Unifying force

A new Institute of Directors course on Māori governance, facilitated by former Māori Television CEO Dr Jim Mather CMInstD, has revealed an unexpected appetite in the governance community.

Originally planned as two trial courses, Kotahitanga – Principles of Māori Governance has been expanded to seven courses over 2022 after just its first rollout.

Mather, whose governance roles include serving as chair of Radio New Zealand Ltd and two education not-for-profits, and as a director of Ngati Awa Group holdings, says he is not totally surprised at the “phenomenal” level of interest in Māori governance.

“Although our inaugural course had a relatively small number of Māori attendees, it shows the widespread interest in Māori governance is not just coming from Māori participants, but the wider governance community,” Mather says. “There is a definite surge in interest in Māori governance practices and principles.”

“When you find yourself in a room with 28 directors or senior managers, you realise that it is a privilege to be there and share Māori governance principles. Those people can have an impact when they go back to their organisations and make change.”

What is Māori governance?

Many of the aspects of traditional Māori governance align with international trends in governance, such as the importance of long-term thinking and a concern for a broad group of stakeholders.

“The critical aspects include an absolute focus on our wider collective, whether that be the entire organisation, its stakeholders or the community,” Mather says.

“There’s a long-term intergenerational focus that comes with Māori governance. And, thirdly, an adherence to underlying Māori values.”

Such values include kotahitanga (unity or collective action) and whanaungatanga (a recognition of the importance of personal relationships). There is also a reverence for the natural environment, he says.

“Environmental elements are included in our focus on community. The people and the environment are so intertwined within Māori frameworks.

“All responsible directors should be considering their organisations’ impact on the environment, on our communities and whether there is a positive impact being made. It requires a broader mind-set than the traditional focus on financials or compliance.”

There is also a particular leadership style in Māori governance  based around the concept of “servant leadership”.

“That refers, again, to the requirement to look at impact on our communities, bring stakeholders to the fore in strategic planning, and realise that you are in quite a privileged position,” Mather explains.

“You may be chair of the board but you are required to work in different settings and realise that as a leader, while on a marae you may find yourself not only out front but also doing the dishes. It is very grounding and effective in reminding people that leadership is a privilege and not a right.”

A New Zealand governance culture?

The “wave of positivity and interest ” around Māori governance suggests there may be an opportunity to develop a shared Aotearoa/New Zealand governance culture unique to these islands, Mather suggests.

“There is a strong desire to learn what Māori governance is, what value it can bring and how it can be integrated into mainstream businesses,” he says.

“How might we create a unique New Zealand governance identity? Many organisations see Māori governance as something unique they can integrate into their cultures with a positive result.”

This potentially unique governance culture could combine values, principles and protocols into a guide for board practice.

“Protocols are important in terms of providing a framework to ensure that there is appropriate recognition of people, setting the context for meetings and ensuring there is a unifying sense of purpose. It could be as simple as starting with a karakia.”

Whanaungatanga is also a concept with broad application to organisations. It is an idea that can be very important for board discussions and debates, he says.

“You have a right to have a say, regardless of seniority.”

Board composition

Mather says that the way iwi organisations approach diversity on their boards is also relevant the broader governance community.

“Māori governance has recognised that you must have the have the right skillsets around the table. In many cases, if you look at the commercial companies, the boards are populated by non-Māori directors that bring specific skills, for example in property, finance or governance. So Māori governance recognises that unique types of skills are required for different challenges.”

In the future, he argues, boards will need a broader range of skillsets that in the recent past if they are to successfully navigate changing times.

“You are going to need people who understand Māori society and the impact of decisions on our communities. There is also an awareness that EQ is going to be an important component of directors’ skillsets. They will have to know how to manage, lead and inspire people.

“Future boards will need a range of different skills, not just the historical skillsets of the professions. You have to have the right elements. The right directors. Unless you get the governance sorted, you are not going to get to the start line.” 

Jim Mather CMInstD facilitates our Kotahitanga – Principles of Māori Governance course and is also part of our new Advanced Directors’ Course facilitator panel.