Sir Peter Blake Leadership Awards

Sir Peter Blake’s widow Lady Pippa (left) presented the Blake Medal to Dr John Hood on board HMNZS Canterbury. Photo / Martin Sykes

The legacy of Sir Peter Blake's leadership is celebrated through the annual Sir Peter Blake Leadership Awards, presented to seven New Zealanders last night.

Dr John Hood, vice-chancellor of the University of Oxford, is the fifth recipient of the supreme accolade, the Blake Medal, which was presented by Sir Peter's widow, Lady Pippa Blake, on board HMNZS Canterbury in Auckland.

As well as honouring one outstanding leader, the awards also recognise six emerging leaders showing considerable potential.

This year's emerging leaders are Andrew Hamilton, Russell Mardon, Alfred Ngaro, Rachel Paris, John Penno and Iva Ropati.

Lady Pippa said the awards provided an opportunity to recognise leadership excellence in a broad range of fields.

She recalled the way her husband would choose his crew based on what he believed they were capable of, and then help them realise that potential.

"Peter would choose all sorts of people to come on board with him and they didn't necessarily have to be the best at a particular skill. He was very good at picking out who he thought would contribute to a team."

Sir Peter's murder in Brazil in December 2001 was followed by widespread discussion as to what should be done to honour him.

Ideas put forward included sculpting and putting up statues, renaming the Viaduct Harbour, establishing youth yachting programmes, buying Kaikoura Island, establishing a major exhibition at the National Maritime Museum in Auckland and continuing Blakexpeditions.

But it was decided that a living, sustainable and accessible memorial focused on things important to Sir Peter was the most appropriate way to honour him.

Key supporters and colleagues, with the Government, established the Sir Peter Blake Trust in late 2003.

The Sir Peter Blake Leadership Awards were established in 2005 to inspire and celebrate great leadership.

They are open to all New Zealanders and selection includes a rigorous process reviewing nominations for leaders from all sectors of society.

The previous Blake Medallists are Sir Murray Halberg (2008), Professor Paul Callaghan (2007), Stephen Tindall (2006) and Sir John Anderson (2005).

Lady Pippa said this year's Blake Medallist and emerging leaders were "a shining example of how we can all develop our leadership skills to make a wider contribution to our communities".

The selection panel for this year's awards are leaders in their own right: Sir Ron Carter (chairman), Professor Paul Callaghan, Mick Brown, Eion Edgar, John Graham, Dr Lester Levy, Fran Wilde and Sir John Anderson.

The awards officially launch New Zealand Leadership Week, during which 65 events will be staged in 15 regions from next Monday. Jacqueline Smith

BLAKE MEDALLIST: DR JOHN HOOD
UNIVERSITY OF OXFORD VICE-CHANCELLOR

Dr John Hood's appointment to the position of vice-chancellor of the University of Oxford in 2004 marked the first time in the university's 900-year history that a person from outside the institution had been selected for the position.

Formerly vice-chancellor of the University of Auckland, the 57-year-old's appointment to one of the world's leading universities was seen as a tribute to his understanding of the modern university and its role.

Driven to achieve the highest possible standard of excellence in everything he undertakes, Dr Hood's primary focus over 10 years, at Auckland and Oxford, has been to work with his academic colleagues and others to reinforce the strength of universities as "the heartbeat of modern democracies".

During his time at Oxford, research income close to doubled, and the university achieved significant success in the latest research assessment exercise.

The physical infrastructure of the institution has been steadily enhanced and plans are advanced for future projects.

The Campaign for Oxford was started, and has raised more than £700 million ($1782 million). The university has gained in financial and administrative strength.

As Auckland University's vice-chancellor between 1999 and 2004, Dr Hood strongly advocated the need for New Zealand to regain its place in the top half of the OECD.

He championed the potential of academia to play a part in creating a more internationally competitive New Zealand and a culture in which the nation's top thinkers might be as honoured and respected as the top sportsmen.

During his time in the role, Dr Hood also galvanised the national debate on future options for New Zealand society by hosting two Knowledge Wave conferences, in 2001 and 2003.

Dr Hood has also shown a strong commitment to industry in his career, having spent 19 years heading the paper, building and construction divisions of Fletcher Challenge. Before leaving for Oxford, he was a director of ASB Bank, Fonterra Co-operative Group and Universitas 21 Global, chairman of Tonkin and Taylor, the Knowledge Wave Trust and the New Zealand Vice-Chancellors' Committee. He was also a member of the Prime Minister's Growth and Innovation Advisory Board, New Zealand secretary for The Rhodes Trust and a member of the council of the University of Melbourne.

During the 1990s Dr Hood's leadership extended to the design of the country's high performance sport architecture as chairman of the America's Cup Task Force, a member of the minister's think-tank on high performance sport and as author of a report on New Zealand cricket.

Dr Hood has a PhD in Engineering, is a Rhodes Scholar, and also gained a master of philosophy in management studies from Oxford University.

His tenure at Oxford concludes in September.

His next step will be to become president and chief executive officer of the Robertson Foundation, a private, family-led philanthropic foundation in America.

RACHEL PARIS
PARTNER, BELL GULLY

Rachel Paris has always crammed as much into her life as possible and in the two years since she had her son, Sam, she has been made a partner at law firm Bell Gully, mentored law graduates and written a screenplay.

Since graduating in law and arts in 2000, as the top student in law school and her honours programme, the 32-year-old has made the most of her opportunities.

She said she was surprised to be nominated for the Sir Peter Blake award because when she was young "leaders" were all presidents, captains and principals.

But now she sees leadership is also about initiating change.

"It's about looking at the status quo and seeing whether you can do it differently which I guess is what I do," she said.

Growing up, Mrs Paris never thought she would become a lawyer. She wanted to write and even tried journalism, writing her Campus Comment column, a student's take on politics and business, for the National Business Review.

She says she fell into law when she was an arts student - "I thought I would try it for a while."

But she went on to complete a masters at Harvard Law School where she came first in the international finance programme with a dissertation cited as "influential" by the Wall Street Journal.

Moving to London to practise law in 2003, Mrs Paris advised blue-chip clients on financing and building of infrastructure projects and acquisitions.

Later she advised companies such as Walt Disney and Warner Bros on film production financing.

And having returned to New Zealand to continue her work as a financial services lawyer just over three years ago, she is now the first partner to be appointed in a part-time capacity at Bell Gully.

The firm promotes flexibility, allowing staff to pursue interests outside of work be that training for an iron man or, in Mrs Paris' case, writing a screenplay five weeks after Sam was born.

"That was slightly masochistic," she admits.

She hopes to set an example to her younger colleagues, showing them they need not be confined to the role of "traditional" lawyer.

"We can pursue our passions and contribute to the cultural fabric of New Zealand while maintaining office jobs."

Mrs Paris plays an active role in the firm's recruitment process and in training for juniors.

She considers the appointment of the many juniors she has mentored into challenging positions at Bell Gully to be one of her most rewarding achievements.

"For me it's the best part of the job you see really smart, really talented, focused people coming through. It keeps you motivated."

ANDREW HAMILTON
ICEHOUSE CHIEF EXECUTIVE

Andrew Hamilton remembers chatting to Sir Peter Blake while working as a security guard during the America's Cup in San Diego.

"I always found him intriguing. He wasn't your classical dictator, he was a very quiet, unassuming person."

Mr Hamilton, 40, does not consider himself a typical leader either. For him, his job as the head of business incubator the Icehouse is not so much about helping people succeed as helping them to find paths that might lead to their success.

Mr Hamilton has dedicated eight years to what he calls "marrying up" investors with entrepreneurial bright sparks.

New companies that have come through the Icehouse have raised close to $45 million in venture capital and created more than 300 jobs.

The Icehouse has provided a learning environment for slightly fewer than 2000 owner-managers through its growth programmes and helped 70 companies get started during their residency.

This year it won the Vero Excellence in Business Support award for Outstanding Education Provider.

As a youngster, Mr Hamilton saw New Zealand's success as being defined though its sporting achievements.

But when he travelled overseas in the early 1990s, he realised the country needed to become economically successful to make it on the international stage.

He then moved into the world of business, starting as a personal assistant at Skellerup.

He has forged relationships with some of the leading investors in early-stage companies in Australia, America and Europe and been instrumental in bringing many of these people to New Zealand to transfer their experience.

"Now, it's a big buzz to hear those in the US and Australia saying what we're achieving here in New Zealand is incredible."

He chairs Incubators New Zealand and the Angel Association New Zealand; supported the 2003 founding, and still mentors students, of the business plan competition Spark! at the University of Auckland Business School.

He is also a director of Anzatech, an Australasian technology forum helping companies enter Silicon Valley, and is deputy chairman of Auckland City's Metro Project.

JOHN PENNO
CHIEF EXECUTIVE OF SYNLAIT

The head of dairy industry newcomer Synlait, which had turnover of more than $100 million in its first year, says the company's success should be credited to his team - a group of leaders who share a common goal.

He reckons the best leaders empower others to take the lead.

"It's not about being the leader all the time, but showing leadership when it is needed and being prepared to do the things you need to do to achieve what the group wants."

Ten years ago, the idea for his integrated dairy enterprise was being tossed around a kitchen table with friends.

In just one year it is turning over more than 75 million litres of milk and manufacturing 30,000 tonnes of dairy product for export.

Mr Penno, 40, who recently completed a leadership course at Stanford University, dreams of leading the dairy industry towards more sustainable practices.

He was brought up on a mixed cropping farm ,but has dreamed of being part of the dairy industry since he working at a graduate job on a dairy farm.

The experience gave him enormous respect for dairy farmers' commitment to the country, their families and their environment.

"They are right at the heart of wealth creation in New Zealand."

IVA ROPATI
PRINCIPAL OF ONE TREE HILL COLLEGE

Iva Ropati says kids respond best when their teachers open up and reveal the real person.

The former Warriors player often tells the students at One Tree Hill College about his journey from professional league, to teaching, to principalship.

"I was always taking extra opportunities and gathering skills to put into the basket," he says.

While the Ropati family had high expectations of its children - "second best was never good enough"- Mr Ropati, 42, realises many of the students who walk into his school have not been raised to believe in themselves.

"At our school we've got a huge number of kids who have amazing talents and I see my job as giving them opportunities to express that talent in one way or another," he says.

When Mr Ropati was appointed principal of what was then Penrose High School seven years ago, it was not the first choice of secondary school for parents in the neighbourhood.

But he has led what the Education Review Office has described as an "inspirational transformation", instilling a sense of pride and identity in the students and the wider community.

This has been reinforced by changing the school's name to One Tree Hill College and investing $15 million in a building development.

The results are in the numbers: the college attracted 100 more students in the past year, many from its own neighbourhood.

Mr Ropati says that on a recent sabbatical to visit ethnically diverse schools in New Zealand and America, he looked for the "silver bullet" that would make a difference to teaching in schools.

But instead of finding that bullet, his journey reinforced what he knew instinctively, "that the best teachers for students were the best teachers".

He says it was a string of good school teachers who inspired him to achieve, and as principal, Mr Ropati has strongly advocated investment in continued education for his 80 staff to improve their skills, knowledge and create a positive learning environment.

Mr Ropati has rolled out leadership programmes to ensure every student has the chance to shine, and the school is encouraged by its new motto, "Strive for higher things."

"Many of our kids don't realise their opportunity. Our challenge is to get kids to believe in themselves," he says.

Mr Ropati says he sees his role as principal of One Tree Hill College as being a "cog in the bigger machine" because to become a leading central Auckland school, everyone must play his or her part.

RUSSELL MARDON
WING COMMANDER, ROYAL NZ AIR FORCE

Russell Mardon, 38, has always found himself in leadership positions - captain of sports teams, head boy of his high school, in command of peacekeeping missions.

He thinks it stems from his early years working on his parents' orchard where "everyone had various jobs and no one was any better than anyone else".

He said he never considered himself a military man until he decided to give it a go after getting itchy feet at university, "but now I'm here and I've never really got tired of it".

"I always wanted to do something different. I always enjoyed team sports and working towards a common goal, tackling challenges at short notice."

Wing Commander Mardon joined the RNZAF as a pilot at 19 and has since found himself commanding detachments on operations in Antarctica, Bougainville, Bosnia, East Timor and the Solomon Islands.

He is responsible for 150 people and 19 helicopters and is busy preparing the unit for the transition to new helicopter types.

Wing Commander Mardon says he believes in giving people opportunities and empowering them to find solutions. "People are usually what you expect them to be, so if you expect them to step up to the mark, nine times out of 10 they will do just that."

He is also a great believer in developing one's own successor and making time to be a coach, a mentor and to have fun with comrades.

"It's easy to spend time at the computer, but investing time in people comes back to you in spades. At the end of the day, it's people who make the difference."

Russell Mardon's leadership roles:

Leading the helicopter detachment in East Timor in 2002, for which he was made an additional member of the NZ Order of Merit.

Task Group Air Component Commander in the Solomon Islands in 2004.

ALFRED NGARO
COMMUNITY DEVELOPMENT CONSULTANT

Alfred Ngaro is committed to helping the diverse groups of his community come up with creative solutions that make a difference.

He is a driver of the Tamaki Transformation project, which involves major changes to the East Auckland communities of Pt England, Glen Innes and Panmure where 55 per cent of the homes are state-owned and due to be progressively modernised.

The Government-led project has been described as the most innovative social-renewal work in New Zealand.

Mr Ngaro, 43, is involved in brokering relationships between government officials and community groups, all the while promoting trust, acceptance and forgiveness.

To effect change, Mr Ngaro says, you need transparent leaders who see good things in others that may be overlooked.

He sets out to give everyone the opportunity to lead, and cites an example of his community helping a mother who had been labelled as "dysfunctional" to realise her potential and become a member of her local board of trustees.

Recently, he encouraged a group of local fathers who thought of themselves as nothing beyond their label of "factory worker" or "forklift operator" to talk about their experiences and produce a book on fatherhood.

Mr Ngaro hopes to inspire those he works alongside at the grassroots of the community to see there are opportunities for all to be leaders in what they do.

"It's all about being the best at who we are and that starts with our attitude to change," he says.

His Tamaki community is home to a melting pot of cultures.

In his new role as a community development consultant for 4Pm Consulting, Mr Ngaro hopes to help the people of Tamaki to understand who they are and recognise diversity before striving to achieve unity.

Though New Zealand-born, Mr Ngaro retains strong ties with his Cook Island heritage and names his late Cook Island family members whom he never met as some of the most influential people in his life.

Alfred Ngaro's leadership roles:

* Key role in the Tamaki Transformation Project.
* Chairs the Auckland District Health Board Pacific health committee.
* Chaired Auckland City Council Pacific advisory committee.
* Former pastor of a multicultural church and manager of the Tamaki Community Development Trust.
* Tamaki College trustee.
* Involved in early childhood development programmes.
* Talks at conferences and workshops.