a truck with a 600-person audience. Now it’s a major festival that attracts over 20,000 people. It’s a great economic amplifier.”
With such a disparate population, though, it was important for Jess to ensure Country Arts WA was truly representing its members, a challenge for any Perth-based organisation. In order to make sure that Country Arts WA wasn’t Perth-focused in its thinking, its board was composed of regional members from across the State.
“A regionally-representative board gives relevance. We would regularly organise a regional arts conference and festival that would bring everyone together.”
“From time to time there were some communities that felt they weren’t being heard, and you needed to listen and then find out ways you could help.”
Now as the Executive Director of West Australian Ballet, Jessica faces a different set of challenges – namely moving from a service-based membership organisation in Country Arts WA, to developing and executing artistic productions, and an extensive community and education engagement program.
“Producing work comes with its own risks, because people have to buy tickets. There’s always a risk associated with that. We have to raise a lot more money.”
“But it has been an absolute joy to work directly with artists again. I started my career as an actor, and dance has always been a big love of mine.”
While not a dancer by trade herself (Jess trained as an actor at the West Australian Academy of Performing Arts (WAAPA), and has worked in theatres across Australia), she has a history with the form. Whilst at WAAPA she was taught by Australian ballet great Lucette Aldous AC.
This knowledge of ballet, along with extensive experience working with Artistic Directors, has informed her professional relationship with Aurélien Scannella, the Belgian-born Artistic Director of West Australian Ballet.
“There is a co-leadership model at West Australian Ballet, where I’m responsible for the business side, and Aurélien for the artistic. We work together as co-leaders of the organisation.”
Jess brings a wealth of knowledge in fostering the arts in Regional WA and in communities.
“One of my core focuses is access and our engagement in the community. Our mission is to enrich people’s lives through dance, so we’ve been building our regional program.”
“We’ve initiated regional touring in 2017, and we’ll be doing another regional tour in March 2019 to Kalgoorlie, Karratha, Port Hedland and Mandurah.”
“It’s really important that people living in a regional community have access to the same quality of experience as anyone in the City.”
But Jessica isn’t just bringing ballet to Regional WA.
“Internationally, we’ve developed an Indo-Pacific strategy, and we’ve just performed at the Shanghai Dance Festival, and in 2020 we’re aiming to do a major China tour. We’ve been working in Indonesia since 2016 and, similar to our regional model, we’ll be partnering with local organisations in building capacity and international cultural exchange.”
“It’s an interesting time because the Department of Foreign Affairs and Trade are doing a review of their Soft Power strategy, and arts and culture can play a key role there. We recently performed at the Heath Ledger Theatre with the Beijing Dance Academy as part of China’s National Day supported by UWA’s Confucius Institute.”
As one of Australia’s three major ballet companies, and the oldest professional ballet company in Australia, Jess believes the organisation has a responsibility to the community and to the arts sector that goes beyond just accessible performances.
“As a Major Performing Arts Company in Australia, we have a responsibility to be a leader in our field and impact the rest of the state in a positive way.”
As well as contributing to a sustainable arts industry in WA by collaborating with small to medium companies, the Western Australian Ballet studios are a community asset that can be used by local groups, from Public Dancing Classes to organisations devoted to treating disease.
“Community groups like Dance for Parkinson’s Australia use our studios weekly. Dance has been shown to arrest the development of Parkinson’s Disease and give relief of the symptoms. Every Friday for two hours people who have the disease come and they dance.”
“We also have a program for schools and communities that don’t have access to the arts due to isolation, and we’ve just trialled some programs and workshops for kids with disabilities, which were really successful.”
One of the key features of ballet is its European roots. But Jess doesn’t see the program as being restricted by tradition. As well as the classical ballets like The Nutcracker, Western Australian Ballet has performed neoclassical ballets including The Great Gatsby, Dracula, and Radio and Juliet (a contemporary version of Romeo and Juliet, set to the music of Radiohead).
“Ultimately, we’re storytellers. We’re telling some very old traditional stories, but sometimes they’re retold in innovative contemporary ways.”
“Under Aurélien’s artistic directorship, we’ve been asking ‘how do you turn ballet into modern art?’, and ‘how do we build new audiences?’. With Radio and Juliet, we had men coming who had never been to the ballet before because they loved the music.”
“They had an image of ballet of just being tutus and men in tights; which it is on some level, but it actually is very exciting, very athletic, live art and actually can make some comment on a contemporary society.”
When Jess completed the Signature Leadership Program, one of her big takeaways was how the Program went beyond the standard wisdom.
“A big realisation was you can buy the Ten Tips to being a Good Leader at the airport, but leadership doesn’t work like that; everyone will give you a different version.”
“For me, it was really affirming that most leaders have had a very organic journey while being authentic to themselves.”
A key aspect of the Signature Leadership Program is self-reflection. For Jess, this is still an important part of her job as a leader.
“I take 15 minutes every three days to do some reflections on my leadership process.”
“It could be reading something, or just taking the time to reflect on a recent challenge and asking ‘how could I have done that better’?”
As a final question, we asked Jess what she would change about leadership in WA if she had a magic wand.
“I would like to see representation from the arts community in the key policy decisions that affect the state.”
“A dream would be to see a major arts investment integrated into areas such as tourism, education, local government, innovation and in the regions, as well as arts for art’s sake.”
Guy Chalkley is CEO of Western Power. He has worked across a diverse range of sectors in various continents including Asia, Africa, Europe, North and South America, and Australia. In 2013 he completed Leadership WA’s Signature Leadership Program, is a graduate of the Australian Institute of Company Directors (AICD), Fellow of the Association of Chartered Certified Accountants (FCCA) and is a member of CEOs for Gender Equity.
With its vast open spaces, low population density, harsh weather, delivering first-class utilities across Western Australia has always been a challenge. Increasingly, these challenges are being solved through innovation. But according to Guy Chalkley, CEO, Western Power, West Australians have always found a way.
“If you travel through WA, it’s amazing to see where some of the wooden poles are, and consider how somebody actually managed to get them there in the first place. It’s pretty amazing to see somebody repair one that’s been taken down by a storm. I think it is part of the psyche of people from WA; it’s just something that they’ve driven through.”
But the old “tough it out” approach is changing with technological innovations across the State. These changes, in turn, are changing the ways regional towns operate. One example is Kalbarri; located 140km from Geraldton, the nearest power hub, Kalbarri often experiences outages due to extreme weather taking down the powerlines. To give Kalbarri’s energy supply greater reliability, Western Power, in collaboration with EMC and Lend Lease, are building a renewable energy-powered microgrid that kicks in if the Geraldton feeder line is interrupted.
“Kalbarri will show you can use the power of renewables and batteries to effectively create a grid that can eventually become self-sufficient. There is a future where they potentially don’t need the feeder line.”
“It’s not just a case of buying time to repair the line. It can be just as reliable without the line. Instead of spending hundreds of millions of dollars replacing poles and wires, we’re thinking differently for our customers. That’s where we really want to focus on for the future.”
Western Power connects homes and businesses to energy through its network infrastructure, with 52% of overhead assets serving less than 3% of customers. There is an opportunity to provide customers with different energy solutions as technology evolves.
Many innovators and investors see WA’s size and sparse population as an ideal place to test new energy solutions.
“People are coming into WA to pilot their product and partner with us to put a workable, alternative solution on the ground. WA is in a unique niche position now, in that we can offer those innovators the sandpit and act as a test case for where they can actually place their products.”
“We’ve got extremely good sun, we’ve got pretty good wave, and we’ve got fairly good wind. So, from a renewables point of view, we’re a bit of a hotbed in terms of where people want to come to.”
With innovative energy projects across the State, including Carnarvon and Newman, it’s easy to see why innovation will transform WA’s energy distribution. Guy says that WA’s future energy needs will be met by a range of options and all will be led by innovation – whether the answer is microgrids, nanogrids, standalone power systems, or other solutions.
“Customer generally lead innovation, and innovation often gets in front of legislation, government policy and regulation, but then you’ve got such a shadow that can actually prove it works.”
“Uber would be a classic example. Uber happened, and people can fight and fight it and fight it, but at the end of the day they gave the customer an affordable option that was just as safe and reliable.”
For Guy, large scale battery technology could be the final thing needed to make renewables work from an infrastructure POV.
“The challenge with renewables is they are intermittent. They may be cheaper, but cheaper is no good if you need three times as many. Cheaper is no good if you haven’t got the reliability and the security surrounding it. But now we’re finding that battery storage will be the link that we’ve been waiting for.”
The network accommodates any type of generation from solar, wind and other renewables to more traditional sources. The grid will always be the connection that allows electricity to flow between generators, users and in the future – sharing between customers.
By championing self-sufficiency, innovative energy solutions also have the power to change how regional WA lives and operates. A current project at Perenjori, 350 kilometres north of Perth, offers a few hours of battery energy storage in case the town is cut off from the main energy supply.
“The real goal is, just because you’re in a more remote community, doesn’t mean you have to have a worse supply than someone in the metro area. That’s got to be the goal, that a remote or rural customer can have something just as good.”
It’s not just local innovations that WA can embrace. With 50% of the world’s lithium – an essential mineral for batteries – coming out of Greenbushes, WA is perfectly placed to position itself as a global innovation leader.
“There is always vagaries about how long the sun shines, the wind blows and when. The gamechanger was always going to be storage.”
And while the rise of lithium batteries has made home energy storage more affordable, the real gamechangers, according to Guy, are utility-scale batteries.
“The investment’s there and the batteries are getting bigger. They are getting put into the network. People are using them to take the intermittency out of renewables and making it storable.”
“We’ve got to harness that opportunity.”
Despite Guy’s handle on the complexities of energy distribution needs of Western Australia, his background is in British finance. But Guy doesn’t believe that puts him at a disadvantage. If anything, the diversity of experience helps.
“I’ve been fortunate in my career that I’ve worked in a lot of different industries, including two different utility industries – water and electricity.”
“It’s no different wherever you work. People are people. It’s the people who lead your businesses, and if you can get the most out of your people and teams, you’ll get a good outcome.”
The experience of working in Europe was particularly helpful for Guy to help Western Power to avoid mistakes that didn’t need to be made.
“The electricity industry in WA is in its fourth regulatory period. The UK was way into double figures. I could point to examples that wouldn’t work because they had been done overseas.”
But just because Guy had the experience, didn’t mean becoming a CEO in Western Australia didn’t require a leap of faith.
“As a leader in a new organisation, you’ve got to take a leap of faith that somebody below you is going to know more than you. You have to trust that they’re empowered, and you’ve got to then develop your own skills so you can offer different things at the table.”
“It’s a big leap of faith, and you’ll be scared the first time you do it because you want to be in the detail and you want to do it all because you can, but now you’re in a different role. It’s no different from a sportsperson becoming a captain or a private becoming a sergeant.”
Guy is an Alumnus of Leadership WA’s Signature Leadership Program. He graduated in 2013.
“I’d just arrived in Perth from the UK where I’d had a big network. I’ve met people out of Leadership WA and got a really good group of people that have moved on since being in Leadership WA.”
“I think the other one for me is I’m not academic. I’m not a somebody who can be lectured, I didn’t go to university, I didn’t want to go to university. The way the program is structured in an experience-based way works for me. I learn from experience. I learn from listening, I learn from using my eyes, and from talking to people.”
As a final question, we asked what Guy would change about leadership in WA if he could wave a magic wand.
“I’m a realist and a pragmatist, so I’m not good on magic wands, because I can’t see what I can’t see. But I think what’s really important is that we’re positive, that we believe, that we’ve got drive, and that we respect other people.”
“Someone asked me recently ‘if you had all of Elon Musk’s money, what would you do with it?’ The answer is you don’t need money. What you actually need is determination, drive, belief, enthusiasm, and positivity.”
Ashley Reid is the CEO of Cancer Council WA, which celebrates its 60th year of operation in 2018. Prior to his appointment at Cancer Council WA, Ashley was CEO of Ngala for five years. With over 20 years’ experience in the community and public sectors, Ashley has demonstrated a strong commitment to social justice and advocacy. Ashley is a graduate of Leadership WA’s 2007 Signature Leadership Program.
Over its 60 years of operation, Cancer Council WA has helped an immeasurable amount of people through its support services, investment in research, and advocacy for public health. But that good work and success isn’t just powered by good intentions. For CEO Ashley Reid, a clear mission is the first step to achieving a goal.
“I’ve seen organisations that get into the situation of chasing funding or chasing corporate support, rather than focussing on what they are there for. We have a very defined mission. Our purpose in our constitution is to reduce the incidence and impact of cancer on the WA community.”
“Of course, within that you can put almost anything. So we prioritise to bring our strengths and capabilities to making sure we achieve that purpose. The way we do that is the hard part.”
In the current economic environment, fundraising to achieve these goals is difficult. That’s why Ashley and Cancer Council WA use a message of hope to cut through.
“There have been huge gains made in the cancer field. The five-year survival rates for cancers when we were founded were around 30 to 40%. They’re now around 70%. For some of the more common cancers, the five-year survival rate is over 90%.”
“The gains have come through a huge investment in research, improved screening, improved diagnosis, improved treatment. So as much as we concentrate on our history and we want to honour our history, don’t live there. We’re a forward-looking organisation.”
Part of that forward thinking has included the organisation evolving to respond to broader changes in society.
“We used to be the holders of information. In a world of Google, no one owns information. It’s ambient. But it’s unfiltered.”
“We want to bring the best and most up to date information to people, whether it’s about treatment, how to prevent cancer, or the risk factors.”
“Cancer is one of those topics where as soon as you think you might have a risk or you’ve had a diagnosis, the first thing you do is go on Google, and the information you can receive is completely unfiltered. So we are needing to re-position ourselves as not being the holder of information, but being the credible filter.”
Cancer Council WA are also the largest non-government investor of cancer research in the state, and have invested more than $47 million of donor money to research since the establishment of their research program.
“We are the custodians of donor funds and our donors and supporters expect us to do good things with them. The reason why we’re trusted is because we’re very transparent and open about how we utilise donor funds. Our absolute key commodity is trust.”
None of these gains happen quickly, though. Advocating for behavioural change is one thing, but seeing results in the community can take decades and buy-in from the Government.
“We are up against significant barriers towards good public health. We have an unsustainable health system. We all pay for it. We’re in a modern first world country with high expectations of the health system, and resources are finite. So, when working with Government, we focus on the evidence. We say, ‘you can save billions of dollars by having a healthier population.’”
One area in which Cancer Council WA and other public health advocates have succeeded by taking a long-term, evidence-based approach is prevention of skin cancers. Melanoma rates for 18- to 39-year-olds have halved in a decade. But Ashley acknowledges the added difficulty of tackling public health concerns that have the weight of industry behind them, such as the tobacco industry.
“Tobacco control didn’t take one political cycle. It took 30 to 40 years, building the evidence, going up against industry, changing government policy, bringing community and social expectations along with us.”
“The tobacco evidence took a long time to build. But once it was known, you couldn’t argue it. Government then found it easier to enact policies that changed behaviour, because the evidence was non-arguable.”
“Lung cancer is still the greatest cause of cancer death in Australia, but we are down to the lowest adult smoking rates we’ve had ever. Even as recently as the year 2000, the adult smoking rates was 25%. It’s now 12% to 13%. We’ve made incredible gains over a long period of time.”
Ashley also sees challenges in the alcohol industry, with consumption of alcohol not only being culturally embraced, but contributing to thousands of cases of preventable cancer every year.
“We’re not saying no one should ever drink, but there are health guidelines around reducing high level alcohol intake and therefore lowering cancer risk. Should Cancer Council WA say something? Yes, because that’s what the evidence says.”
“We’re in discussions around advocacy in the junk food space, restrictions on advertising to kids, and a sugary drinks tax. These kind of things come up as a significant push against industry, but it’s also about us using the evidence to have a healthier community.”
A key component of ensuring long-term behavioural changes across society is effectively communicating the evidence. This, Ashley believes, is a vital activity of Cancer Council WA.
“Donors invest in us, we invest in the researchers, the researchers build evidence and our staff communicate that evidence in a way that ordinary people can understand.”
“We turn complex research into palatable, easily understood information that can help change behaviour.”
“We know up to a third of all cancers can be prevented by using sun protection, reducing alcohol intake, eating well, exercising, keeping your body weight down and not smoking. That’s a very powerful message, and not complex.”
Ashley has now been at Cancer Council WA for over a year and is still pinching himself about it.
“I still meet people who are so grateful for Cancer Council WA. I love this job. We get incredible trust from the community to do really amazing work with world class experts.”
“The fact that we are predominantly donor funded also gives us a lot of choice. Unlike organisations that might be more government funded, we get to do things unencumbered by others. It means we can be brave.”
One of the key strengths that Ashley brought on board was his experience in community involvement. Ashley believes that by working closer with the community, there can be better public health outcomes. One stark example of this is the different rates of smoking in different communities.
“If you look at the smoking rates in Cottesloe are about 7%, but in some remote Aboriginal communities, they’re 60%.”
“We need to be focused on some of our more disadvantaged and vulnerable community members to make sure those education messages get through.”
Ashley is an Alumnus of Leadership WA’s Signature Leadership Program, graduating in 2007.
“When I did the program I was at a point in my career where I needed to expose myself to good people, good thinkers, different sectors and parts of the industry.”
“It’s probably the best program I’ve ever done.”
“It’s an opportunity to really both question your own views of things, and be challenged with new ideas and new thoughts. The people on it were awesome, smart people at points in their careers where they were aspiring to lead teams and run organisations. There was a great energy. I built some really strong relationships with my cohort. We caught up recently for our tenth anniversary, which was just fantastic.”
“I’ve still got the notes I took. I look at them occasionally and think, wow, that was one of those turning point experiences. It was the kind of development of that self-awareness that I really enjoyed.”
For Ashley, the emphasis on the time given for self-reflection was incredibly valuable, and something he carries with him to this day.
“We’re in an environment where everyone’s flat out. We don’t give ourselves permission to think, to contemplate.”
“We treat taking time to think as a luxury, whereas it’s actually the core part of what we’re here to do. We need to discern deeply on complex things. We never have enough time or resources or information, and yet we have to make decisions that will affect both the organisation, the people we employ, and the people we serve. That is a profound responsibility. Leadership WA taught me that giving myself time to think is not a luxury; it’s essential.”
As a final question, we asked Ashley if this approach still feeds into his management style all these years later.
“I hope so. I talk to our management team about how time to think is not a luxury. It’s an essential part of our job, because we’re all smart, all talented, but we’ve only got so many hours in the day.”
“Modern organisations are becoming more collaborative thinkers. There are moves to more self-managed teams and flatter structures with much less hierarchy. People feel much more valued in their jobs if they’re autonomous, without creating a risk for the organisation.”
“People come to Cancer Council WA because they want to change the world. They want to save lives. They want to contribute. They might have had a family experience or lost a loved one. There’s some motivation. Because many of our staff, and this applies to the whole not-for-profit sector, could go and earn more money elsewhere. Why do they come to us? They want to contribute. They want a sense of purpose. They want to see that their working lives are making a difference.”
John Berger is CEO of St Bartholomew’s House, a not-for-profit that assists the homeless of today to rebuild their lives, and acts to prevent the homelessness of tomorrow. He is an Alumnus of Leadership WA’s Signature Leadership Program.
Helming St Bartholomew’s House for almost five years, John describes the journey in tackling homelessness as an ever-evolving problem. St Bart’s was established in 1963 as an outreach program of the East Perth Anglican parish, who had noticed there were men sleeping under nearby bridges.
St Bart’s is now independent of the East Perth Anglican Church but is still dedicated to the same cause, and continues to evolve in response to the changing demands of the community.
“During the 80s, one of the committee members identified that a lot of the men were getting older. With the emergence of aged care and aged care facilities, he asked, ‘why shouldn’t men who have been homeless not have the opportunity for aged care?’ And so, St Bart’s became a registered aged care provider and had an aged care hostel for men.”
“50 years ago, we were probably looking after 15 to 20 men. Now, on any given night, we’re supporting about 500 people. ”
“Approximately 12 years ago, we also had the opportunity to enter into the area of mental health supported accommodation because we know a lot of people who experience homelessness have mental health issues.”
While St Bart’s has helped many people over the past 50-plus years, John is under no illusions as to the complexity of the task of eliminating homelessness.
“Homelessness is symptomatic of a lot of things including personal or individual factors, and structural factors like unemployment, unaffordable housing, poverty, lack of education. Each story is different.” he says.
“We know there are three things we have to address in an individual’s situation. The first is their life skills to live independently. They might have had a relationship breakdown, so we’ll help them learn how to have healthier relationships with their family or people within their community. It might be learning to better manage their finances, or what it means to be a responsible tenant.”
“The second area is health – both physical and mental health. If you can address that successfully, whether by a referral to a GP or being able to address a chronic health condition, then people can stabilise.”
“The third area is connection to the community. It’s one thing to put someone in a house. It’s another thing for them to feel part of the community.”
“If we can address all of the above, they end up in long-term, stable housing. Their quality of life has improved, and often they can probably go back to some form of education and work.”
“And the reality is, I’ve not seen anyone where that has not been possible, irrespective of the circumstances from which they’ve come. Our vision is to eliminate homelessness. How do we go about that? We do it one person at a time.”
Given homelessness is a problem that is symptomatic of other issues, John believes the best response is a multipronged approach.
“There’s a lot of community support to address homelessness, both within the corporate sector, philanthropic sector, and from the general public. Often, though, it’s very patchy and piecemeal: people trying to do a little bit over here, and a little bit over there. We need to bring it together.”
One example is St Bart’s working closely with the City of Perth and other service providers to see how they can be better coordinated to provide a better outcome. But, while there are more effective ways of co-ordinating services, John says there must also be better community understanding of the issue.
“I feel as a society we tolerate the notion of homelessness. We need the community to understand that no one deserves to find themselves without a home — that there should be a pathway out of homelessness.”
One program to help tackle this issue with community understanding is the West Australian Alliance to End Homelessness, which is a joint effort from CEOs, executives and community leaders.
“We’ve developed a 10-year strategic plan because we realise this problem won’t be resolved in a three-year political cycle.”
“If we want to resolve this issue, we need to demonstrate what we’re doing at a community level, so the community can understand and support us.”
Before St Bart’s can change the community narrative of homelessness, or affect government policy, John decided they needed to understand their own measures of success.
“I came to St Bart’s in 2013 for an interim period after the previous CEO resigned. There were challenges and a bit of turmoil in the organisation at that time.”
“I had been a senior executive manager at Anglicare WA. I found my experience working in a larger organisation and understanding systems, policies, procedures, would be beneficial to St Bart’s. So, I put my hand up for the CEO role.”
As CEO, John first addressed how the different services – aged care, mental health support, community housing and homelessness services – could work closer together.
“I’ve been working very hard to bring greater integration of our service activities, so that when people come to us, they come to St Bart’s and we respond in an integrated way. They don’t just come to our mental health program or to our aged care service.”
John has also focused more on working with the community.
“When I first came to St Bart’s, it was focused inward, looking at the way we delivered services on the ground, and not really thinking too much about what’s happening more broadly. That’s not to say that our services weren’t working with other service providers, but we weren’t addressing homelessness at a broader level.”
“Government is now asking for organisations to work in partnerships. No longer is it just a single service provider delivering services; they really want to see multiple services coming together. People have multiple needs, so how can services come together more formally to ensure we successfully address particular individual needs?”
As an example, St Bart’s is in a consortium with the Wungening Aboriginal Corporation, the Wirrpanda Foundation, and Centacare to address the re-integration of people coming out of prison to prevent homelessness.
“We’re coming together to ask, ‘as people come out of prison, what is it that we can do as a partnership, as a group of agencies, to address people’s return to community and work?’”
St Bart’s is also deeply involved in the 50 Lives 50 Homes project, which is a collaboration of both 27 government and not-for-profit agencies working together to identify who are the most vulnerable in terms of homelessness, and then finding accommodation and providing support. Over the past 18 months, the project has placed 150 people in housing. Evaluation shows that 88% of the people have remained in housing for more than 12 months.
“If we were still working within the old system, I don’t know that we would achieve that sort of outcome. People would be falling in and out of services.”
John is an Alumnus of Leadership WA’s Signature Leadership Program. He graduated in 2008.
“The Program elevated my thinking as a leader beyond my immediate role. Up until that point I saw my leadership role as leading a group of staff in delivering services. The Signature Program made me think, ‘I’m a leader in the community, so what is my role as part of a broader community? What can I bring, and how can I work with others to deal with issues more broadly within the community?’”
“It also introduced me to a network of people that were beyond my normal work environment. I was meeting people in government, meeting people in the business sector, and I realised people are passionate about issues like domestic violence and homelessness. All of a sudden, I had a network of people I could call upon when something was happening or when I was looking to progress with a particular issue.”
“There are very few meetings or places I go where I’m not bumping into three or four people who I’ve met over the years, and many of them connected to the Signature Program.”
This network of people has been vital in helping establish and maintain relationships with St Bart’s corporate partners.
“For the past five years, BHP has sponsored the Youth Foyer in Oxford Street, Leederville. They’re now supporting us in the way we address homelessness, towards that more Housing First approach.”
“It’s about how we work together. How do we educate their workforce and get them to learn and understand what it means for people to experience homelessness? We do awareness-raising sessions with their staff, and they come and volunteer.”
As a final question, we asked John how can St Bart’s ensure they’ll be ready to keep responding to the problem of homelessness as its root causes inevitably change over time.
“The same principle applies in business: you need to know your customer. You need to know what drives your customer, and for us, we need to know what’s driving homelessness?”
“About three years ago, we were starting to see older women present at risk of homelessness — women who have brought up families and have successfully housed themselves all their lives. Why are they finding themselves homeless?”
“We found there were an array of issues, some health-related, some of them being relationship breakdown, sudden death, financial poverty and major health issues.”
“We set up the only service in Western Australia that responds just to older women’s homelessness. We thought we would need about up to 12 months accommodation for them, based on our experience with men. That didn’t turn out to be the case. Often, it was only five to six months that they needed support. They need a place where they can regroup, feel safe, be assisted to find a suitable accommodation again, and then supported to reintegrate into the community.”
“The problem does change over time, and this organisation has had to go through a number of review points about what’s driving homelessness. That’s why the evaluation is critical.”
“And if you get that right, you can help people on their way.”
Applications are now open the 2019 Signature Leadership Program.
Nick Wood is COO and CFO of the Telethon Kids Institute. He is Chair of Gowrie Western Australia and an Alumni of Leadership WA’s Signature Leadership Program.
As COO and CFO of the Telethon Kids Institute, Nick Wood gets to go to work every day knowing he’s helping with what he sees as one of the most worthy social causes: discovering causes, cures and treatments for the illnesses and disorders that afflict children and young people. However, he’s not wearing a white coat in the lab; he’s behind the scenes, working with a dedicated team of professionals that support some of Australia’s best and brightest child health researchers.
The Telethon Kids Institute is a world class medical research institute located here in Western Australia. With more than 700 researchers and professional staff, the Institute is at the forefront of global child health research and has the track record to prove it.
Since joining Telethon Kids at the end of 2014, Nick has worked closely with the Board and senior executive team to lead an organisational transformation process with the objective of becoming the ‘medical research institute of the future’.
“Telethon Kids exists to undertake great research that improves the health and development of children. Delivering on our mission requires outstanding researchers that are leaders in their fields, supported by high calibre professional staff. We also need world class research facilities and access to cutting edge technology. And we must be financially sustainable.”
Achieving long term financial viability is one of the significant challenges facing the medical research sector in Australia. Changes in the funding environment have meant that income is increasingly hard to come by and research institutes can no longer depend on government grants to sustain their operations. More and more, the focus is on revenue diversification and cost management.
But it’s not only medical research institutes that are grappling with this issue. According to Nick, all not-for-profits are faced with the same challenge and must take control of their financial destiny if they are to deliver on their mission. Such a task requires a new way of thinking for boards and senior management. Good business strategies, building commercial acumen, developing new income streams and creating operational efficiencies are now critical areas of focus.
One of the first obstacles for not-for-profits is changing the culture within the sector that has traditionally viewed profit as a dirty word.
Being not-for-profit doesn’t mean not making a financial surplus; rather it is a reflection of where retained earnings are deployed – reinvested back into the organisation to continue carrying out its mission. For not-for-profits, making money means staying open for business in the long term. And it also translates into having the capacity to maximise their social impact and relevance to the benefit of the community they serve.
A further challenge confronting not-for-profits is addressing the power imbalance between those that provide funding and those that seek it to deliver quality community and social services. Misconceptions within government and the private sector about the costs of delivering services by not-for-profits often result in systemic underfunding of the sector. It can also lead to funders seeking more outcomes for less funding. Many not-for-profits have been complicit in validating these misconceptions by participating in bidding wars for funding, driven by the fear of missing out on vital funding. Typically, this mindset is borne out in a race to the bottom on price when competing with other organisations for the same pot of money. This mentality more often than not results in critical services being delivered through an unsustainable financial model that leads to zero or negative net margins.
“Sadly, preconceived notions about the true costs of delivering services by not-for-profits remain pervasive in government and private sectors, which has weakened the third sector and jeopardized the ongoing survival of many organisations. Ultimately, the dysfunctional cycle of underfunding not-for-profits is to the detriment of the wider community given the increasing reliance on these organisations to help in resolving serious social problems and satisfying unmet community needs”.
“Changing the incorrect perceptions within funding organisations about the costs of delivering services by not-for-profits involves the whole sector working together, shoulder to shoulder, to advocate for sustainable models of funding. It also requires greater transparency by not-for-profits in terms of what it actually costs to deliver quality services. And not-for-profits must gain a deeper understanding of their cost structure and resist the temptation to pursue funding which is unsustainable.”
Nick’s role with the Telethon Kids Institute is as diverse as it is challenging. A particular focus of his job is building the financial strength and operational capacity of the Institute to achieve its goals. Luckily for the Institute, Nick is up to this task. Since joining Telethon Kids, he has worked to improve the Institute’s business strategy, to diversify revenue streams and to increase operational efficiency in order to ensure that there are sufficient resources to enable the Institute to accomplish its purpose.
“Telethon Kids continues to strengthen its financial sustainability by maintaining a strong focus on developing new income sources, improving cost management and investing in strategic procurement. This has been greatly helped through building strong partnerships with leading corporates and individuals that share a commitment to the Institute’s vision. With strategic allies like Telethon, BHP, Wesfarmers and Minderoo in our corner, the Institute has been able to take giant strides forward over the past five years towards becoming a sustainable research organisation which has the ability to make a tangible difference to the kids and families of Western Australia.”
Nick is also Chair of the Board for Gowrie Western Australia, a community-based organisation which delivers high quality child care and learning opportunities for children, families and the community.
“I first went to Gowrie in a pro-bono capacity as a fellow of Leadership WA to assist them with reforming their governance model. They were going through a tough time with a raft of significant challenges that were negatively impacting on their financial viability.”
A short time later, he was on the Board of Directors and as Chair was responsible for leading the organisation through a tumultuous period of essential change that was necessary to revitalise what was a dysfunctional business model and a declining organisation.
“Like many not-for-profits, Gowrie had been stuck in survival mode for a very long time, eking out an existence on a month by month basis. Constantly going from deficit to surplus and back again was like being stuck in a revolving door. Not breaking this cycle meant that Gowrie would never have the financial capacity to genuinely thrive because it was always struggling just to stay afloat.”
“Gowrie had also lost focus on its core business and consequently, was no longer a leading organisation in child care nor the place that child care professionals actively sought to work.”
With a unified Board and a new CEO, Gowrie undertook a significant transformation that returned the organisation’s focus back to its core business, created major cultural change and saw the implementation of a new business strategy.
“The organisation went from running consecutive deficits and being very close to shutting its doors to having substantial operating surpluses for five out of the last six years. Gowrie is now able to re-invest its own funds back into the organisation. Service levels have dramatically improved, the organisational culture is strong and Gowrie has re-emerged as a recognised leader in the child care sector”.
Now at the Telethon Kids Institute, Nick is applying his skills and experience to an important cause that he is strongly passionate about.
“In terms of my life values, I feel very much aligned to organisations that are in the space of trying to make the world a better place by addressing an unmet need that has a massive impact on the lives of people, particularly the most vulnerable in our community.”
“I count myself very fortunate to work for an organisation like Telethon Kids, one with such a noble and incredibly vital purpose. Having a very effective Board, an outstanding leadership group and a remarkable team of leading researchers and professional staff certainly make my job that much easier and rewarding.”
“What I love about the Institute is the strong heart and mind connection to our vision for child health and wellbeing that is strongly embraced by researchers, professional staff and valued partners. We are building the medical research institute of the future here in Western Australia, one which is and will continue to make a tangible difference to the lives of sick kids and children with developmental challenges.”
Nick is an Alumnus of Leadership WA’s Signature Leadership Program, which he completed in 2005.
“Leadership WA stoked a fire in me. It showed me that genuine leadership was vitally important in all organisations as well as the community. It inspired me to want to do something with my career that strongly resonated with my personal values and helped make the world a better place.”
“Leadership WA provided an intimate interface with real life leaders that had, and were still on, significant leadership journeys. These leaders had experienced the highs and lows of leadership and enjoyed great successes as well as painful failures. They’d learned from their experiences, both good and bad, and had grown and evolved as leaders. They possessed a profound wisdom that only comes from having a diverse leadership experience.”
We asked Nick what other professionals could do who also felt the desire to apply their professional skills and experience to organisations with missions that connected with their personal values or passions, but who didn’t know whether working for a not-for-profit would be feasible or the right direction for their careers.
“Doing pro-bono work for, or joining a board of, a not-for-profit is a great way to connect with a cause that you care about and make a meaningful contribution. It can also be the perfect litmus test for figuring out whether actually working for a not-for-profit could be part of your future career.”
“There is significant personal and professional growth, as well as a great sense of satisfaction, that can be achieved through community leadership, by becoming involved with an organisation which has a purpose that matters to you. Not-for-profits are crying out for pro-bono technical expertise, for board members with relevant professional experience and for individuals that have a passion to take on voluntary leadership roles.”
“There are so many not-for-profits in Western Australia that are of vital importance to the community but which are often lacking the resources, expertise and know-how to become sustainable organisations.”
For Nick, working for the Telethon Kids Institute is a great privilege and has been incredibly satisfying.
“When you get an opportunity to work for an organisation that you would gladly volunteer your time with, you know that you’re working in the right place.”
“Is there anyone who wouldn’t strongly resonate with a cause where the end goal is ensuring that children everywhere are able to lead long, healthy and dignified lives? I get to work with an organisation that is doing just that all day, every day. Honestly, I can’t think of a more rewarding job.”
Applications for Leadership WA’s Signature Leadership Program 2019 are now open.
Cate Rocchi is a former finance journalist and current owner of Perth Media, a strategic global public relations company. She is also Chair of Linkwest, the peak body representing Neighbourhood and Family Centres and Community Resource Centres in Western Australia, and she is an Alumni of Leadership WA’s Signature Leadership 2017 Program.
Cate began her career as a journalist at the Kalgoorlie Miner, then worked covering financial markets in London and Hong Kong, before establishing Perth Media. She is also the Chair of Linkwest – the peak body for the vital network of Neighbourhood and Family Centres and Community Resource Centres (CRCs) across Western Australia. There are more than 200 centres.
In all roles, leadership has been a key feature.
“As a reporter, you learn to be very empathetic. You learn never to judge by appearances. When I was a very young reporter, the news room would say something like, ‘This is the story. Go and do this.’ Then you would start asking people what’s going on and a totally different story would emerge. When choosing and then writing a news story, you need to show leadership. You are also assessing what is important for the public, your audience. If you’re a good journalist, you’re not just interested in the views of corporations. You are trying to find information for the public interest. That is also very important in the not-for-profit space, and to do that you have to be able to listen.”
This sense of empathy and public interest is vital in her role as Chair of Linkwest.
“At a board-level, I value each and every person for their different views: male, female, different experiences, different education, different cultural biases. It is also important to empathise with our members.
“With Linkwest, during the past four years, I have tried to go out on the ground, as much as possible, and find out what’s happening with our members, listening and asking about what they wanted, and learning what were they actually doing. What did they want from their peak body now and in the future and how can Linkwest help them? If you talk about leadership models, then that is leading as a servant.”
After working for the Kalgoorlie Miner, Cate went on to report on finance, banking and hedge funds in London and Hong Kong.
“You learn how to be adaptable, but you also understand that you can never lead at the front on your own. You are part of an industry, you’re a voice of an industry, but you also are dependent on support of others around you.”
“Not for profits will have to be adaptable in future, as WA changes then Linkwest’s members’ needs will evolve. Linkwest has recently established a Federal Government Sub Committee with the aim of arguing the case for fair support of community resource centres and other Linkwest members assisting with Federal Government service delivery.”
Initially, upon Cate’s appointment to Linkwest board, she thought her role would be limited, assisting with media strategy. But, after three years on the board and then stepping into the chair role, it has become a more complex role. “There have been some big funding cuts and many members are innovatively finding solutions to keep their doors open and thrive, but it has been an extremely difficult time.”
For her efforts in promoting diversity on boards, Cate recently won an award from the Engaging Young Leaders On Aged Care and Community Boards program.
“It was totally unexpected, because I had been going into rooms in the not-for-profit space saying things like, ‘it’s great that you have got your Aboriginal engagement plan and your theoretical policies about Aboriginal people, and that actually is on the agenda, that’s all good. But before we actually write these policies and before we actually start these programs, has anyone actually met an Aboriginal person?’”
Cate also saw a lack of gender diversity in the community centres and has advocated for more men to be involved.
“I was looking at rooms full of women and thinking, ‘this is not the future for us. We need to be half men, half women.’ I was championing that in the boardroom. Our board is fortunate to have James Jarvis, CEO of Nintirri Centre in Tom Price which runs the magnificent Karijini Experience (a global tourism event) and John Rich at South Lake Ottey Family and Neighbourhood Centre, who has just managed to secure funds for a fantastic bike track and basketball court adjacent to the centre. I am not saying a woman coordinator would not have done that, but men bring important diversity.”
Cate believes that with more male involvement on the boards of community-focused non-profits, more young men in the community will be reached.
“If young men at risk come into that community space to play basketball, for example, then they might come in later and do a literacy program, or some other community work that might then lead them into higher education.”
As far as the changing media landscape goes, Cate looks to overseas media and PR firms for good practice and leading trends. “Those that are at the forefront in this space, are providing superb content that tell the stories of businesses and organisations cleverly. Our innovative business model at Perth Media is tailored to client needs. It is flexible and seeks to provide support when required. We deliver a wide range of services but focus on our strengths: extensive media networks; creativity and first-class writing skills film scripts and blogs, as well as graphic design, and upskilling in media training. While there is a broad service list available, our knowledge in-house is focused on finance, mining, renewable energy and agribusiness. Our expertise, in many ways, has mirrored WA’s strengths, because we are part of the growing service sector to those big global industries.”
If you talk about business leadership in the changing media landscape, it has been about timely delivery, attention to detail and adaptability. That has been the key to Perth Media’s growth.
Cate is an Alumni of Leadership WA’s Signature Program, which she completed in 2017. Due to her experience as a reporter and a small business owner, she was used to working alone, but the Program helped her see the value in collaboration.
“The experience taught me not to be that leader at the front on your own. Some very wise people in our group were just enormously supportive and I hadn’t actually understood what I could do until I did the Signature Program.”
“I also realised is that everyone has got their own struggles. Everyone in that room – and they’re all senior executives – has their own battles, own struggles, own weaknesses.”
“I think the difference, long term, is how do you manage those things? How do you manage your rational behaviour, your decision-making, your ability to produce high-level work consistently?”
“Also, we all make mistakes. As you mature, it is important to reflect and review, so you improve. One of my life leadership lessons was a few years ago as a netball umpire. It’s a tough job. You need to be calm in a crisis, but also it crystalized everyone is individually responsible for their own best practice and should operate with integrity at all times. In my view, if you are not going to try your best, you should get off the court.”
Applications are now open the 2019 Signature Leadership Program.
Dr Nicky Howe is the CEO of Southcare, an aged care and community services based not-for-profit. She is also a leadership and management coach and is involved in numerous other non-profits as a board member. She is an Alumnus of Leadership WA’s 2016 Signature Program.
Dr Nicky Howe’s leadership style is like the organisation she runs – she’s all about building up people from the ground up. And like the people who work in her team, the community members that Southcare serves are diverse.
“Southcare is a community-based organisation that is really about addressing the needs of people, and those needs can be quite diverse. The biggest need that we address is really supporting seniors to stay in their own home in their own community. Basically, community aged care. How do we help Mrs Jones stay in her own home? That can be a range of things, right from starting with her doing her garden, and maybe just helping doing a little a bit of cleaning, right through to being at the dying stage and we’re offering nursing services which may include palliative care.”
But Southcare’s remit goes even further than just aged care. It also includes aboriginal family support, financial counselling and emergency relief.
Given Southcare is an eclectic community organisation, it’s important for Nicky to keep a business-focus on what the organisation is doing.
“I hold a view that at the end of the day, I am a business woman, and I’m running a business. We do have a clear mission, and that mission would be different to somebody that’s running a for-profit business, but the numbers do have to add up. If the numbers don’t add up, then you’ve got to do something about it.”
One such example of a project that had to be closed was a low-cost food shop.
“We were doing emergency relief, people were giving food. But it wasn’t ideal just giving people food. We wanted to give dignity and respect and let people choose the food they wanted to eat. So we started a little shop. We started in about 1983, and we closed the shop in 2017.
“We closed the shop because it was no longer relevant, and you do have to do that. Sometimes it’s not easy, because there’s a whole load of emotion caught up with that, but you do have to stand back and say, are we actually getting the outcomes? Is that the best use of that money?”
“The reality was no, because Coles, Woollies and Aldi can do it so much cheaper. Southcare is here to address emerging needs. When that no longer is needed, we step away and do something else.”
A vital part of leading a non-profit is understanding exactly the opportunities and limitations of the sector.
“There are fewer resources in the not-for-profit sector, so you’ve got to be a lot savvier. When I say resources, I don’t just mean buildings and infrastructure. The reality is we don’t pay the salaries that get paid in the private and the public sector.”
But while non-profits don’t have the resources of most for-profits, they do have one invaluable resource: volunteers. When Nicky made the decision to close the low-cost food shop, she was careful to make sure that the volunteers were kept on.
“Those volunteers are still with us. We’ve just put them somewhere else in the organisation that played to their strengths.”
“Some of our volunteers are themselves struggling, and this is their work. We get people from Centrelink who are in receipt of Centrelink payments, and that means they’ve got to do 15 hours of service a week. We are their community, we are supporting them, we are helping them with their self-esteem. We’re giving them a reason to turn up every day.”
This commitment to community isn’t just lip service. The Southcare offices aren’t in a CBD high-rise; they’re nestled in the community, amongst the people they serve and work with.
“We want to be place based and the people we serve want us here. They don’t want us in the city. We want to be here because we attract locals who want to volunteer for a local community group. They want to walk down the road, we want to walk down the road. We know all the other groups and community groups that are around.”
Building up people, and being consultative, is key to Nicky’s leadership style.
“My leadership style is very much about using a coaching and mentoring approach. If one of my team wants to be a CEO, how do I get them to be the CEO? I’m always thinking about how I can develop someone, care for them, and support them.”
“I’m also pretty direct. If things are not going well, I’m going to respectfully tell people. I like to keep inspiring people to be better, have better behaviours, and strive for better action. That is why I will give feedback where I say, ‘Look I think you might have let yourself down a bit there.’ Or, ‘Is that the best? You know, could we just arc it up a bit?’”
“You want to create a situation where they know they didn’t do their best work, and what they can do to step it up. What support do they need? Who do they need to go and talk to? Have they got a mentor? What training do they need to do? How can I help them? How can I be of service? What am I not doing?”
“As a leader you do have to be able to communicate. You’ve got to be able to stand up in a room and connect with people and get across a message.”
Ever looking to hone her skills, Nicky has been working on her communication skills by teaming up with a storytelling business coach. She also believes in the importance of a leader maintaining equilibrium in the organisation.
“No matter what’s going on around us we have to maintain equilibrium. It doesn’t matter what I’m feeling. Now, that doesn’t mean that inside you’re calm, but you’ve got to show up, you’ve got to have energy, you’ve got to be positive, you’ve got to connect with people. And, you’ve got to do that every day, because if you don’t do that every day they don’t trust you.”
Does this mean that you can’t show vulnerability to your staff?
“I think that you do have to show your vulnerability at times.”
“Recently, I was doing a session with our support workers. I wanted to talk to them about grief and loss, because our customers die, or our customers go into residential aged care. So, a support worker may have looked after Mrs Jones for four or five years, and then Mrs Jones dies. How does the support worker cope with grief and loss?”
“I was running the session because of my nursing background. I told them a true story about a patient I’d had. As I was telling the story, and I didn’t expect this to happen, I got very emotional. But I wasn’t going to hide the fact that that emotion came up.”
“That is opposed to another situation last year when we were trying to get a development application through. We all expected to get it approved, and we didn’t. I was devastated, and I had to go back and tell everybody that we didn’t get planning approval. I thought ‘I’m not going to go back now in this state’. So, I rang the Chairman for a coffee and talked it through. When I got back to the office, I maintained that equilibrium.”
“We are emotional beings, there’s no doubt about that, and I think for us to not show our emotion is false. There is a balance between keeping equilibrium and showing our emotions. As a leader, you don’t want to have moods that are up and down. That causes staff to feel uncertain. Then they don’t trust you.”
“As a leader you are a representation of the mission, the vision, the values. If you don’t demonstrate those values, your staff are onto you.”
The development of Nicky’s leadership style began on day one of her career as a nurse.
“I left school at 16, thinking I was dumb, not sure of where I was going. My mum encouraged me to apply to nursing, which you didn’t need year 12 for.”
“It was a good decision at that point in time, but I realised quite early on how I was very limited by the fact that I had not finished school and I hadn’t gone to university.”
But this limited position was vital for Nicky’s development as a leader.
“I learned an awful lot about hierarchy and how it is very debilitating if you are the person that is down at the bottom, and how it stops people from contributing.”
“That’s always informed my thinking: you need to make sure that everyone in the organisation can contribute no matter where they’re at.”
One of Nicky’s most significant achievements as a leader is the establishment of the Engaging Young Leaders on Aged Care and Community Boards Governance Program. This program aims to place young professionals on Boards, an arena traditionally populated by older generations.
The continuation of the program means confronting numerous challenges.
“I’ve got to raise that money every year if we want to keep running the program. The other challenge is ageism. From my perspective in an aged care not-for-profit, I can see society is quite negative about seniors. But now I’m trying to get young professionals onto boards in aged care and people are going, ‘Oh no, you can’t put a young person on a board, they’ve got no experience.’”
“It’s a mindset. People can be stuck in a particular way of thinking, and the challenge as a leader is to try to get them to see it from another perspective. You’re trying to flip their thinking.”
Nicky is an Alumnus of Leadership WA’s 2016 Signature Program. When she applied she was already a CEO, but still felt she had more to learn.
“When I said to people I was doing Leadership WA, I know a few people sort of looked at me like, well why are you doing that? I said because I wanted to learn, I wanted to get better. I always want to improve.”
“I didn’t go into the Program thinking I knew everything about leadership, because I don’t think that at all. People that I knew that had done it were really positive about it. For many people, they found it quite life changing.”
Nicky had been at Southcare for five years when she did the program, and she questioned whether it was time for her to move on to another role.
“Leadership WA gave me the reflective space to ask if I was in the right place? Were my values aligned? Am I doing the work that I love doing? Am I playing my best game?
“I was on the bus one time and I was looking out of the window and it was like yeah, I’m where I want to be. I’ve still got a lot more to offer, I think there’s a lot more challenges for me. It was good for me to come back and say to my chairman, “Well, thanks, I think I’m in the right place.”
As a final question we asked Nicky what she would change about leadership in our state if she could wave a magic wand.
“I’d go right down to the basics. People want a job and they want a house, and they want community. If we think about Maslow’s hierarchy of needs, they’re basic things. I don’t understand why we have so much homelessness in Australia. I don’t care what anybody says, there is no need for homelessness. There is enough work for everybody, and there really is enough money for everybody. So, I think we don’t pull the right levers. I don’t see us really going to the core of solving those problems.”
“If I had a magic wand, I’d be changing mindsets, that’s what I’d be doing, because if I could change people’s mindsets about how they see the world, we could see the world and actually do things very, very differently. That’s what you’d do. You look around the world, and you look at different communities and societies, and you think, well they’re solving that problem. How come we don’t? Oh, because we don’t think that way.“
Expressions of interest for Leadership WA’s Rising and Signature Programs are now open.