Multiplying the impact

Over the past three years, Community Governance Aotearoa (CGA) has supported the Tuakana Teina Chair Mentoring Programme. CGA Chief Executive Rose Hiha-Agnew says remarkable growth is evident in the participants, and this benefits the wider governance community. 

Run in association with the Institute of Directors, the programme is rooted in the Māori concept of tuakana teina – a two-way learning relationship symbolising the connection between older and younger siblings. Through mentoring with experienced directors, it aims to boost the capability of chairs in the not-for-profit (NFP) sector.

“I’ve certainly been incredibly humbled to have met each teina (mentee) over the past three years and thoroughly enjoyed seeing the impact this initiative has made to individual chairs and to celebrate the importance of their roles,” Hiha-Agnew says. 

Hiha-Agnew says the programme was initiated by the National Action Plan for Community Governance, a foundational document developed for, and by, the sector to promote ‘good governance’ in a community setting. Through its association with the Tuakana Teina programme, CGA has supported 75 chairs, and Hiha-Agnew adds that additional grants and support for the programme have come from the Department of Internal Affairs (DIA) and Foundation North. 

Hiha-Agnew believes this style of one-to-one mentoring empowers chairs to navigate the complexities of their roles with confidence and effectiveness and that investing in good governance is increasingly important in the for-purpose sector which has long been underserved. 

CGA’s involvement with the programme has now come to an end but the programme will continue.

Suzanne Cookson was a mentee on the Tuakana Teina programme last year and says it was incredibly valuable in her role as chair of ADHD New Zealand, an organisation she joined after a family member was diagnosed with ADHD. Having witnessed the challenges for individuals seeking diagnosis, and a general lack of support and education around the neurocognitive condition, she wanted to help advocate for change. After joining the board, Cookson was elected as chair in 2024. 

She says the organisation aims to de-stigmatise ADHD and advocate for better access to diagnosis and support. 

“There are a whole lot of issues around mental health and self-esteem that can happen early on for a child, and if the school doesn't recognise that the child has ADHD then they might struggle to see themselves as a successful learner and become disengaged and potentially quite bored,” she says. 

According to statistics from the Ministry of Health (2022) approximately one in 20 New Zealanders would meet the criteria for ADHD. The condition has an estimated prevalence rate of five per cent, but the majority in New Zealand are undiagnosed.

A lack of resources and lag in diagnoses often sees children with this condition feeling unsafe within the school system and are often blamed when things go wrong or told off for being forgetful and losing things. 

“It has nothing to do with intelligence – people with ADHD fit across the bell curve of intelligence – it often exists alongside other conditions such as autism and dyslexia,” says Cookson who believes early intervention could be life changing.

Going through the Tuakana Teina Chair Mentoring Programme, Cookson wanted to ensure she was putting best-practice governance processes in place. 

“The chair role is crucial for an effective board. It’s making sure the right issues are considered, and that everyone makes an equal contribution at the table, especially those who may not speak up as often as others . . . the culture of the board is also very important.”

“Strong governance is the backbone of any impactful organisation,” says tuakana (mentor) Ruth Tolise, who mentored Cookson. 

Tolise has chaired the Niuvaka Trust, Financial and Risk Committee of NZ Shareholders Association and other senior management risk committees. She has current board roles with the NZ Shareholders Association, Malaga Sa Trust, Board of Trustees for St Francis Xavier and is a member of the External Reporting Advisory Panel (XRAP) of standard setters the External Reporting Board (XRB). 

Tolise is driven by a deep passion for governance, which she sees as a force for positive change. She says Cookson demonstrated a commitment to making a difference and brought energy to the process. 

“Mentoring isn't a one-way street. It’s a dynamic exchange of value where both mentor and mentee learn from each other and shape leadership in a way that reflects both experience and diverse perspectives,” she says.

Tolise believes that a great chair understands the delicate balance between leading and empowering, and refrains from dominating the boardroom; they have the wisdom to know when to step in – or back – which enables the board to ‘own its direction’. They also understand the difference between strategy and stewardship – forward thinking and a long-term vision ensures the organisation is “supported, compliant, and accountable in the present”.  

“The chair creates an environment where every voice has a chance to be heard, every perspective is considered, and decisions are made as a collective,” she says. 

In terms of diversity, women also bring a nuanced perspective to the role and Tolise refers to empathy, and an ability to think strategically, among other key attributes. 

“[They] are inclusive . . . adept at reading the room, managing relationships and building consensus while staying laser-focused on what's important,” she says. 

But Tolise warns those transitioning from executive roles to board (and chair) roles will experience a mindset shift when moving from operations to the overarching strategic thinking needed at the board table. 

Tolise hopes Cookson can lean into her natural leadership strengths, her ability to connect with others “and the importance of clarity in communication”. 

The current governance landscape is complex, and increasingly so for those in the for-purpose sector. Largely volunteer-based, Cookson says those interested in joining a board will find that “it isn’t an easier gig”. For ADHD New Zealand, there are wider issues at play that sit at the core of its purpose. 

“We're trying to encourage the government to make changes within the health, education and the criminal justice system – big strategic pieces that require policy thinking as well as stakeholder engagement skills,” Cookson says of the long-term advocacy needed. 

With another uncertain year ahead, funding is likely to be tight. But traditionally, where organisations have been pitted against one another competition for extra support, she sees a benefit in collaborating with similar organisations to create stronger and more tangible outcomes. This includes inviting directors with private sector expertise to share their knowledge and join the for–purpose sector, even for a year. 

“There's the benefit of coming together to multiply the impact . . .  we need to stop thinking of ourselves as competing for funding and look at the impact we're trying to achieve and focus on that instead.” 

Being part of the Tuakana Teina Programme has reinforced Cookson’s drive towards impactful change, including a positive trajectory for children with ADHD and the need to carve out a successful pathway through the education system – and into adulthood. 

“I'm so appreciative of the Institute of Directors and Community Governance Aotearoa for providing this opportunity, because if you don't invest in your leaders, you're not going to have the impact, which in turn, helps to unlock performance,” Cookson says.

Find out about the Tuakana Teina Chair Mentoring programme here.