Welcome to season six of the Black Hills and Tractoriis podcasts, brought to you by us in Real Women.

Welcome to season six of the Black Hills and Tractoriis podcasts, brought to you by us in Real Women.

New Zealand.

New Zealand.

This season on the podcast, we are interviewing the ogs, the badass ladies of the agricultural world, the ones who, in my case, you might see at a conference get all nervous and flustered. You might embarrass yourself in front of them, because that's that amazing.

This season on the podcast, we are interviewing the ogs, the badass ladies of the agricultural world, the ones who, in my case, you might see at a conference get all nervous and flustered. You might embarrass yourself in front of them, because that's that amazing.

The theme of this season is the big stuff, the juicy topics, like how they got into leadership positions, what it means to be a CEO, how you add value around a board table, and has the agricultural industry actually changed does it even like females? All these things and more this season, and these ladies do not hold back.

The theme of this season is the big stuff, the juicy topics, like how they got into leadership positions, what it means to be a CEO, how you add value around a board table, and has the agricultural industry actually changed does it even like females? All these things and more this season, and these ladies do not hold back.

Look, we would love to hear from you, and even more, we would love for you to sign up as a member of Rural Women New Zealand. So check us out on our socials, give us a Google hit, the join bud it and help us make more of a difference for rural women across New Zealand.

Look, we would love to hear from you, and even more, we would love for you to sign up as a member of Rural Women New Zealand. So check us out on our socials, give us a Google hit, the join bud it and help us make more of a difference for rural women across New Zealand.

So I guess, I guess.

So I guess, I guess.

Starting off, it's always the best place to start a conversation. Kate, what do you think people need to know about you for why you.

Starting off, it's always the best place to start a conversation. Kate, what do you think people need to know about you for why you.

Are who you are?

Are who you are?

That's a toughee. I guess why am I who I am? Probably because I'm a little bit determined. Sometimes in our household there's usually an argument as to whether the children have in here it's a determined this or stubbornness from either their mother or father. But since I'm on this podcast today, I'm going to I'm going to take that they get their determination from their mother and their stubbornness from their father. I guess the other thing that probably stands out for me is around that passion. You know, it's about how do we you know, I'm really passionate about the primary sector and agriculture, and how do we you know, and able that to flourish in a way that provides for everyone. That's you know, some of the things that really motivate me to get out of bed in the morning. And I guess I really love solving a good problem. So if there's a solution or a practical way that we can go about solving some of these really big issues, then that's something that you know, I'm really keen to put my hand up and make sure that we're all working together to deliver these really great outcomes.

That's a toughee. I guess why am I who I am? Probably because I'm a little bit determined. Sometimes in our household there's usually an argument as to whether the children have in here it's a determined this or stubbornness from either their mother or father. But since I'm on this podcast today, I'm going to I'm going to take that they get their determination from their mother and their stubbornness from their father. I guess the other thing that probably stands out for me is around that passion. You know, it's about how do we you know, I'm really passionate about the primary sector and agriculture, and how do we you know, and able that to flourish in a way that provides for everyone. That's you know, some of the things that really motivate me to get out of bed in the morning. And I guess I really love solving a good problem. So if there's a solution or a practical way that we can go about solving some of these really big issues, then that's something that you know, I'm really keen to put my hand up and make sure that we're all working together to deliver these really great outcomes.

Yeah, awesome, I love that.

Yeah, awesome, I love that.

And so so just take a step back. So you originally from Tadanaki yep.

And so so just take a step back. So you originally from Tadanaki yep.

Grew up on a dairy farm in the Skeet Roads, so south Taranaki, so that was home for me, and then rather randomly shifted from Taranaki, where I was not milking cows, to go milking cows in central Otago. So that's a little bit of a backwards route to entering the industry, I guess.

Grew up on a dairy farm in the Skeet Roads, so south Taranaki, so that was home for me, and then rather randomly shifted from Taranaki, where I was not milking cows, to go milking cows in central Otago. So that's a little bit of a backwards route to entering the industry, I guess.

And so give us the career highlights.

And so give us the career highlights.

What do we need to know as a base before we move into the deep juicy stuff. What are your career highlights, highs and lows.

What do we need to know as a base before we move into the deep juicy stuff. What are your career highlights, highs and lows.

Look, there's a lot of them, I guess. No one gets to where they've got to on their journey without experience and seeing a great number of ups and downs. That kind of seems to be what life's all about. Probably some of the highs for me have been that willingness of other people to step in behind you and help you, and it doesn't matter you know what background those people come from. You know they've been prepared to share their time and their expertise. So that's a real high across all components of my career. But some other highs that stand out probably are, you know, having the courage to start Lampro back all the way back in two thousand and seven. So you know, I was relatively young at that one thing. I was twenty six, so that was a pretty big step to do that, and so that that was a real high, and I guess, you know, from that point, it's been a series of highs since then, you know, But a lot of the pleasure comes from the people that you have helped along their journey but have also formed part of the Lampro June as well. And some of those people are still with us and some of them have gone on few other things, but it's nice to know that you've helped to shape a better outcome for them and what they're trying to achieve as well. Other highs for me in terms of my career would include things like nine. I was awarded enough Field Scholarship in twenty eighteen, and so that was an achievement that I was incredibly proud of, but it was also one of those things that was a really challenging personal experience in terms of you know, when you get out the other end of such an experience, I often would describe it as being this positively disruptive experience in your life. But that doesn't mean all day every day when you're living that and you're you know, over the other side of the world, trying to learn new things away from your family, away from your support networks every day, that didn't have challenges within it either. Some of the current challenges I think is the challenges more generally that I think our sector is faced in terms of Obviously, I work in the regulatory space, so I'm dealing with the frustration and the challenges every day that farmers and growers are having to navigate in that space. And I think that's one of the biggest challenges is how do you stay positive and try and demonstrate to people that there is a pathway through all of this and so that that can be and get you down from time to time, right, And I'm kind of this eternal optimist, but how do we how do we keep people pitching up and seeing that there is a purpose and there's a great outcome that exists there and connecting all of those things. So look at everything has its ups and downs. But you know, I'm incredibly grateful for the opportunities that I've been given, and I guess you know, more recently, Emma, I was fortunate enough to be recognized with the Emerging Leadership Award from Rubbobank. So that was certainly a really unexpected recognition of the work that I've been doing in the sector. But you know, at the same time, nice to be able to step back and acknowledge that you can't get there on your own. You need other people with you to get there, and so it's a little bit like feeling you feel uncomfortable being singled out as the individual in that scenario because you know it's not the individual that's got you there.

Look, there's a lot of them, I guess. No one gets to where they've got to on their journey without experience and seeing a great number of ups and downs. That kind of seems to be what life's all about. Probably some of the highs for me have been that willingness of other people to step in behind you and help you, and it doesn't matter you know what background those people come from. You know they've been prepared to share their time and their expertise. So that's a real high across all components of my career. But some other highs that stand out probably are, you know, having the courage to start Lampro back all the way back in two thousand and seven. So you know, I was relatively young at that one thing. I was twenty six, so that was a pretty big step to do that, and so that that was a real high, and I guess, you know, from that point, it's been a series of highs since then, you know, But a lot of the pleasure comes from the people that you have helped along their journey but have also formed part of the Lampro June as well. And some of those people are still with us and some of them have gone on few other things, but it's nice to know that you've helped to shape a better outcome for them and what they're trying to achieve as well. Other highs for me in terms of my career would include things like nine. I was awarded enough Field Scholarship in twenty eighteen, and so that was an achievement that I was incredibly proud of, but it was also one of those things that was a really challenging personal experience in terms of you know, when you get out the other end of such an experience, I often would describe it as being this positively disruptive experience in your life. But that doesn't mean all day every day when you're living that and you're you know, over the other side of the world, trying to learn new things away from your family, away from your support networks every day, that didn't have challenges within it either. Some of the current challenges I think is the challenges more generally that I think our sector is faced in terms of Obviously, I work in the regulatory space, so I'm dealing with the frustration and the challenges every day that farmers and growers are having to navigate in that space. And I think that's one of the biggest challenges is how do you stay positive and try and demonstrate to people that there is a pathway through all of this and so that that can be and get you down from time to time, right, And I'm kind of this eternal optimist, but how do we how do we keep people pitching up and seeing that there is a purpose and there's a great outcome that exists there and connecting all of those things. So look at everything has its ups and downs. But you know, I'm incredibly grateful for the opportunities that I've been given, and I guess you know, more recently, Emma, I was fortunate enough to be recognized with the Emerging Leadership Award from Rubbobank. So that was certainly a really unexpected recognition of the work that I've been doing in the sector. But you know, at the same time, nice to be able to step back and acknowledge that you can't get there on your own. You need other people with you to get there, and so it's a little bit like feeling you feel uncomfortable being singled out as the individual in that scenario because you know it's not the individual that's got you there.

One of the.

One of the.

Things that I think is really interesting when you're starting or developing a company particularly, I think I read that you've got about seventy five involved with land Prone now, which is a lot of people. What makes a good leader, what makes someone in that those higher places in the business help everyone succeed, and sort of what things are you sort of building into culture and that respect as well, because I think there's some real differences between you know, organizations of that size they have great culture, it's much easier to do that when you've got ten or fifteen employees, I know myself, and we can kind of really influence people day to day. So what do you do in that respect and how do you I suppose deliver as a leader for your team.

Things that I think is really interesting when you're starting or developing a company particularly, I think I read that you've got about seventy five involved with land Prone now, which is a lot of people. What makes a good leader, what makes someone in that those higher places in the business help everyone succeed, and sort of what things are you sort of building into culture and that respect as well, because I think there's some real differences between you know, organizations of that size they have great culture, it's much easier to do that when you've got ten or fifteen employees, I know myself, and we can kind of really influence people day to day. So what do you do in that respect and how do you I suppose deliver as a leader for your team.

Yeah, it's a hard thing to unpack in the sense that I think leadership actually comes in a variety of different colors and different flavors, and so I think we never we never master leadership. I think we actually have to work really hard to get better at being leaders every day. And so the leader I was when I started a business as a twenty six year old who didn't really know what was happening in the world, and the person that I've learned to become and some of the skills that I have now are a hugely different. I think Here at Lambpro, you know, we are really centered around this family values. You know, we are one big family, and I think one of the great things about working at Lambpro and the culture that we try to foster is, you know, it really is for us centered around our values. But that's about you know, family centered. It's about making sure that people feel safe to try and recognizing that sometimes when we try things will fail and that's okay, But how do we learn from that and get back up so that that you know, great big family that we take everyone kind of you know, Watson, all we all have great days, where all have not so great days, but how do we make sure that we wrap around each other. You know, it's a it's a really collaborative and fun environment. Look to be honest, one of the best things about Lampo is everyone loves a little bit of a competition, whether that's you know, at the moment with having our sweepstake for the for the Woman's World Cup and sadly, you know, my team was France and they got knocked out by the Australian. So he's hoping the Australians go all the way today and that. But it's about it's about making sure that if you're coming to work every day, you know you actually want to be able to give your best and have fun doing it right. You don't want to pitch up and not love being there because you're not going to deliver your best. So cultures are a really important part of who we are and that you know, I guess you know something that we have to work on every day. As an organization as well. You know, we don't have that mastered either. We do some great things, but there's always room for improvement, and that's the way you deliver that changes as the scale of your organization changes. And that's been a coming back to your earlier question. That's been had some massive hives, but it's also had some real challenges around how do you maintain that connectedness and that family feel and the knowing everyone when you get more people on board. And that's something that we're continuing to grapple with as our organization expands, is keeping people connected.

Yeah, it's a hard thing to unpack in the sense that I think leadership actually comes in a variety of different colors and different flavors, and so I think we never we never master leadership. I think we actually have to work really hard to get better at being leaders every day. And so the leader I was when I started a business as a twenty six year old who didn't really know what was happening in the world, and the person that I've learned to become and some of the skills that I have now are a hugely different. I think Here at Lambpro, you know, we are really centered around this family values. You know, we are one big family, and I think one of the great things about working at Lambpro and the culture that we try to foster is, you know, it really is for us centered around our values. But that's about you know, family centered. It's about making sure that people feel safe to try and recognizing that sometimes when we try things will fail and that's okay, But how do we learn from that and get back up so that that you know, great big family that we take everyone kind of you know, Watson, all we all have great days, where all have not so great days, but how do we make sure that we wrap around each other. You know, it's a it's a really collaborative and fun environment. Look to be honest, one of the best things about Lampo is everyone loves a little bit of a competition, whether that's you know, at the moment with having our sweepstake for the for the Woman's World Cup and sadly, you know, my team was France and they got knocked out by the Australian. So he's hoping the Australians go all the way today and that. But it's about it's about making sure that if you're coming to work every day, you know you actually want to be able to give your best and have fun doing it right. You don't want to pitch up and not love being there because you're not going to deliver your best. So cultures are a really important part of who we are and that you know, I guess you know something that we have to work on every day. As an organization as well. You know, we don't have that mastered either. We do some great things, but there's always room for improvement, and that's the way you deliver that changes as the scale of your organization changes. And that's been a coming back to your earlier question. That's been had some massive hives, but it's also had some real challenges around how do you maintain that connectedness and that family feel and the knowing everyone when you get more people on board. And that's something that we're continuing to grapple with as our organization expands, is keeping people connected.

Yeah, I can imagine that's a really big challenge, particularly when you're getting up into the numbers that you've just mentioned. Okay, so I want to go back to one of your comments that you made around the challenges and the know field piece, because I remember stalking you hard when you got your nuugh field because and the reason why was because you were the one of the only female I had read about who was doing this with I think a three year old at the time, two year old, one year old.

Yeah, I can imagine that's a really big challenge, particularly when you're getting up into the numbers that you've just mentioned. Okay, so I want to go back to one of your comments that you made around the challenges and the know field piece, because I remember stalking you hard when you got your nuugh field because and the reason why was because you were the one of the only female I had read about who was doing this with I think a three year old at the time, two year old, one year old.

Two year old, two year old. Yeah, so yep, so Henry, he's my youngest son. So when I was you know, I left on my enough Field a few weeks before he turned two, and I also at the time had a nearly four year old and a coming eight year old, seven year old, ten eight year old, so my kids were really young when I did that. And I guess look, as we all know as woman that you know, the juggle was real, right, But where I had landed. I'd thought about applying for enough Field for a number of years, and I'm really fortunate that my uncle was also enough Field scholar, so had some awareness of when I was a child growing up of what that meant to him and his family, and had seen that firsthand, so it wasn't completely foreign to me. But I guess from my perspective, landed at the point that there was no right time to do this, And I guess Lampro had got to a size where it was kind of a good time from an organizational point of view, where actually having confidence to step back and recognize that your business can succeed without you when you've been the one person and you believe that you're the most pivotal thing to it, well, that the irony is. I think at the end of that year, when I did my enough Lampro at that point had its most successful year financially even so I'm kind of not sure what I was doing to kill that prior to that. But I think it's not going to be right for everyone, and I think I would be remiss to suggest that anyone. You know, you've got to if you want to pursue something like that, you've got to choose the time that's right for you and your family. But what I would say is the only barriers that you really put in your way are the ones that you create for yourself. And I was hugely fortunate to have the most amazingly supportive that were comfortable to wrap around me to do that. So you know, my husband, he was happy to make sure that he was around to deliver that, my parents, my sister. I also was really lucky that my two business partners they were kind of like, you know, you've got to take this opportunity by the horns and just go and do it. And it comes back to that being supported by others to do it, but it was you know, it's kind of this. Sometimes we look at professional development and we're not sure where it's going to take us, and I think sometimes we've got to think that the professional development is and then enw fields are no different. You get to the end of that and you write a report, but that's actually the start of the journey. It's not the end of the journey. And I think we've got to kind of view it from that kind of a lens to get the most out of it, irrespective of what we're trying to do to upscale ourselves.

Two year old, two year old. Yeah, so yep, so Henry, he's my youngest son. So when I was you know, I left on my enough Field a few weeks before he turned two, and I also at the time had a nearly four year old and a coming eight year old, seven year old, ten eight year old, so my kids were really young when I did that. And I guess look, as we all know as woman that you know, the juggle was real, right, But where I had landed. I'd thought about applying for enough Field for a number of years, and I'm really fortunate that my uncle was also enough Field scholar, so had some awareness of when I was a child growing up of what that meant to him and his family, and had seen that firsthand, so it wasn't completely foreign to me. But I guess from my perspective, landed at the point that there was no right time to do this, And I guess Lampro had got to a size where it was kind of a good time from an organizational point of view, where actually having confidence to step back and recognize that your business can succeed without you when you've been the one person and you believe that you're the most pivotal thing to it, well, that the irony is. I think at the end of that year, when I did my enough Lampro at that point had its most successful year financially even so I'm kind of not sure what I was doing to kill that prior to that. But I think it's not going to be right for everyone, and I think I would be remiss to suggest that anyone. You know, you've got to if you want to pursue something like that, you've got to choose the time that's right for you and your family. But what I would say is the only barriers that you really put in your way are the ones that you create for yourself. And I was hugely fortunate to have the most amazingly supportive that were comfortable to wrap around me to do that. So you know, my husband, he was happy to make sure that he was around to deliver that, my parents, my sister. I also was really lucky that my two business partners they were kind of like, you know, you've got to take this opportunity by the horns and just go and do it. And it comes back to that being supported by others to do it, but it was you know, it's kind of this. Sometimes we look at professional development and we're not sure where it's going to take us, and I think sometimes we've got to think that the professional development is and then enw fields are no different. You get to the end of that and you write a report, but that's actually the start of the journey. It's not the end of the journey. And I think we've got to kind of view it from that kind of a lens to get the most out of it, irrespective of what we're trying to do to upscale ourselves.

Yeah.

Yeah.

Absolutely, And I think when you're someone who's you know, a high achiever and you're looking to learn and grow, you're.

Absolutely, And I think when you're someone who's you know, a high achiever and you're looking to learn and grow, you're.

Always going to have that perspective as well.

Always going to have that perspective as well.

So I love that, And I just wanted to pivot just a little bit because part of this podcast series is talking about women and agriculture and how we can grow and particularly confidence and also skill and knowledge in order to support women into more leadership positions or essentially support them into what they want to achieve with their lives. So I'm interested in a little bit into delving into your journey in the sector because obviously you've founded an incredible business, you've got a team, but also external to that, I know that you've had a couple of other roles, So I'm interested into your journey in terms of what that's looked like for you jumping into those roles and being in an industry that is still probably considered relatively male dominated.

So I love that, And I just wanted to pivot just a little bit because part of this podcast series is talking about women and agriculture and how we can grow and particularly confidence and also skill and knowledge in order to support women into more leadership positions or essentially support them into what they want to achieve with their lives. So I'm interested in a little bit into delving into your journey in the sector because obviously you've founded an incredible business, you've got a team, but also external to that, I know that you've had a couple of other roles, So I'm interested into your journey in terms of what that's looked like for you jumping into those roles and being in an industry that is still probably considered relatively male dominated.

Yeah, so look I've been in terms of some of my other leadership roles, I guess some of them probably started to stem from my time at LAMB Pro. I guess you know, you learn and you have to learn governance as you go, but then you know, opportunities to support a lot of not for profits like I don't do any I don't do any paid governance roles actually, but that's a really great place to start in terms of if you know, any of your listeners are wanting to understand, is you know, just volunteer. I mean, women are such amazing humans around you know, our ability to coordinate and juggle and you know, do so many things. And I think the hardest thing to actually bring to the table is confidence in ourselves and our capability. Like you know, we always resolve, will you know, shift back to self doubt and so you know the only way that I think we can overcome that is to connect with heaps of other like minded people. So you know, the sorts of things that you know come to me is actually go out and seek people that are willing to share some of their time with you. So many people are prepared to do that. You've just got to be brave enough just to ask that one person, and you only have to ask one person. And what I love about the primary sect there, whether you're a farmer or whether you're in agri business or you're connected in governance, is that everyone's really passionate about what they're doing and why they're there. And so, you know, I've certainly have been very fortunate to never been exposed to any real challenges around working in the truly male dominated, you know space. I've always found that some of the biggest champions that we can have are the men that wrap around that you know once, once you're there, they have and you can you know you're there because you're competent and capable and bring something to the table. You couldn't find a better bunch of cheerleaders. And so I think it's the how do we, you know, how do we make sure I think the biggest thing is find a way to enable women in particular to believe in themselves that they have something to offer and support that and that will come in so many different shapes you know, whether you know, whether you're going through you know, I was talking with some woman recently and they're a bunch of farmers, but they've got their own Women's Business Discussion Group, which I was like, that is awesome, man, because they are all coming together and they're connected through farming, but they're actually talking about the things that are important to them and their farming businesses, not talking about cows and grass because that's kind of not as much of interest to them. They're more interested in the how do we look after our staff and how do we grow ourselves And so that's a really cool example of a group of women that have come together with a common purpose and they're building each other up, and so I think that's I think that's an amazing step to do that. There's also know, there's so many opportunities out there for training and leadership development. And you know, you've got a w DT, You've got obviously Calogs Rural leaders which I will give a special plug tours the chair of New Zealand Oral Leadership Trust. But then you've also got you know, lots of other organizations you know, rural women, You've got you know, so you know, feed farmers. Lots of them are out there doing things and to actually grow others, and I think it's just a matter of sometimes you've just got to take that first step to get there.

Yeah, so look I've been in terms of some of my other leadership roles, I guess some of them probably started to stem from my time at LAMB Pro. I guess you know, you learn and you have to learn governance as you go, but then you know, opportunities to support a lot of not for profits like I don't do any I don't do any paid governance roles actually, but that's a really great place to start in terms of if you know, any of your listeners are wanting to understand, is you know, just volunteer. I mean, women are such amazing humans around you know, our ability to coordinate and juggle and you know, do so many things. And I think the hardest thing to actually bring to the table is confidence in ourselves and our capability. Like you know, we always resolve, will you know, shift back to self doubt and so you know the only way that I think we can overcome that is to connect with heaps of other like minded people. So you know, the sorts of things that you know come to me is actually go out and seek people that are willing to share some of their time with you. So many people are prepared to do that. You've just got to be brave enough just to ask that one person, and you only have to ask one person. And what I love about the primary sect there, whether you're a farmer or whether you're in agri business or you're connected in governance, is that everyone's really passionate about what they're doing and why they're there. And so, you know, I've certainly have been very fortunate to never been exposed to any real challenges around working in the truly male dominated, you know space. I've always found that some of the biggest champions that we can have are the men that wrap around that you know once, once you're there, they have and you can you know you're there because you're competent and capable and bring something to the table. You couldn't find a better bunch of cheerleaders. And so I think it's the how do we, you know, how do we make sure I think the biggest thing is find a way to enable women in particular to believe in themselves that they have something to offer and support that and that will come in so many different shapes you know, whether you know, whether you're going through you know, I was talking with some woman recently and they're a bunch of farmers, but they've got their own Women's Business Discussion Group, which I was like, that is awesome, man, because they are all coming together and they're connected through farming, but they're actually talking about the things that are important to them and their farming businesses, not talking about cows and grass because that's kind of not as much of interest to them. They're more interested in the how do we look after our staff and how do we grow ourselves And so that's a really cool example of a group of women that have come together with a common purpose and they're building each other up, and so I think that's I think that's an amazing step to do that. There's also know, there's so many opportunities out there for training and leadership development. And you know, you've got a w DT, You've got obviously Calogs Rural leaders which I will give a special plug tours the chair of New Zealand Oral Leadership Trust. But then you've also got you know, lots of other organizations you know, rural women, You've got you know, so you know, feed farmers. Lots of them are out there doing things and to actually grow others, and I think it's just a matter of sometimes you've just got to take that first step to get there.

Is there a gap in the marketplace for training and leadership development for I guess those starting out or those wanting to grow an experience, or do you think there might be a fragmentation of all the industries trying to do their own thing.

Is there a gap in the marketplace for training and leadership development for I guess those starting out or those wanting to grow an experience, or do you think there might be a fragmentation of all the industries trying to do their own thing.

And the reason I'm.

And the reason I'm.

Asking is because for a lot of people out there, there's a lot of opportunity, and we've just talked about all the various ways that you can find help and seek help if you're looking for it in terms of professional development or other supportive avenues. But it still seems to me like we've got a talent problem in some way, shape or form, because we're still talking about labor issues at a grassroots level, and we're still talking about needing skill at the very top level as well. So is there a gap out there, or is there a fragmentation, or is it something else entirely that we're missing.

Asking is because for a lot of people out there, there's a lot of opportunity, and we've just talked about all the various ways that you can find help and seek help if you're looking for it in terms of professional development or other supportive avenues. But it still seems to me like we've got a talent problem in some way, shape or form, because we're still talking about labor issues at a grassroots level, and we're still talking about needing skill at the very top level as well. So is there a gap out there, or is there a fragmentation, or is it something else entirely that we're missing.

It's an interesting question, Emma, in it links to again, if I actually just delve into some of the work that rural leaders are doing is we've not me personally, but our team, our amazing team of people have been leading some work with the Food and Fiber Cove around leadership. So understanding what are the leadership development opportunities out there, so kind of scoping the ecosystem if you want, for want of a better term, around what's already out there being provided. But there are lots of great providers out there providing things. But what we've found is that there's no network or pathway for career progression through that. And so that first report has been has been created and then the second part of what we're delivering conjunction with a Food Fiber Cove around this is okay, if there's not a pathway or a framework for leadership, how do we actually develop the leadership framework for the primary sector in New Zealand so that there are pathways for career progression whether you are starting out on the orchard as an orchard hand working all the way up to someone who might be working or sitting at a governance level at a primary sector body in New Zealand. So we're just working through, you know, what does the leadership handbook look like? And that's going to be the next deliverable from that project. But it's not about saying, you know, who should do the delivery of these programs. It's about how do we make sure that whoever's delivering is delivering to an agreed framework so that there are pathways for progression and you can actually start to when you enter the sector see that there are opportunities in the future horizon for you and you're not just stymied whichever level you enter INET. And so the next twelve months, when we work on the last part of that project, I think we'll be really exciting because then it's the opportunity of how do we bring them all together so that as a whole of sector we're committed to delivering to the same framework. And so I guess an answer to your question, I think it's almost like I probably think about it, we've got a bit of an infrastructure problem and that we haven't actually, you know, got the clear pathway for what we're going to deliver yet, but hopefully we will in the not too distant future, and from there, those people that are wanting to provide training and other avenues for upskilling can all be connected to the same way that we might do it in the rural landscape.

It's an interesting question, Emma, in it links to again, if I actually just delve into some of the work that rural leaders are doing is we've not me personally, but our team, our amazing team of people have been leading some work with the Food and Fiber Cove around leadership. So understanding what are the leadership development opportunities out there, so kind of scoping the ecosystem if you want, for want of a better term, around what's already out there being provided. But there are lots of great providers out there providing things. But what we've found is that there's no network or pathway for career progression through that. And so that first report has been has been created and then the second part of what we're delivering conjunction with a Food Fiber Cove around this is okay, if there's not a pathway or a framework for leadership, how do we actually develop the leadership framework for the primary sector in New Zealand so that there are pathways for career progression whether you are starting out on the orchard as an orchard hand working all the way up to someone who might be working or sitting at a governance level at a primary sector body in New Zealand. So we're just working through, you know, what does the leadership handbook look like? And that's going to be the next deliverable from that project. But it's not about saying, you know, who should do the delivery of these programs. It's about how do we make sure that whoever's delivering is delivering to an agreed framework so that there are pathways for progression and you can actually start to when you enter the sector see that there are opportunities in the future horizon for you and you're not just stymied whichever level you enter INET. And so the next twelve months, when we work on the last part of that project, I think we'll be really exciting because then it's the opportunity of how do we bring them all together so that as a whole of sector we're committed to delivering to the same framework. And so I guess an answer to your question, I think it's almost like I probably think about it, we've got a bit of an infrastructure problem and that we haven't actually, you know, got the clear pathway for what we're going to deliver yet, but hopefully we will in the not too distant future, and from there, those people that are wanting to provide training and other avenues for upskilling can all be connected to the same way that we might do it in the rural landscape.

I guess that's some pretty big work being done. I love that.

I guess that's some pretty big work being done. I love that.

It's amazing. Look, if anyone wants to look at it, go on to the Rural Leader's website or the Food and Fiber Cove website and you'll find the first two parts of the work that have just recently been released. It's awesome reading.

It's amazing. Look, if anyone wants to look at it, go on to the Rural Leader's website or the Food and Fiber Cove website and you'll find the first two parts of the work that have just recently been released. It's awesome reading.

Actually fantastic.

Actually fantastic.

Something stuck with me just from the start of this when you're introducing yourself around highs and lows, and one of the things I'm always really interested in is kind of what techniques people use to get through challenge. You know, if you're just landed with this, you know, you're smashed one morning or something just really difficult.

Something stuck with me just from the start of this when you're introducing yourself around highs and lows, and one of the things I'm always really interested in is kind of what techniques people use to get through challenge. You know, if you're just landed with this, you know, you're smashed one morning or something just really difficult.

That's quite big. His big implications for your business? What do you do? How do you deal with that?

That's quite big. His big implications for your business? What do you do? How do you deal with that?

What are some of the practical tips that maybe you could share with us or with our listeners.

What are some of the practical tips that maybe you could share with us or with our listeners.

Oh, some of them might be not not that appropriate in terms of you. I might be known to have the old and appropriate words or two, so might mumble a few explicitives under my breath to start with, and then probably take a big breath and just kind of you I'm a bit of a visual person, so I find drawing myself a picture of trying to visualize, like I'd like to visualize things, you know, the where am I and where do I need to get to and kind of what are all the steps that I need to do is one. I'm kind of taking that overarching and then I'm like, well, if I know where what I need to do, how do I then eat the elephant? Just one bite at a time. So that's kind of how I tend to do that. I've got to be careful that I don't, you know, reverse to being just blunt, because that sometimes if I'm under pressure, I might be a little bit direct. And so that's a work on from time to time is how do you make sure that if you're experiencing that challenge or that pressure that's come on, that you can say, look, you know someone wants to come and see you. You don't want to say sorry, I'm busy, go away. It's more about, hey, really want to engage with you on this. I've just got an urgent deadline that I need to make. Can we schedule a time? And just so so just checking in with yourself that kind of you know, we're not all perfect, so you know, that's the how do we check in with ourself? And that self awareness piece is a really big part of that. But I'm a fairly reflective thinker, so tend to take the time to just pause and then push forward if I can.

Oh, some of them might be not not that appropriate in terms of you. I might be known to have the old and appropriate words or two, so might mumble a few explicitives under my breath to start with, and then probably take a big breath and just kind of you I'm a bit of a visual person, so I find drawing myself a picture of trying to visualize, like I'd like to visualize things, you know, the where am I and where do I need to get to and kind of what are all the steps that I need to do is one. I'm kind of taking that overarching and then I'm like, well, if I know where what I need to do, how do I then eat the elephant? Just one bite at a time. So that's kind of how I tend to do that. I've got to be careful that I don't, you know, reverse to being just blunt, because that sometimes if I'm under pressure, I might be a little bit direct. And so that's a work on from time to time is how do you make sure that if you're experiencing that challenge or that pressure that's come on, that you can say, look, you know someone wants to come and see you. You don't want to say sorry, I'm busy, go away. It's more about, hey, really want to engage with you on this. I've just got an urgent deadline that I need to make. Can we schedule a time? And just so so just checking in with yourself that kind of you know, we're not all perfect, so you know, that's the how do we check in with ourself? And that self awareness piece is a really big part of that. But I'm a fairly reflective thinker, so tend to take the time to just pause and then push forward if I can.

I like the term reflective thinker.

I like the term reflective thinker.

I've started doing some really early morning walks because that's the only time I have available at five thirty in the morning, and I am loving that reflective time. I've solved all the world's problems. I come back, and you know, it's a.

I've started doing some really early morning walks because that's the only time I have available at five thirty in the morning, and I am loving that reflective time. I've solved all the world's problems. I come back, and you know, it's a.

Great way to start the day, so I enjoy that.

Great way to start the day, so I enjoy that.

How do you find the time to actually, you know what? I've struggled and I've got all these great solutions for the world's problems turn and then I'm like, how do I find other people that want to work with me to solve them? And I'm like, where do I go to to share it? Right?

How do you find the time to actually, you know what? I've struggled and I've got all these great solutions for the world's problems turn and then I'm like, how do I find other people that want to work with me to solve them? And I'm like, where do I go to to share it? Right?

I know, okay, we start something here, because I come home and I start telling my husband I've got this great idea, this is what we're going to do about X, Y, and Z, and Who's like, okay, not another one of their friend's schemes.

I know, okay, we start something here, because I come home and I start telling my husband I've got this great idea, this is what we're going to do about X, Y, and Z, and Who's like, okay, not another one of their friend's schemes.

It's just too much.

It's just too much.

Maybe we need a help group for the husbands and the partners they can deal with the offload from it from the big thinkers.

Maybe we need a help group for the husbands and the partners they can deal with the offload from it from the big thinkers.

I love that.

I love that.

Yeah, I think the world could probably do with some more good ideas anyway. So yeah, we should definitely invent something around that. But I guess, I guess if we just thought about our former selves for a second and thinking about a lot of our listeners out there, what advice would you give to young Kate, so you started lamper at twenty six, what advice would you give to I guess Kate at twenty two, twenty three.

Yeah, I think the world could probably do with some more good ideas anyway. So yeah, we should definitely invent something around that. But I guess, I guess if we just thought about our former selves for a second and thinking about a lot of our listeners out there, what advice would you give to young Kate, so you started lamper at twenty six, what advice would you give to I guess Kate at twenty two, twenty three.

Yeah, that's something I have thought about more than one time, as if I had to do it again, what might I do better? Look, I think one of the things that I've actually learned is the importance of probably being a little bit more vulnerable and a little bit more open, And sometimes I think you can only learn that the hard way, And there's a balance, right, I'm certainly no an overshare, but being prepared to connect with others on a you know, in a deeper than just a professional level, so that that share piece. So I think that's something that I would probably, you know, whereas I probably a younger person thought that you could only ever have, you know, clear distinct professional relationships in a work environment, and then you have home relationships with other people, so that that's probably something that comes to mind, and you know, it's it's just I guess, breaking down those barriers you put around yourself on those things as much as anything.

Yeah, that's something I have thought about more than one time, as if I had to do it again, what might I do better? Look, I think one of the things that I've actually learned is the importance of probably being a little bit more vulnerable and a little bit more open, And sometimes I think you can only learn that the hard way, And there's a balance, right, I'm certainly no an overshare, but being prepared to connect with others on a you know, in a deeper than just a professional level, so that that share piece. So I think that's something that I would probably, you know, whereas I probably a younger person thought that you could only ever have, you know, clear distinct professional relationships in a work environment, and then you have home relationships with other people, so that that's probably something that comes to mind, and you know, it's it's just I guess, breaking down those barriers you put around yourself on those things as much as anything.

One hundred percent. I remember one of my past.

One hundred percent. I remember one of my past.

Workplaces, we used to fondly refer to a really close work friends as frolics, and if you made it into the frolic category, you were like super special because they're you know, that clear distinction between you know, work emma and fun emma or exactly.

Workplaces, we used to fondly refer to a really close work friends as frolics, and if you made it into the frolic category, you were like super special because they're you know, that clear distinction between you know, work emma and fun emma or exactly.

And so that's you know that just not take yourself quite so serious all the time. That it's okay to have a laugh and a drink and a you know, a good time and that doesn't have to mean you're not professional and you're not good at what you do.

And so that's you know that just not take yourself quite so serious all the time. That it's okay to have a laugh and a drink and a you know, a good time and that doesn't have to mean you're not professional and you're not good at what you do.

Yeah, And another thing that I found by it was actually through joining rural women, was embracing my feminine sight. And maybe it's because in my day job I spent a lot of time with men, but I remember distinctly having to introduce myself when I you know, it was elected onto the board, and I stuck to my very brief you know, imagans, rubber bank, blah blah blah. And then all these beautiful women we're talking about their families and you know, all this other kind of more personal stuff and their introduction. I was like, Wow, there's another way to do this.

Yeah, And another thing that I found by it was actually through joining rural women, was embracing my feminine sight. And maybe it's because in my day job I spent a lot of time with men, but I remember distinctly having to introduce myself when I you know, it was elected onto the board, and I stuck to my very brief you know, imagans, rubber bank, blah blah blah. And then all these beautiful women we're talking about their families and you know, all this other kind of more personal stuff and their introduction. I was like, Wow, there's another way to do this.

Yeah, it's enlightening, right, Yeah it is yeah.

Yeah, it's enlightening, right, Yeah it is yeah.

Yeah, yeah. So I guess going forward, what is one thing that you would like to see more of and agriculture more broadly, Look, I.

Yeah, yeah. So I guess going forward, what is one thing that you would like to see more of and agriculture more broadly, Look, I.

Would love to see Look. The way I'll frame this is everyone talks about collaboration, but very few people are doing it. And I would love to see us break down our silos because we're actually all trying to achieve a great outcome at the end. We want to be you know, producing the best food and the best fiber and you know, the best products, and we want to do the best by the environment and animals and all those things. And I guess what I'm seeing is that our desire to achieve that we often end up not arguing but rubbing against each other, Whereas if we could break that down and actually see that we're all trying to row the ship in the same direction, we might actually get a little bit further, a little bit faster. You know. For me, I think, hey, coming back to our conversation before in solutions, have I got a solution to that? But I think that's the I think that's the sort of thing that we need to you know, we need to be working together with a perspective of you know, we are we are one primary sect there, and we are wanting to actually deliver the best out there. And I guess that leads on my perspective on that comes from a working in the space for a long time, but also when I look at some of the things I look at from my new field, you know, it's connected to some of those things, and that was looking at how do we enable better environmental outcomes and agriculture. But it's bigger than just environmental. It's you know, it's the social components within agriculture. It's the it's it's the animals, it's the greenhouse, it's all of those things rapped together, and we've got to take a really holistic and integrated approach. And then the other thing that I would love to see more of is how do we start to think outside the box, like we can't just we can't just do a revision all the time. I actually think we need to think about how do we make some really bold changes to the way in which we do what we're doing, because we have to innovate if we want to have better outcomes, and you know, there's lots of barriers to innovation. So how do we start to break down the barriers so that you know, our farmers, who in my view are some of the most innovative people. I know, how do we give them the courage and the space to innovate more quickly because if that change is being lead from the ground up, it's going to be enduring and it's going to deliver the best outcomes.

Would love to see Look. The way I'll frame this is everyone talks about collaboration, but very few people are doing it. And I would love to see us break down our silos because we're actually all trying to achieve a great outcome at the end. We want to be you know, producing the best food and the best fiber and you know, the best products, and we want to do the best by the environment and animals and all those things. And I guess what I'm seeing is that our desire to achieve that we often end up not arguing but rubbing against each other, Whereas if we could break that down and actually see that we're all trying to row the ship in the same direction, we might actually get a little bit further, a little bit faster. You know. For me, I think, hey, coming back to our conversation before in solutions, have I got a solution to that? But I think that's the I think that's the sort of thing that we need to you know, we need to be working together with a perspective of you know, we are we are one primary sect there, and we are wanting to actually deliver the best out there. And I guess that leads on my perspective on that comes from a working in the space for a long time, but also when I look at some of the things I look at from my new field, you know, it's connected to some of those things, and that was looking at how do we enable better environmental outcomes and agriculture. But it's bigger than just environmental. It's you know, it's the social components within agriculture. It's the it's it's the animals, it's the greenhouse, it's all of those things rapped together, and we've got to take a really holistic and integrated approach. And then the other thing that I would love to see more of is how do we start to think outside the box, like we can't just we can't just do a revision all the time. I actually think we need to think about how do we make some really bold changes to the way in which we do what we're doing, because we have to innovate if we want to have better outcomes, and you know, there's lots of barriers to innovation. So how do we start to break down the barriers so that you know, our farmers, who in my view are some of the most innovative people. I know, how do we give them the courage and the space to innovate more quickly because if that change is being lead from the ground up, it's going to be enduring and it's going to deliver the best outcomes.

Yeah, you're right, just thinking about how that fits in with some of the work that we're doing and just trying to bring I think some more people along on the right. And sometimes the context can be different, but yeah, it's really important I think for people to pull together, especially in the face of a bunch of challenges at the moment, both in that environmental and financial space.

Yeah, you're right, just thinking about how that fits in with some of the work that we're doing and just trying to bring I think some more people along on the right. And sometimes the context can be different, but yeah, it's really important I think for people to pull together, especially in the face of a bunch of challenges at the moment, both in that environmental and financial space.

I suppose exactly, and I.

I suppose exactly, and I.

Suppose what we're talking about too, it was sustainability across you know, whole businesses and whole sectors. And it's not something we can solve overnight. With all of the things that you have done and achieved with multiple awards and you know, business entrepreneurialism essentially and research, et cetera, what might be next for you? We're interested to hear what that might look like and yeah, what that journey might be.

Suppose what we're talking about too, it was sustainability across you know, whole businesses and whole sectors. And it's not something we can solve overnight. With all of the things that you have done and achieved with multiple awards and you know, business entrepreneurialism essentially and research, et cetera, what might be next for you? We're interested to hear what that might look like and yeah, what that journey might be.

And yeah, I've been trying to I've been trying to unpack that one for myself to be fair. Look, I you know, I want to make sure that whatever I'm doing, I'm adding value to it, to whatever you know, place or space I might be might be working in. You know, Lampro is going through a bit of an evolution of itself, and so, you know, I've been thinking a lot lately around what what does next look like? For me? And I guess pretty open minded. I want to continue to be involved with the primary sector and shaping you know, amazing outcomes for our sector, but really just looking to understand, you know, what I might be able to do to add value to deliver some of these better outcomes. And I think you've got to do that as a team. I don't think you can do that as an individual. And so I guess for me, whatever I'm doing, it's about doing it with a team of people and making sure that there's that connection. So do you know, if anyone has any great ideas, let me know, because it's I've been struggling with the itchy feet that comes from when you've felt like you've achieved some things and you need to focus on the next thing. So I've customent your feed at the moment.

And yeah, I've been trying to I've been trying to unpack that one for myself to be fair. Look, I you know, I want to make sure that whatever I'm doing, I'm adding value to it, to whatever you know, place or space I might be might be working in. You know, Lampro is going through a bit of an evolution of itself, and so, you know, I've been thinking a lot lately around what what does next look like? For me? And I guess pretty open minded. I want to continue to be involved with the primary sector and shaping you know, amazing outcomes for our sector, but really just looking to understand, you know, what I might be able to do to add value to deliver some of these better outcomes. And I think you've got to do that as a team. I don't think you can do that as an individual. And so I guess for me, whatever I'm doing, it's about doing it with a team of people and making sure that there's that connection. So do you know, if anyone has any great ideas, let me know, because it's I've been struggling with the itchy feet that comes from when you've felt like you've achieved some things and you need to focus on the next thing. So I've customent your feed at the moment.

Yeah, said, it's like a high achiever problem, isn't it.

Yeah, said, it's like a high achiever problem, isn't it.

Definitely?

Definitely?

It is when you nail something that you're like, cool, cool, So where's the next goalpost?

It is when you nail something that you're like, cool, cool, So where's the next goalpost?

What's happening?

What's happening?

I think it's actually as much they think it's about challenging yourself, and I'm kind of you know, certainly I haven't mustered lampo either from a work point of view or any of the other things that I'm involved in, But it's where does the next challenge come from? Because it keeps you motivated, it keeps you interested in learning, it keeps you connecting with others, and so it's the challenge.

I think it's actually as much they think it's about challenging yourself, and I'm kind of you know, certainly I haven't mustered lampo either from a work point of view or any of the other things that I'm involved in, But it's where does the next challenge come from? Because it keeps you motivated, it keeps you interested in learning, it keeps you connecting with others, and so it's the challenge.

It's exciting.

It's exciting.

Yeah, it's exciting. My immediate challenge is working at how I'm going to fund the education of my children. But that's okay, So I'm not retiring anytime soon.

Yeah, it's exciting. My immediate challenge is working at how I'm going to fund the education of my children. But that's okay, So I'm not retiring anytime soon.

Yeah, with three lads, I can imagine. Yeah, that's a serious consideration.

Yeah, with three lads, I can imagine. Yeah, that's a serious consideration.

That is it is.

That is it is.

Oh well, thank you so much for your time, Kate.

Oh well, thank you so much for your time, Kate.

We are just thrilled to have you on this podcast to hear your insights, your learning, your wisdom that you've learned along your journey with Lambpro and every other hat that you wear in our industry. So thank you for sharing your nuggets and your pearls of wisdom with us.

We are just thrilled to have you on this podcast to hear your insights, your learning, your wisdom that you've learned along your journey with Lambpro and every other hat that you wear in our industry. So thank you for sharing your nuggets and your pearls of wisdom with us.

Oh, thank you so much for having me along. It's been a real pleasure.

Oh, thank you so much for having me along. It's been a real pleasure.

Well that was it. That's the podcast. That's us for today.

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