There's a lot to love about our fine country - beautiful scenery, the Kiwi can-do attitude and a mighty national rugby team that epitomises excellence. Trinity Leadership Foundation is proudly grounded in the New Zealand culture, and has a passion to see Aotearoa transformed by highly effective Christian leaders.
New Zealand has a particular cultural quirk, however, that leads to a unique challenge all Kiwi leaders must face. It's everywhere - in schools, churches, rugby clubs and boardrooms. We can't see it - but it shapes us.
I'm talking about Tall Poppy Syndrome.
Loosely based on the story from Roman historian Herodotus, Tall Poppy Syndrome refers to a culture that cuts down any people who attempt to strive for excellence. As they stretch out ahead of the masses, they are chopped down by the cultural lawnmower, and brought back 'to their place'.
Although this syndrome has been violently expressed in shocking moments around the world, it is a much more subtle force in New Zealand. Yet it still raises its head whenever an achievement is made, and reinforces the cultural myth - "You shouldn't try to stand out."
A recent example of this was displayed by the BlackCap's captain, Brendon McCullum. After breaking the long-standing New Zealand record for highest score in an innings, he told reporters that compared to the Kiwi cricket legends who had gone before him, he felt "a bit embarrassed because I'm nowhere near the calibre of players they were".
This is the Kiwi way. When we reach for big goals and achieve them - we feel embarrassed. We are quick to praise the successes of heroes who have gone before us, but will never compare ourselves to them - even when we surpass their level.
A Waikato University researcher explored the impact of Tall Poppy Syndrome on student's academic effort. After years of reporting on assessments with a public chart showing the student's names, grades and class rank, he introduced a system that allowed greater privacy - effectively granting the students anonymity. No longer would people know who had the top score in the class - and no longer would these top students feel the impact of reaching above their peers.
The effect? According to the researcher,
"up to 18% increase in average student test/exam performance with a, surprisingly consistent, 4% increase in course work standard deviation indicating students trying harder and working more independently in response to increased ranking privacy."
For the New Zealand leader, this is a reality that must be addressed. Leadership - by its very nature - involves stretching out beyond the norm and bringing change to the present. This leads to an inevitable encounter with the Tall Poppy Syndrome - one that can be painful, humbling and surprising.
So how can New Zealand leaders learn to thrive in a potentially challenging environment?
Bette Davis was a ground-breaking Hollywood actress in the 1930s, who challenged many of the cultural norms of her time. She fought hard for equal pay for women in the industry, and did not back down from the threats and negativity that came her way. Reflecting on this time, Bette quipped, "The key to life is accepting challenges. Once someone stops doing this, he's dead."
Being a leader in New Zealand will lead to opposition. There will be voices telling you it cannot be done. Others will mock you for even attempting change. Most will sit on the sidelines, and quietly watch.
If you expect a groundswell of unanimous support and energy for your new initiative, you are likely to be disappointed. However, if you expect there to be some opposition to your leadership suggestions, you will be much better equipped to respond and continue leading through negativity.
Before you begin announcing a new initiative, take time to reflect and answer:
- Who could be threatened by this change?
- What would be their concern?
- What could I communicate to alleviate their worries?
Although this will not stop opposition, it will pre-empt it - reducing your surprise, and increasing your ability to lead any negative conversations that occur.
2. Craft a Vision
Proverbs 29:18 is an oft-quoted maxim, which has proven true throughout the ages. "Where there is no vision, the people perish."
Those who end up cutting down the Tall Poppies don't usually do it out of spite - they do it out of fear of an uncertain future. They understand and are comfortable in the present - and the actions of a leader threaten what they know. By reducing the impact of a leader, they can then maintain the status quo.
This is an understandable feeling to have - and one that we are all familiar with. However, what drives us through periods of uncertainty is a compelling picture of the future. This vision-casting action is one of the core functions of leadership.
Too many leaders burn out quickly as they have not spent time crafting their vision. When tough-times strike, they are unable to communicate the necessity of their actions - and often lack the energy to imagine this future themselves!
Martin Luther King had a dream. Abraham Lincoln had a picture of the future. Bill Gates imagined a world with a PC in every home.
Clarify your vision, craft it into a dynamic, communicable picture and share it with your supporters and your nay-sayers.
3. Highlight the Dissatisfaction
Leadership is pulled into the future by a compelling vision - but it is also driven by a dissatisfaction of the current reality.
Former Israeli President Shimon Peres - a man who served in Israeli politics for 66 years - observed that Israel had a particular strength. He said, "We're a nation born to be discontented. Whatever exists we believe can be changed for the better."
For the many New Zealanders who battle with the Tall Poppy Syndrome temptation, the threat of change appears too strong. However, an effective leader will highlight the threat of not changing, and speak to the dissatisfaction with the status quo.
If you are seeking to bring about change in your church or ministry, consider what will happen if you don't change. What are the trends you are seeing? What is your dissatisfaction with the current situation? Where will this future lead you if you don't change?
Bill Hybels speaks of being inspired by a 'holy discontent' as he saw another once-vibrant church close their doors. This frustration became a powerful fuel for him, as he highlighted the threat of not being involved, and then painted a powerful picture of the future for the people he was leading.
Leadership in New Zealand is an exciting journey, with a range of tough challenges and exhilarating possibilities for the leader to discover. By expecting opposition, crafting a vision and highlighting current dissatisfaction, you will be able to introduce change, stand tall and be a leader for the future - avoiding the pitfalls of the Tall Poppy Syndrome.
New Zealand has a particular cultural quirk, however, that leads to a unique challenge all Kiwi leaders must face. It's everywhere - in schools, churches, rugby clubs and boardrooms. We can't see it - but it shapes us.
I'm talking about Tall Poppy Syndrome.
Loosely based on the story from Roman historian Herodotus, Tall Poppy Syndrome refers to a culture that cuts down any people who attempt to strive for excellence. As they stretch out ahead of the masses, they are chopped down by the cultural lawnmower, and brought back 'to their place'.
Although this syndrome has been violently expressed in shocking moments around the world, it is a much more subtle force in New Zealand. Yet it still raises its head whenever an achievement is made, and reinforces the cultural myth - "You shouldn't try to stand out."
A recent example of this was displayed by the BlackCap's captain, Brendon McCullum. After breaking the long-standing New Zealand record for highest score in an innings, he told reporters that compared to the Kiwi cricket legends who had gone before him, he felt "a bit embarrassed because I'm nowhere near the calibre of players they were".
This is the Kiwi way. When we reach for big goals and achieve them - we feel embarrassed. We are quick to praise the successes of heroes who have gone before us, but will never compare ourselves to them - even when we surpass their level.
A Waikato University researcher explored the impact of Tall Poppy Syndrome on student's academic effort. After years of reporting on assessments with a public chart showing the student's names, grades and class rank, he introduced a system that allowed greater privacy - effectively granting the students anonymity. No longer would people know who had the top score in the class - and no longer would these top students feel the impact of reaching above their peers.
The effect? According to the researcher,
"up to 18% increase in average student test/exam performance with a, surprisingly consistent, 4% increase in course work standard deviation indicating students trying harder and working more independently in response to increased ranking privacy."
For the New Zealand leader, this is a reality that must be addressed. Leadership - by its very nature - involves stretching out beyond the norm and bringing change to the present. This leads to an inevitable encounter with the Tall Poppy Syndrome - one that can be painful, humbling and surprising.
So how can New Zealand leaders learn to thrive in a potentially challenging environment?
- Expect Opposition.
Bette Davis was a ground-breaking Hollywood actress in the 1930s, who challenged many of the cultural norms of her time. She fought hard for equal pay for women in the industry, and did not back down from the threats and negativity that came her way. Reflecting on this time, Bette quipped, "The key to life is accepting challenges. Once someone stops doing this, he's dead."
Being a leader in New Zealand will lead to opposition. There will be voices telling you it cannot be done. Others will mock you for even attempting change. Most will sit on the sidelines, and quietly watch.
If you expect a groundswell of unanimous support and energy for your new initiative, you are likely to be disappointed. However, if you expect there to be some opposition to your leadership suggestions, you will be much better equipped to respond and continue leading through negativity.
Before you begin announcing a new initiative, take time to reflect and answer:
- Who could be threatened by this change?
- What would be their concern?
- What could I communicate to alleviate their worries?
Although this will not stop opposition, it will pre-empt it - reducing your surprise, and increasing your ability to lead any negative conversations that occur.
2. Craft a Vision
Proverbs 29:18 is an oft-quoted maxim, which has proven true throughout the ages. "Where there is no vision, the people perish."
Those who end up cutting down the Tall Poppies don't usually do it out of spite - they do it out of fear of an uncertain future. They understand and are comfortable in the present - and the actions of a leader threaten what they know. By reducing the impact of a leader, they can then maintain the status quo.
This is an understandable feeling to have - and one that we are all familiar with. However, what drives us through periods of uncertainty is a compelling picture of the future. This vision-casting action is one of the core functions of leadership.
Too many leaders burn out quickly as they have not spent time crafting their vision. When tough-times strike, they are unable to communicate the necessity of their actions - and often lack the energy to imagine this future themselves!
Martin Luther King had a dream. Abraham Lincoln had a picture of the future. Bill Gates imagined a world with a PC in every home.
Clarify your vision, craft it into a dynamic, communicable picture and share it with your supporters and your nay-sayers.
3. Highlight the Dissatisfaction
Leadership is pulled into the future by a compelling vision - but it is also driven by a dissatisfaction of the current reality.
Former Israeli President Shimon Peres - a man who served in Israeli politics for 66 years - observed that Israel had a particular strength. He said, "We're a nation born to be discontented. Whatever exists we believe can be changed for the better."
For the many New Zealanders who battle with the Tall Poppy Syndrome temptation, the threat of change appears too strong. However, an effective leader will highlight the threat of not changing, and speak to the dissatisfaction with the status quo.
If you are seeking to bring about change in your church or ministry, consider what will happen if you don't change. What are the trends you are seeing? What is your dissatisfaction with the current situation? Where will this future lead you if you don't change?
Bill Hybels speaks of being inspired by a 'holy discontent' as he saw another once-vibrant church close their doors. This frustration became a powerful fuel for him, as he highlighted the threat of not being involved, and then painted a powerful picture of the future for the people he was leading.
Leadership in New Zealand is an exciting journey, with a range of tough challenges and exhilarating possibilities for the leader to discover. By expecting opposition, crafting a vision and highlighting current dissatisfaction, you will be able to introduce change, stand tall and be a leader for the future - avoiding the pitfalls of the Tall Poppy Syndrome.