HR leader Candice-Lee Maree discusses Aurora Energy's tailor-made leadership program
As organisations grappled with the challenges posed by the pandemic, leaders were thrust into uncharted territories and faced pressure to rapidly adapt.
Recognising this change led Aurora Energy’s people and culture manager, Candice-Lee Maree, to develop a leadership program designed to bridge that gap and empower its leaders to thrive in an ever-changing world.
“Coming off the back end of the pandemic, we looked around and saw that there’s been so much change, but more specifically that leaders had been asked to adapt to new ways of working that were unprecedented at the time,” said Maree.
“There was a whole lot of pressure on leaders to be a whole lot of things that they weren’t necessarily equipped or supported to do.”
However, when researching the existing leadership programs on offer, Maree said they fell short of meeting the evolving needs of leaders and organisations.
“I think a lot of traditional leadership models focused on results and performance, or there was a greater emphasis on the individual as a set of characteristics,” she said. “What we wanted was to allow people to bring their authentic self through, we wanted people to be fully human in their experience as leaders.”
Maree explained that collaborating with experts in various areas was key to developing a tailor-made leadership program that met the organisation’s unique requirements and helped drive the business to meet future goals.
“We partnered with a lot of leading experts in New Zealand, and we had many conversations around where they were at and how they’d seen leadership models change in New Zealand, and around the world — and they were instrumental in making this a success,” said Maree.
“This model places a contemporary emphasis on holistic well-being, adaptability to change, and leading in a digitised environment. It encourages leaders to be their authentic selves rather than trying to conform to a predefined set of traits.”
To identify suitable candidates for the program, leaders were asked to submit videos explaining their leadership journey, development, and aspirations.
This personal approach allowed the program’s organisers to select leaders who were genuinely committed to personal growth “rather than just seeking promotion or incentives,” said Maree.
While there was some initial resistance, particularly around reconciling professional and personal identities, “the program’s structured approach included individual coaching and feedback which helped leaders overcome these hurdles,” she said.
“Leaders who completed the program provided overwhelmingly positive feedback. They felt valued and invested in, and their personal growth was evident in their leadership styles.”
Aurora Energy’s leadership program’s sustainability is ensured through a developmental plan that leaders undertake after completing the modules. This plan includes coaching sessions and allows leaders to put their newly acquired skills into practice.
“It’s not just a one-time workshop but a continuous journey of growth,” said Maree.
“The ongoing development plan is tailored to the specific needs and goals of each leader. Whether it’s enhancing transactional competence, coaching skills, or well-being, the program adapts to where leaders are and where they want to go.”
