Series three – Solving the Capability Gap – episode five
Thank you for listening to our third podcast series on Solving the Capability Gap. We hope that you found the insights that our trailblazers have shared valuable in helping your organisation to build skills capability and develop future-ready, high-performing workforces.
Our final episode today is the perfect conclusion to our series, providing advice and insights on how to maintain an ongoing connection with your employees that helps to fuel a culture of continuous learning in your organisation.
In the series' opening episode, we spoke to Subho Banerjee about continuous learning and how organisations must adopt it to develop a high-performing workforce ready for the future.
Equally crucial to adopting a continuous learning culture is maintaining one. This involves ensuring that employees have an ongoing connection to their organisation, which sometimes is more easily said than done. Globally, there are alarmingly high rates of disengaged employees who are 'quiet-quitting,' and it takes leaders with an EQ approach to navigate the often uncomfortable conversations to reconnect employees to their organisation.
Maeve Neilson is a highly respected and experienced leader in New Zealand. In this episode, she joins Andy to discuss how she has developed and led teams in New Zealand, drawing on her direct experience in creating a cross-functional team from the Mosque Shooter sentencing event in 2020 to create a great workplace culture.
Listen to episode five:
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Download the full transcript of episode five:
Find out more about this Trailblazer:
Maeve Neilson is the former General Manager – Health, Safety and Security for the Ministry of Justice, New Zealand. Maeve is a senior leader with unique and broad experiences that enable her to bring an innovative and fresh approach to any opportunity.
Maeve has substantial depth and breadth of experience having worked in diverse sectors and functions to deliver commercial and sustainable outcomes whilst lifting productivity and engagement. This includes a range of challenges from managing large operational functions, organisational transformations, and significant incidents and workplace fatalities, including the operational response to COVID-19.
Maeve’s ability to successfully communicate organisational vision and priorities across multiple levels sees her frequently called upon to translate the "complex" into a language all can connect and engage with, transforming both leadership behaviours and organisational cultures. She has managed teams through significant change, complex disputes and negotiations that have enabled organisations to deliver against strategic goals, and aligned teams to the direction, significantly shifting engagement. She comfortably interacts with Boards and executive teams and maintains strong networks across public and private entities.
Maeve is passionate about Aotearoa, New Zealand, particularly organisations doing great things within their communities to enable tamariki and mokupuna to thrive. She welcomes the challenge of solving “wicked problems” and enjoys aligning the operational delivery and people capability to the strategic direction. Her commercial acumen and operational management expertise allow her to quickly adapt to any environment and bring value and different thinking to support organisational growth.
Maeve holds a Masters of Arts (Psychology), and subsequent qualifications in Innovative Thinking and Dispute Resolution. She is also accredited in several leadership development tools, including the suite from Human Synergistics.