Nick Astwick, CEO - Southern Cross Health Society

My first job was a paper round in my hometown of Christchurch. Heading out twice a week in a bracing Christchurch winter was a good way to build discipline and resilience. 

I started my career at the National Bank - Ilam branch. I loved serving customers, learning the world of financial services and the impact this has on enabling prosperity for New Zealanders.

I was motivated to learn. I really loved what I was doing, and I had an action bias. I developed the emotional intelligence required to work collaboratively and motivate others.

I learnt that the approach of creating long term value - look after employees first, as they will look after customers which will ultimately deliver for the shareholder - but it has to be in this order. I also learnt that earning the loyalty and advocacy of customers is the core value driver in financial services.

My career evolved by focusing on being the best I could be in the role I had. I was then asked to step up and take on bigger roles and more complex challenges. Operating at a stretch level has been key – albeit challenged, this experience stretched me and enabled me to accelerate my career.

I thought I wanted to be a CEO in my 30s. I only knew I wanted to be a CEO in my 40s. The difference lies in having a deep understanding of oneself. I deeply reflected on what type of CEO I would be if I was my authentic self and what environment I would flourish in as CEO.

This self-retrospection is critical. I have learnt that great CEOs are intentional, self-aware and reflective - I have tried to be this in my leadership career.

I would have had 20 plus roles in my career before getting a CEO role. A general management background is a good stepping off point into a CEO role.

I got knocked back, quite rightly, in my first application for a CEO role and this was a powerful learning experience. For me I learnt that it is more about becoming a CEO for the right organisation rather than just a CEO for the title. The Southern Cross Health Society CEO role was a dream role for me, aligning my love for purpose and customer driven businesses with my skill set which would support the organisation to grow and modernise.

I loved my role from day one. A purpose driven organisation, there to exclusively serve its members (customers) with a deep and genuine care for its people - I was right at home.

I found I did a lot more context shaping and framing than I thought. And I spent more time on cultural leadership than I thought. The soft and hard skills in equal measure.

The three big things I have focused on as CEO is to:

1. Define reality and give hope - hold the truth/reality but give hope in the form of sound strategy, decision and actions. You have to do both simultaneously and constantly. You are the context shaper for the organisation.

2. Right strategy, right culture, right people. The role of a CEO is to have these fully aligned. The role of the CEO is to lead the right culture (not just a good one) required to deliver the strategy and hire the people with the values required for the culture.

3. Charity with clarity - treat everyone with the greatest of respect but be clinical in what you expect.

These three things I think are the essential roles of the CEO. You are in the hot seat and many people look to you.

Write everything you notice and feel in the first three months. This objectivity is priceless to hold in shaping and leading an organisation.

I try to make a positive dent for our country in things that are meaningful to New Zealanders. Health is deeply meaningful, particularly when you are at risk of losing it, and ensuring our close to one million members can live well for longer as a result of what we do, is the cause that drives me every day.

Don't chase the title; chase the role that fits the CEO you can authentically be. This is the difference between a CEO and a great CEO.

The CEO is not a manager; they are a leader. Leadership is hard. Learning leadership is essential to survive and thrive as a CEO. And at its core, leadership lies in the service of others.