Mark Orams - Blake: Leader: Leadership Lessons From a Great New Zealander

Leadership is an intriguing subject and one which most of us recognise more easily than we can describe. In a general sense, leadership is a complex interactive process between people who willingly work together to achieve common goals. Or put another way, leadership is a process that enables ordinary people to work together to do extraordinary things and feel good about doing them. What makes the subject so elusive is that it involves human attributes such as emotions and feelings, respect, integrity, inspiration and decision-making, and this leaves little that is tangible to hang onto. But we all know that leadership is a vital ingredient in the progress of people and nations.

Psychologist Dr Daniel Goleman introduced the concept of emotional intelligence and argues it is critical in leadership. He defines emotional intelligence as the capacity for recognising our feelings and those of others to motivate ourselves and manage emotions in a relationship. When facing a decision the sense of right or wrong is as important as any other data you might bring to the discussion. If it feels right, it probably is. Essentially he proposes that great leaders have an ability to understand and connect with people on an emotional level, that they have great emotional instincts. Peter Blake was like this.

I had the pleasure of knowing both Peter and Sir Edmund Hillary, both leaders of global stature, and I found much in common in their characters. Among these was an ability to focus intensely on whatever project captured their interest. Then a skill of pulling together the necessary resources planning, funding and people and in this latter regard each had a remarkable ability in understanding people. Selecting individuals who would fit and building them into a highly motivated team, making everyone feel they were valued, giving praise and caution in a quiet, firm manner, and all the time having fun along the way.

As I reflected on Peters life and achievements I suddenly became deeply saddened that his life had ended so early. He was at the height of his popularity and influence, which, had he lived longer, would have been so helpful in funding and expanding the important work he was undertaking on environmental and marine issues.

Years pass by and memories fade, and for this reason we must thank Dr Mark Orams for placing on record his memories of the years and events that he shared with Peter. Mark is well placed to write this book. He has a doctorate in marine sciences and a keen interest in leadership and leadership styles. But more importantly, he knew Peter very well, having been involved with several yachting campaigns and through this shared the good and the bad times, the thrills and the dangers, the wins and the losses, the pressures and the solitude with him. He had experiences and insights into Peter Blake the leader that few others had.

Peter was always the leader; part of the team but always slightly separated from it. He led in the New Zealand way, gaining support by deeds and actions, and the respect followed. Peter never sought fame and fortune and had a dislike of pomposity and pretence. All he wanted to do at the outset was to win a yacht race. It frequently took several attempts, but the dream never faded and his focus and determination intensified.

From being a sporting hero to becoming an ambassador for environmental protection, Peter attracted support because he was a proven winner, a safe pair of hands, a fine man and a great leader undertaking important work.

The support he had from his wife and family was enormous, and we thank Pippa, Lady Blake for both her support and contribution to his many successes.

For me Sir Peter Blake personified the final lines from Alfred Lord Tennysons great poem Ulysses that, in many ways, seems written for him: strong in will, to strive, to seek, to find, and not to yield.

Sir Wilson Whineray
2009