Stepping forward: Leading with purpose

Becoming a leader

Ellen describes her first people leadership role as a 'little unusual'. Instead of stepping into a team leader role, she leapfrogged into a general manager role (initially on an acting basis) in a policy group at the Ministry of Social Development. 

While she was familiar with managing context, working with ministers and navigating complex decisions, this was the first time she had led people.

What made the transition successful was the support around her - in particular, the backing of experienced colleagues she could confide in and ask for advice. However, as a new leader the real learning came through her team with feedback on how they were experiencing her leadership.

She explains, “Because it was my first leadership role, I had an idea of what leadership was meant to look like, based on managers I’d had. But that wasn’t true to me. The important juncture for me, and I think for anyone stepping into leadership, is putting your ego aside. Be open to feedback about how people are experiencing your leadership, how effective your leadership is and self-reflecting.” 

Her next role in the Policy Advisory Group at the Department of the Prime Minister and Cabinet accelerated her development further. She led several of the Prime Minister’s projects and gained deep exposure to political processes, ministerial decision‑making and cross‑government issues. It sharpened her judgement, expanded her strategic awareness, and strengthened her ability to absorb complex information quickly and identify what truly mattered. 

“It gave me a really keen understanding of political realities, agency relationships and judgement calls,” she says. 

From her experience, these are the bed rock of more senior roles in the Public Service and skills she draws on for the roles that followed.

Connecting a nationwide workforce

After several years across various Deputy Secretary roles at the Ministry of Education, Ellen now leads the Ministry’s large and diverse workforce across the country as Secretary for Education and Chief Executive. 

To lead an organisation with such breadth and depth Ellen has learned to quickly get to grips with issues and make considered decisions about what’s important.

Ellen also believes that staying visible and connected to her people across the organisation is essential, and she uses a range of channels to enable this, including virtual town halls, vlogs and regional visits. Even though being recorded isn’t her favourite thing, she knows it’s worthwhile – it helps people know who she is and what she stands for. Being visible also helps people understand how they can connect their work to the organisation’s purpose.

Alongside visibility, Ellen’s leadership focuses on:

• Being relentlessly clear about purpose and direction — ensuring people understand where they’re heading and why.
• Being open to feedback, especially when it provides new and different perspectives, and moving toward issues rather than brushing them aside.
• Collective leadership, with a senior team that takes time to reflect together and stay aligned.
• Creating space for reflection and trying new approaches as the organisation learns and adapts.

Her advice: Take the opportunities

Throughout her career, Ellen has consistently pushed herself outside her comfort zone.

“I always encourage people, if you are serious about your career, take those opportunities, just put some support around yourself", she says. She's open about the fact that most of the roles she has talked about during this interview have scared her to some degree. 

“The first six to twelve months have been really hard and often with a steep learning curve. What's important is not backing away. I think if you're looking for development and you're not a bit scared, you’re probably not going for the right job.”

Ellen has learnt to be very intentional about the support she builds around herself when stepping into something different. She has had a coach through much of her career and has a network of colleagues she knows she can go to. Self‑reflection has also become central to how she leads.

“If things didn’t go as well as planned, I’m thinking about what I can adjust or change or learn from for next time. Leadership is about being honest with yourself”, she says.

Today, that mindset shapes how Ellen leads the Ministry of Education. She strives to create an environment where people feel clear about their purpose, supported to grow, and confident to take on new challenges.

For Ellen, leadership isn’t about having all the answers. It’s about staying curious, backing your people, and having the courage to keep stepping forward. In doing so, she’s not only helping to shape the future of education in New Zealand, but also inspiring others to take their own next brave step.

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