Leadership Development New Zealand
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Terry Horne, General Manager - Sealord.
"Our team leaders have really coalesced as a leadership group"
Ian Hunter, Managing Director - Canterbury Leather
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Communication drives improvementsPurchasing a successful and well-known business is one matter, maintaining that success and gaining improvements is perhaps a greater challenge.
When the new owners of Canterbury Leather international completed their acquisition in April 2009 they were seeking to develop the business to new heights. According to Managing Director lan Hunter, the 94 employees at Canterbury Leather shared a "good, positive, caring, family culture" This was to provide a sound basis for future development. Established in 1974, the company had established an enviable track record in sheepskin product and market development, receiving government export awards in '1981, 1990, 1995 and 2005. But the new owners were swift to identify areas for development. The firm shifted from a reliance on contract manufacturing to an emphasis on branded business. Linked to this development was a significant expansion in the number of international customers, as the company focused on reducing market risk.
Turning his attention to internal performance, lan Hunter identified people development as an opportunity for significant gains. "There had been little individual development in management or leadership in the business," lan recalled.
As Managing Director, lan was keen to foster a team culture through development of team leader roles.
"Team leader level is where the rubber hits the road. lf they're not aligned, focussed and motivated, it isn't going to work," said lan. Communication within the workforce was identified as an area where potential could be tapped.
Looking back, lan notes that, "It was surprising how little people knew each other, despite working together for ten years or more!' lan could see that encouraging communication within and between teams could only benefit the firm.
During 2009 ATITO was systematically contacting footwear manufacturers to ensure the sector was receiving the benefits of workforce and management training. lt was through the Footwear Association of New Zealand that lan met ATITO CEO Mike Gorinski. This meeting sparked lan's plans into action. ATITO's Quality Assurance Manager, Brigid Quinn, worked with Canterbury Leather to initiate an NZQA course in First Line Management. Five team leaders have completed
The programme was run by Sue Weterings of Leadership Development NZ providing the training. lan Hunter rates the benefits for the firm very highly. "Our team leaders have really coalesced as a leadership group," he said. The communication gains have been significant. The training programme fostered team leaders' strengths in running regular structured team meetings, greatly improving internal communication.
"I take my hat off to our team leaders," said Ian. "They blossomed through the training and have grown hugely as leaders and problem solvers".
"We essentially said to them that 'we've paid for your hands over the years, now we want to use your mind as well. They embraced that concept and now the entire company is seeing the benefits.
"It's about fostering people's talents. Lots of people have untapped talents; it is up to the business to ensure that this talent is developed and utilised."
Taken from ATITO Annual Report 2009