Jenny Shipley

The Rt Hon Jenny Shipley was the first woman to hold the office of Prime Minister in New Zealand and the only woman to date to serve as leader of the National Party.

Jenny is originally from the southern town of Gore. Prior to entering politics, she taught in primary schools as well as serving in a number of educational and childcare organisations. Jenny joined the National Party in 1975 and became Minister of Social Welfare, Minister of Health and Minister of Women Affairs successively from 1990 to 1996.

As Prime Minister (1997-1999), she guided New Zealand through the challenging and controversial first MMP Parliament and through the demands of the Asian economic growth. She was also the first woman to chair the highly successful APEC in New Zealand in 1999, advancing the free-trade agenda, promoting economic cooperation, forging new tourism agreements and advancing positive regional relationships, while also actively promoting New Zealand’s export and tourism sectors.

Since stepping out of politics in 2001, Jenny has been involved in many areas of commerce and public life including starting up her own consultancy company, Jenny Shipley New Zealand Limited. Her work includes advising, coaching and mentoring individuals in leadership development, effective management and business strategy. She is also chair of the board of Mainzeal Property and Construction Ltd as well as being the chair of Seniors Money International Ltd.

Jenny is passionate about leadership, best management practice, entrepreneurial endeavour and the merits of competition and markets. She brought these interests to bear as Minister of State Services, State Owned Enterprises, ACC, Transport, Health, Social Services and Women’s Affairs.

The restructuring of departments and ministries, the introduction of public private partnerships in welfare and health delivery, the downsizing of the public sector and the introduction of performance pay and performance contracts were all areas in which she made a major impact.

We all know you well from your significant contribution to shaping our country as Prime Minister but before politics, did you explore any business ventures? If so, what measure of success did you achieve?
Burton and I owned and farmed in partnership a large Canterbury sheep and mixed cropping property. We had some magnificent as well as some dreadful years businesswise. In the process, we learnt a great deal about politics, global economics and risk management, which stands us in good stead to this day. Because of being self employed, it also provided me with the flexibility, financial support and opportunity to enter public life.

What initial failures turned out to be the most significant learning experience from your early times in politics?
I don’t do failure! To be effective in politics and business I have found that having the courage to formulate then articulate your own point of view, consider the points of view of others and then the confidence to take a position and proceed forward is, in my experience, a winning formula!

What would be one of the more significant challenges you had to overcome on the journey to achieving your personal and/or political goals?
Choosing my husband carefully was one of the best decisions I ever made. This very special partnership has been critical for both of us in many things we have done together and separately. In particular, Burton made it his business to work with me to overcome our most significant challenges, not the least of which was balancing senior leadership and parenting responsibilities.

As you pursue new horizons, how has the learning curve been for you?
I make it my business to learn every day.

Who are the mentors/role models that have inspired you and what important lessons have you learnt from them?
My sisters and I were blessed with parents who dared us to believe we should be the best that we could be, by their everyday actions and example.
Ruth Richardson for her encouragement and her focus and determination in doing what was right for New Zealand.
Golda Meier for her courage and inspirational leadership.
The children in Northern Namibia for reminding me how lucky we are to live here in New Zealand.

What/who got you through the ‘tough’ times?
Burton, faith, self belief and a determination to do my share.

What were some of the core values on which you built your political career and have these values transferred well into your current roles and have they changed over time?
My core values are based on a belief that each of us has an opportunity and responsibility to help shape the future in a positive way. I continue to find avenues to do this in the many roles I have today.

What are some of the important lessons you have learnt about effective leadership?
Don’t confuse management for leadership. Effective leadership involves creating the agenda and executing it.
Have your own head sorted out if you are going to attempt to lead others.
If it isn’t working, say so, and change.

You are now working extensively as a consultant building international commercial relationships. For anyone looking to grow their business in the international market, what key advice do you have for them?
There is money to be made at the top and the bottom of markets. The middle is difficult and crowded.
Take good advice then follow your own well-considered strategic plan.
Identify your point of difference and sell it.
Focus on selling the experience and the values around a product, not just the product itself.
Track demographics so you know where emerging markets are and hunt down those markets with thriving middle classes.
Know and respect your customers. Understand what resonates with them based on their core beliefs and experiences.

With the global market place now a reality, do you believe there are still distinct advantages in running a business (particularly as it grows to a significant size) based in New Zealand?
New Zealand’s wealth and current standard of living has been created by people who dared to believe that we could sell successfully to the world despite the distance to market. Time and distance can be an advantage. There are massive opportunities for entrepreneurs to make a success of going global if you find the right partners and the right markets. It is also important for New Zealanders to remember that having a percentage of something big may be better than controlling 100 percent of something small or a good idea that remains just that.
Briefly outline how you achieve that all-important work-life balance:
With some difficulty … and a lot of determination!

What are some of your current personal and business goals?
I still care a great deal about the future of New Zealand and, therefore, feel so much better with a change of government.
In business, I am currently very focused on seeing that the companies I am involved in weather this demanding period and prepare for opportunities that will emerge.
In the case of the companies I advise, I am very focused on ensuring they really understand how much they know about their current and future customers, their customers’ priorities, values, desires and their spending habits and intentions. We then do the work to plan the next wave of growth based on sound analysis and very intensive strategic planning.

Is there a significant quote or saying by which you live your life?
There are many quotations that have influenced me ‘in the moment’ but I believe people need to create their own story, not replicate others.

Outside your very public profile do you have a passion you can share with us?
I love the water. I am an Aquarian and am never happier than when I am either swimming or sailing. Both provide a sense of freedom that makes my spirits soar.

What do you love most about your current businesses?
Seeing them grow and create wealth for shareholders and employees, which is sometimes easier said than done at the present time in some businesses.

What advice would you give to anyone considering a role in politics?
• Every company, community and country needs leaders. If you believe in yourself, have broad life experience, will back your own judgment and have a clear view of what the future should look like, then this is maybe for you.
• Ask yourself if you have a hard head and a soft heart because you will need both.
• Are you clear on why you wish to get involved in public service? If not, you are likely to be overwhelmed by the pressure on you or the pressures from others.
• Have you a strong support network – quality, not quantity is what matters.

Times are tough right now and we all have a choice of approaching the challenge differently, what is your perspective on this – glass half full or half empty?
Great people and great companies demonstrate their strength in a head wind and not just when the wind is at their back. Sharing information and inviting people to be involved with the choices that have to be made can pay dividends whether in a family, company or country. That’s leadership also and if each of us leads a little then there is no limit to what can be achieved.