A Interview with Ian Ward-Ambler.

Social justice drives Ian Ward-Ambler.

Ian currently sits on the Board of Australia’s National Research Organization for Women’s Safety Limited (ANROWS) as Director and Chair of Finance, is a Vice Chair for Voyager Indigenous Tourism, Chairs the Finance Legal and Investment Sub-Committee of the Indigenous Land Council, is Chair of the Finance Committee and a member of the Investment Management Committee at Melbourne University’s Trinity College and is also a self-employed Executive Coach.

Find more information about Ian at his Linked in Account: https://www.linkedin.com/pub/ian-ward-ambler/10/85/788

At the beginning of Ian’s career, fresh out of Melbourne University, with a degree in Philosophy and Economics, Ian worked with opposition leader Jeff Kennett as Chair of BeyondBlue and from 2010-2014, he was the Chair of the not-for-profit organization Hands on Learning.  However, between 1991 and 2012 his career focus was at Goldman Sachs Asset Management, where he was Chief Executive for some time, as well as a stint in New York, as President of JBWere’s Securities Division.

The move to New York to run JBWere’s office was the first time Ian had “massive autonomy.” During this period Ian learnt first hand, what makes a good leader.

Entering this new role, or any new leadership role for that matter, Ian’s fundamental approach is always to “ask a lot of questions.” Heifetz, Grashow and Linsky (2009) describe this strategy as “being on the balcony,” it is one of the hallmarks of effective leadership. Ian understood that existing employees wouldn't immediately accept a young unknown Australian, telling them what to do; therefore initially Ian put himself “on the balcony,” to observe the “bigger picture… [and] patterns of behavior.”   And also to gain trust.

Change was required but Ian understood the motivational power that ‘ownership’ of change would generate.  He facilitated change by planting seeds of ideas, but allowing those seeds to develop through his staff.  He wanted “[employees] to come up with ideas as their idea.”

He noticed his “behavior had a ripple effect right across the office.” As Shankman, Allen and Haber-Curran (2015) stress, “emotions are contagious,” and Ian found that his energy influenced the people around him. If he was dedicated, optimistic and focused, others would copy.

“As a leader, all eyes are on you and so you must constantly maintain a positive attitude.”  

- Shankman, Allen and Haber-Curran (2015)

Furthermore, Ian realised that to be a good leader, “[his] success would be from the quality of people around [him].” Therefore, to “mobilize the system” (Heifetz, Grashow & Linsky 2009), Ian essentially “pinched” people he identified as hard workers who would bring success.  He brought a productive team together.

A reoccurring theme in Ian’s life and leadership is his passion for helping others. An example is ANROWS, an independent, not-for-profit organization aimed at reducing Violence against Women and their Children. The ability to work effectively in diverse settings such as JBWere and ANROWS showed Ian how his leadership skills could be applied to different contexts.  In a not-for profit organization like ANROWS Ian found himself relying heavily on his “adaptive skills,” but rarely using “technical skills.”

“Your greatest strength is your greatest weakness” – Ian Ward-Ambler

Ian doesn't, however, see working at JBWere compared to ANROWS, as the dichotomy of capitalism vs social justice. In all of his jobs an element of social justice was present, the extent to which it was and is present involves a “continuum.”

Never aspiring to be like any specific leader, Ian preferred to learn from others to allow personal leadership traits to form.  

Being part of both Voyager Indigenous Tourism and the Indigenous Land Councils is something that has always been important to Ian. Believing that if everyone “walked a mile in other people’s shoes,” our world would be less dogmatic place.

“Leadership needs to be who you are” - Ian Ward-Ambler

People would have different points of view, if they actually sat down and spent time talking to Aborigines or women who have been subject to violence. The global problems that face us today are complex problems; there is no quick fix solution. However Ian believes that being open to “learning, listening, understanding and [showing] empathy” for the global issues of today, such as Aboriginal and Women’s rights, is a simple step that could have a dramatic effect.

Ian otherwise believes in the importance of small changes; “little things do matter.” Language is important, and thus one small change Ian makes to address Women’s rights is that he is a “Chair” of an organization, if “Chairman” is written, he will delete “man.”  Ian sees the relevance of lots of small steps to helping resolve larger issues. 

Egalitarianism drives Ian Ward-Ambler.

References

ANROWS, 2014, Key statistics on violence against women, online image, viewed 10 May 2015, http://www.anrows.org.au/publications/fast-facts/key-statistics-violence-against-women

ANROWS, 2013, Ian Ward-Ambler, online image, viewed 10 May 2015, http://www.anrows.org.au/about/board/ian-ward-ambler

Corporate Videos Australia 2013, ‪Voyages Indigenous Tourism Australia commercial - Airport Version, online video, viewed 11 May 2015, https://www.youtube.com/watch?v=bqLwk50tGoQ

Heifetz, R, Grashow, A & Linsky, M 2009, Leadership in a (permanent) crisis, Harvard Business Review, Massachusetts.

Heifetz, R, Grashow, A & Linsky, M 2009, The Practice of Adaptive Leadership, Harvard Business Review, Massachusetts.

Shankman, M, Allen, S & Haber-Curran 2015, emotionally intelligent leadership, Jossey-Bass, San Francisco.

Signtech, 2012, online image, viewed 10 May 2015, http://www.signtech.com.au/client_JBWere.php?height=514&width=800