Developing the Next Generation of Chief Executives for New Zealand

Armed with a vision of “transforming the leadership landscape of New Zealand”, it is hard to shirk from the natural responsibility that flows from that. And to start with, we need to understand the landscape fully. The role of the Chief Executive is unique. Described by many as the loneliest job in an organisation, it is also the most visible. And with growing levels of transparency, no longer are Chief Executives’ words and deeds more visible to an increasing circle of stakeholders, they are also subject to greater scrutiny. This is true whether in the private, public or NGO sector. A good proportion of our work involves advising boards on and around the appointment of their Chief Executives.

While the majority will be externally appointed, some of these will be drawn from their own internal pool of talent. We are commonly asked by boards to offer thoughts on “what good looks like” when it comes to appointing their new Chief Executive. At the same time, we are also asked by senior leaders across all parts of the economy, “what is it that I can do to equip myself to be a future Chief Executive?” It is our hope that this report will offer guidance to both and indeed serve as a useful and uniquely Kiwi view of our leadership landscape.

Our sincere thanks must go to the 41 leaders from across New Zealand who have contributed their thoughts to this project. Without their insights, this piece of work would not have been possible. We trust that this document will serve as a valuable resource to anyone interested in the subject of leadership – and perhaps even serve as inspiration to some of New Zealand’s leaders of the future.

Peter Kerridge Founding Partner, Kerridge & Partners