Stretch moments and self-belief: Carolyn Tremain’s Leadership Lessons
A catalyst role
A pivotal moment in Carolyn’s leadership trajectory came while she was working at Air New Zealand. She had been leading a small HR team when she took the next step to lead a high-profile cross-organisational project for 15 months. It was a fast-paced, high profile—and intense.
It pushed Carolyn beyond traditional team leadership. She learnt how to negotiate, influence, and bring together multiple stakeholders—internal and external—all while keeping the project aligned to the business outcomes she was driving. The project also pushed the envelope at the time in how the organisation developed strategy.
“It wasn’t just learning how to lead a team of people” she says. “It was about taking something from an innovative idea into implementation, with the backing of the people who would ultimately own it. It made a significant difference to how I had to lead.”
Gaining a breadth of skills from this change work, Carolyn firmly believes this role helped set the pathway for her move into general management and then more senior executive roles. But it nearly didn’t happen.
The power of mentors
When asked to take on the role, Carolyn remembers saying she didn’t think she could do it. The chief executive’s response was powerful in shifting her mindset.
‘Why do you think I would ask you to do this if I thought you would fail?’
She feels fortunate that he saw qualities and skills that she hadn’t fully recognised. Since then, she’s had several mentors throughout her career who have encouraged her to push herself, provided support and coached her on how to get things through at a senior level. She credits David Butler (then chief executive of Inland Revenue) for coaching her through her transition into the public sector when she took up the Deputy Commissioner of Inland Revenue in 2004 and Bob Russell, his successor for encouraging her to take on her first large scale service delivery role.
She continues to value the power of mentoring today.
“I mentor a few people—I always want to give back even though I’m busy! I've also been part of learning groups and working with other chief executives to work through problems and issues”.
Shaping the system
Beyond senior leadership, Carolyn has made a lasting contribution to the wider public sector system. She’s served as deputy chair of the Leadership Development Centre Trust Board, chaired the Auckland Career Board, and led cross-agency system work as part of the Better Public Services 2 target.
“I tend to lean into work that aligns with experience as well as the areas of focus for my own organisation. It’s mutually beneficial, I’m able to contribute to system outcomes while also being able to take what I’ve learnt back into my organisation.
She’s been a strong advocate for leadership diversity as well as geographic inclusivity, challenging assumptions about whether senior roles had to be based in Wellington.
Her final advice: Take the stretch opportunities
“If you’re given an opportunity to do something, then take it! I’ve seen so many well-prepared people—particularly women— who are hesitant about putting themselves forward.”
She explains, “While it may be outside of your normal area of work or what you feel your competency is. There will be support, development and help for you to be successful.”
She’s often surprised people are hesitant to join cross-agency workstreams or special projects.
“In my experience, we always put our best people on those because we want strong outcomes. People who take those experiences tend to see their careers expand and grow.”
About Carolyn
Carolyn has over 30 years’ experience leading large, complex service delivery organisations, and substantial change management programmes.
She is currently the Secretary and Chief Executive of the Ministry of Business, Innovation & Employment (MBIE). In addition to her MBIE responsibilities, Carolyn has held the following roles: ‘Guardian’ of the Aotearoa Circle Board, member of the Climate Change Chief Executives’ Board, National Security, the Natural Hazards Risk Board, the Border Executive Board, and the Victoria University of Wellington Business School Advisory Board. She also sponsors the public service Cross Agency Rainbow Network (CARN).
Prior to joining MBIE, Carolyn held the roles of Chief Executive and Comptroller at the NZ Customs Service; and Deputy Commissioner Service Delivery and Deputy Commissioner People, Capabilities, and Governance at Inland Revenue – where she was responsible for frontline service delivery functions and the integration of new government programmes.
Earlier in her career, Carolyn worked for Air New Zealand where she was head of the Human Resources and Organisational Change for the Air New Zealand Group.
This interview featured in our August LDC newsletter you can subscribe here.