Rethinking Leadership Hui a chance to "step back, reflect, and critically assess"

Ayush: "[The hui provided] the space, tools, and challenge to keep shaping what leadership means to me - and how I show up in it."

Attending the Rethinking Leadership Hui felt like a deliberate pause in what is otherwise a constantly moving leadership journey. Opportunities to step back, reflect, and critically assess not only where you are, but how you’ve arrived there, are rare.

When I was inducted into the Leadership Network in 2025, I set a personal intention to lean into discomfort - to do things that stretch me, even when they feel unfamiliar or unsettling. This hui felt like a natural extension of that commitment: a space not just to learn, but to unlearn, and to question whether the habits shaping my leadership are actually serving where I want to go.

The hui kicked off with an opportunity to connect over some delicious kai. Our guest speaker and fellow Leadership Network member, Herman Visagie, created a foundation of trust and candour - one that invited us to move beyond our “highlight reels” and sit with the more uncomfortable, less visible moments in our leadership journeys. The stuff that didn’t quite make the gram. That foundation made it easier to show up honestly for the rest of the weekend.

With a hotel coffee in hand and just the right amount of nervous excitement, I stepped into the first full day. Guided by our expert facilitator, Dr Suze Wilson, the focus was on reflection and articulation. We set shared expectations and aspirations, grounding the space in a collective sense of purpose.

One of the most impactful exercises was crafting a leadership vision statement. What stood out was how differently everyone approached the same prompt. Some reflected on their upbringing and values. Others focused on the spaces they work in (or hope to) and the kind of leader they want to be within them. Some drew on negative experiences with authority, and how those moments shaped the kind of leader they are determined not to become. The diversity of approaches reinforced that there is no singular pathway to leadership, only an ongoing process of defining it for yourself.

The hui participants broke into groups to compose a leadership vision statement

We also explored the intersections of leadership and gender, prompting important conversations about how identity shapes both opportunity and expectation. It was a reminder that leadership does not exist in a vacuum; it is always influenced by broader social dynamics.

The next day pushed us further into complexity. We grappled with the “dark side” of leadership - the idea that leadership effectiveness and morality are not always aligned. This challenged me to think more critically about what kind of leadership I value, and why.

The hui closed with two particularly powerful exercises. The first involved sharing something we admired about our fellow participants, and something we encouraged them to continue developing. While initially daunting, this became one of the most meaningful parts of the weekend, made possible by the environment of openness and kindness we had built together. The second was writing letters to our future selves. This was an unexpectedly cathartic exercise that allowed me to capture the immediacy of the experience, to articulate intentions while they were still fresh, and to create a sense of accountability for carrying those intentions forward.

What made the hui especially meaningful was the people I got to experience it with. There is something powerful about bringing together people from different backgrounds, professions, and worldviews who are united by a shared commitment to reflect on their leadership. It was great to reconnect with familiar faces and form new connections – whether that was during structured sessions, over meals, or even on a post-dinner mission to the dairy in pursuit of a sweet treat.

Ayush: "It was great to reconnect with familiar faces and form new connections"

I walked away with a full notebook and an equally full cup. A few ideas, in particular, have stayed with me. The first is simple in theory, but difficult in practice: do it scared. Leadership does not require having all the answers or a perfectly mapped-out plan. If something matters enough, that is reason enough to begin.

The second is a reminder that I don’t need permission to lead. As someone who is naturally introverted, I’ve often associated leadership with being the loudest voice in the room. While I’ve largely moved beyond that belief, I still find moments where I hesitate - waiting, consciously or not, for external validation. The hui reinforced that leadership is not something that is granted; it is something you step into.

Finally, there was a realisation that if I choose not to step up, someone else will - and they may shape outcomes in ways that don’t align with my values or the interests of my community. That thought carries both weight and responsibility.

The Rethinking Leadership Hui didn’t give me a fixed blueprint for leadership. Instead, it gave me something more valuable: the space, tools, and challenge to keep shaping what leadership means to me - and how I show up in it.

 The Asia New Zealand Foundation Leadership Network equips the next generation of Kiwi leaders to excel in Asia. We provide members with the connections, knowledge and confidence to lead New Zealand’s future relationship with the region.

The Leadership Network's Rethinking Leadership Hui offer a unique opportunity to explore the leadership challenges facing New Zealand and Asia, and to share insights, experiences and stories with fellow Leadership Network members. Rethinking Leadership Hui are typically held once a year.