Ms Stewart says infrastructure, education and major events are areas where there are particular opportunities for regional collaboration.
"My view is that we have opportunities to work in partnership rather than take a competitive approach.
"There are some real areas of alignment where I think we should pool capabilities and expertise. With the international education strategy, we are already working collaboratively to bring a broad base of international students into the region.
"We could also work on major events collaboratively. For example, when the Masters Games are on in Whanganui, what could other regions do to create regional vibrancy for people coming to and from the games? A combined approach to infrastructure for the future will have more impact if we do that collaboratively.
"Businesses don't see council boundaries so we need to break down those boundaries and build connections and trust for all parties. The chamber has taken a brilliant lead role on that in Whanganui.
"Regions have to fly their own flag where they see an opportunity for themselves but where there's an opportunity to do something together, let's do it. The [Cooks Gardens] velodrome roof project is a great example of councils working together. We have to step up to the plate and seize what's sitting there for us. We have to own it."
Chamber chief executive Marianne Archibald said the chamber supported a collaborative approach and worked closely with others in Manawatu, Taranaki and the lower North Island.
"We are passionate about Whanganui but that doesn't mean we can't be passionate about the wider region and New Zealand," Ms Archibald said.
"It's okay to have some friendly competition but the way for us to build success is to celebrate each other's success."
Ms Stewart challenged chamber members to not just keep doing what they have always done and, as leaders, regularly question themselves.
21st century leadership
CEDA chief executive Linda Stewart challenges leaders to regularly ask themselves three questions (and provides her insights):
1. Where are you looking to anticipate the next change to your business or your life?
A: Your calendar - who are you meeting with, why are you meeting, where are you going and what are you spending your time on. These will shape the decisions you make, your thinking about the future - great leaders don't look at their feet, or even at the horizon, they look around corners.
2. What is the diversity measure of your network?
A: We all have our network of trusted colleagues, advisers, mentors, friends, those we work well with and collaborate with readily. Those that are leading are keen and skilled at building relations with those that are different to them, have opposing views, see the world through a different lens. And they manage to build trust and confidence to achieve shared outcomes together that wouldn't otherwise have been possible.
3. Are you courageous enough to abandon the past?
A: Letting go of what's made you successful is difficult, they say that you must go along to get along, but that will only get you so far, and will generally keep you in the comfortable, familiar zone of operating - so achieving the same type of results you always have. You must build the emotional stamina to withstand the doubters, those that detract or tell you your idea is a naive one. You will generally find that during those times those that stand with you are not those from your comfortable network, they are those from your diverse network. The other challengers.
