Never afraid of taking risks

Andrea McLeod is New Zealand's Young Executive of the Year. ANGELA McCARTHY finds out why.

Vibrant, creative, energetic, Andrea McLeod is a risk-taker who believes in pushing the boundaries. And she has time and time again through a variety of career paths: music graduate, time-share saleswoman, midwife, maternity hospital saviour and now public health promoter.

In her role as health promotion manager for Public Health South, 36-year-old McLeod also represents the service nationally at the Public Health Leaders group, is on the national executive of the Health Promotion Forum and has presented a number of conference papers.

She is studying towards a masters degree in management.

Ten days ago, McLeod was named the New Zealand Institute of Management (NZIM) Young Executive of the Year in recognition of her ability as an innovative leader, team-builder and high achiever.

Greatly surprised at winning the award, she says her management style has developed through a number of influences.

"There are roles that have made me who I am, but I'm also not afraid to step out of my comfort zone and take a risk.

"Sometimes the risk is worth it and you fly. Other times you land on your bum."

Challenges are important to her.

"I like to challenge the status quo and push boundaries. I'm not complacent - can't sit still."

She also sees study as invaluable in extending horizons.

"I enjoy reading new ideas, especially about management, and trying them out. It is a bit like a menu in a restaurant - you pick and choose and find what suits you best."

McLeod's first degree was from Otago, in piano performance. She started and ditched teacher training, but still plays the piano and credits her music background for her near-photographic memory and assurance when speaking publicly.

"Playing the piano competitively in front of crowds of people taught me to control my nerves and fears. Talking to a large audience doesn't faze me. In fact, I enjoy it."

Her first foray into the world of work was in sales, including selling time-shares.

McLeod says commission selling - a hard and challenging job - developed strong communication skills "and a bit of cheek. You certainly learn how far you can push yourself".

Then, when she started her own family, McLeod turned to studying midwifery, describing it as a wellness health model that challenged the medical profession, promoted women's choice and was seen as a pro-active profession.

On graduating, she ran her own midwifery practice, while also working part-time as area manager for a publishing company.

She then worked as a midwife at Dunedin Hospital, before moving to rural northern Southland to take her first health managerial position at the Lumsden Maternity Centre, which was under the threat of closure due to insufficient resources.

McLeod and the hospital trust saved the centre by compiling comprehensive reports and recommendations. In fact, the Ministry of Health agreed to extend the contract for five years. This meant the rural maternity services of northern Southland and Fiordland remained, as well as the community's maternity centre.

"We had to do hard negotiations with the Ministry of Health and provide good, strong evidence that the facility was required, regardless of numbers, to get extra funding to keep the facility running," says McLeod.

That required marketing as well as negotiating skills.

"We did a revamp, initiated things like double beds in rooms so partners could stay, and offered a pool so women could have water births if they chose".

Such battles are obviously satisfying to McLeod; a chance to use innovation and creativity as a manager.

After two years she returned to Dunedin to take up a quality accreditation job with the Otago District Health Board, before moving to Public Health South.

Over the past seven years she has also successfully studied at graduate and post-graduate level in health services management, women's studies and public health.

Around the work and study, her family expanded to six children, now aged from 2 to 13.

How does she do it? A combination of strong organisational and planning skills, plus a husband, Gerard, who has started working part-time so he can be the main caregiver.

"That is how it works for us," McLeod explains.

She works with 18 staff in three locations - Invercargill, Queenstown and Dunedin (her base) - and loves the job.

"Health promotion attracts interesting professionals. The people who work in it are passionate about what they do and bring a huge mix and range of skills.

"Working alongside people like that is fantastic," she says, eyes lighting up with enthusiasm as she talks.

McLeod describes the area of public health as "empowering" because it enables communities to take control of their own healthcare needs.

"We give information and advocate, but at the end of the day the community has to be in charge of the decision-making."

Giving people the power for change is important to McLeod, as is walking the talk. She ensures the team has up-to-date expertise and knowledge, which is vital in the constantly changing health sector.

As a result, there is a strong working relationship and trust that has not always existed in the organisation, particularly regionally, she says.

She instigated monthly, rather than annual, performance appraisals of staff.

She travels to their bases so they can review their work, set monthly goals and discuss emerging issues.

"This helps me as well by providing insight into what they do, which is important knowledge to me as a manager.

"By spending time with them I get to know more about the operational side and that enables me to make good planning and strategic decisions.

"I don't think managers can work in isolation, and having knowledge of the core business is vitally important."

Part of her push for empowerment comes from experiencing at lack of it in various roles in the past.

"You need to work in a supportive environment. Sometimes in the health sector you have to battle for that support at times."

But in her award speech she thanked all the bad managers she had encountered because they had shown her the path not to follow.

Senior managers are looked upon as role models, and need to live up to that, McLeod says.

"Bad managers don't value staff, have negative attitudes and want to watch over you all the time."

And good management?

"They have the ability to impart knowledge, are flexible, can relate to people and empower the team to get on and do the work. They also must have enthusiasm and passion and lead by example. Things like good time management are also important skills, but it is the personal qualities that make a manager."

Two other important skills are goal-setting and planning, says McLeod. "Planning is as important as goal-setting because planning gives you the map of how to get to the goals.

"I decide all the things I need to do to reach my goals, such as study or professional development or job change, and then I plan for them. It is really important to plan and take control of it, not just hope and wait for it to happen."

So what are her long-term goals? McLeod says she eventually wants to be a general manager or managing director, but not necessarily in health. Whatever the role, she wants room to be innovative and creative.

"This award shows that I'm going down the right path by focusing my talents and drive on management and being a good leader."

* Finalists in the young executive category were Zofia Skrzynski, international business manager of the New Zealand Translation Centre, the largest of its kind in Australasia; and Steven Williamson, e-business manager for Auckland International Airport.

The judges were Beverley Wakem, chair of the Insurance & Savings Ombudsman Commission; Nick Calavrias, chief executive of Steel & Tube; and Garry Wilson, head of ACC.