Navigating the first 90 in the New Gig.

For many years we’ve been talking about customer centricity, but how many of us actually get into the heart of our customer experience?

As the newly appointed CEO at Spirit of Adventure Trust, one of the first things I did was to roll up my sleeves and set sail on a 10-day voyage. It was imperative for me to experience the core of what we do – youth development. The transformation of the teenagers is evident between watching the ship depart and return, but it’s on the ship where the real magic happens and I witnessed everything with and through our customer’s eyes, our young people.

I took on the role of Trainee Watch Assistant, part of the 13 strong crew responsible for looking after ten of the forty 16-18 year old teenagers (There are 4 trainee watch assistant roles on every voyage). Considering I was clueless when it came to tall ship sailing, it became apparent the transformation of “self” was just as invigorating as witnessing it in 40 young and diverse people.

After time in the corporate space I find myself again leading a Not-for-profit organisation. It is a case of swapping financial outcomes for social ones. Something that continually draws me into this sector. But like any CEO we are challenged by the first 90 days adage. This time I tried to look at this time a little differently.

Last year presented many challenges. In 2021, there’s now an opportunity for New Zealanders  to focus on the wellbeing of humans, especially our young people of Aotearoa. We, at the Spirit, know (thanks to Otago University research) that what we do works when it comes to building self-worth, self-esteem, confidence and community. Leading the vision for Spirit of Adventure on the back of this time therefore seems so vitally important as we move forward.

Often, we can see the NGO sector and Corporate sector as miles apart in their approach. But I would challenge each has so much to learn from the other. So here are a couple of thoughts on how I approached the first 90.

Never stop learning

Over the years I have had to shake off the misnomer that if you are in leadership role you must know everything – or certainly look like you do. This thinking is so wrong. Day 4 on our voyage I had to climb the mast to help stow a sail. I hate heights and here I am helping our young trainee do this task. I am out on a spar high above the deck and not doing well. Next minute a trainee put his hand on my shoulder and said “you have got this – you will be ok I am here” – he was 16, I am 52. I was deeply humbled by this moment.

Over the last couple of years, I have learnt the power of vulnerability. It is not a weakness and it opens up so many doors. I choose as a leader to continue to step into this space. Brene Brown puts it beautifully “What we know matters but who we are matters more”.

Take time to listen

Yea I know we all say this. But more often than not, putting it in practice is something I can struggle with. Leading questions is key, allowing people space to express themselves and giving time. I often find a walk or a coffee is such a good way to really break down the barriers. We often get down to business too quickly. I personally think you get so much more when you ask people about their story, why they love what they do, what their ambitions are, what frustrates them and what inspires them. We can be so transactional in our approach as we feel the pressure of delivering as a new CEO. I have found this transparency has built the culture so much quicker at Spirit.

Start from a place of trust

Vulnerability is about trust and not an easy place to start from. When we start in a new organisation we often find ourselves trying to determine who does what and who is going to be on our waka. I have found that I can subconsciously portray an aloofness. Sometimes it can come about because you know you are going to make changes. However, starting with believing the best in people, respecting that most know that things will be different simply because you are the new leader is okay. Most will celebrate this. Being open and transparent, including admitting this is a journey where you are learning, listening and trying to figure it out is all good. Then when you are ready to make changes, drive it through a clear vision and strategy. Again as Brene says,  Clear is kind”.   

Give space for the magic

About day 5 of our 10-day trip I noticed most on the ship were at the foredeck standing in a circle. When I approached a young Nga Puhi trainee who was a direct descendant of Sir Hector Busby (Heke-nuku-mai-nga-iwi Puhipi) who is known for Polynesian Navigation was sitting in the centre. There she was, 16, sitting in the middle of a large chalk drawing of Te kapehu whetū – the Māori star compass teaching the onlookers. Simply awe inspiring that she felt comfortable to simply stop, teach and  inspire our community. This is something I will never forget as often we’re in a rush to achieve, we forget that creating room can give opportunity for moments of magic, innovation and inspiration.

Be ok with silence, allowing space for something amazing to happen. That brings me on to my next point;

Sailing ships verses speed boats

My Chairman said to me, that change is great but at times it is good to go like a sailing vessel rather than a speed boat. Read the room, plan a course, breathe, think of the long game, lead each move with precision, be clear with your intentions and vision set sail and go. You would have also heard that speed is about the destination where sailing is about the journey. (not including America’s cup of course).

Taking my time, learning, absorbing, listening, experiencing your products and understanding your customers is vital to any leader’s success. I have enjoyed the journey of the last 90 days with all this in mind. If you are going to make change it is so much better if you have given your planning the time it deserves.

Walk the wharf

When the Spirit of New Zealand comes in after 10 days it is truly remarkable. 40 youth changed for life, parents and caregivers on the wharf looking forward to seeing their loved ones and a crew who are ready for rest. I have started by walking the wharf getting to know the parents, families and hearing their stories and hopes for the young people on our ship. Truly inspiring. Our job, in most cases, is connecting our customers to something truly great, whether that is a product or an experience. The outcomes have to be measurable and tangible bringing together a relationship.

Those 10 days spent at sea in my first 90 days as CEO will continue to inspire me, challenge me and remind me of the importance what we’re doing. There was joy, hard work, tears shed, fun and exploration of our beautiful country. It really is a life changing experience I want to see more young New Zealanders get the chance to take part in.