What I’m reading – Josh Maniam

Ngāmotu New Plymouth-based Josh Maniam MInstD works in the health sector as Group Manager, Regional Service Improvement (Commissioning) at Te Whatu Ora. 

A recipient of the 2024 IoD Scholarship Fund, he has an interest in risk and technology to drive performance, and sits on the Progress to Health board – an NGO supporting people with mental health and disability in the Waikato, Taranaki and Taupō regions. 

This week, Maniam shares a book about building trust, rethinking resources and unifying teams in a complex operating environment.

What is the name of the ‘governance/business’ book you’re reading (or can recommend)? 

I’m reading Team of Teams: New Rules of Engagement for a Complex World by General Stanley McChrystal. I initially scoffed when this was recommended to me, thinking, ‘who wants to read another book by a military leader?’ I quickly changed my tone.

How would you describe the style of writing?

It is engaging and insightful with a beautiful mix of storytelling, coupled with practical advice – relevant to for-profit and not-for-profit organisations. I  love authors who can take complex concepts and make them accessible and relatable, something General McChrystal does very well.

What drew you to the book? 

Organisations often allude to not having significant resources available when, in fact, the resources are available but expertise or manpower is distributed in the wrong team. Coupled with this, operating environments are becoming increasingly complex – internally and externally. This book highlighted how agility and adaptability, coupled with trust, could help break these barriers down.

From a governance and executive leadership perspective, the concept of ‘limited resources’ is often raised, and this book provides poignant solutions; that a ‘team of teams’ approach is about decentralising decision-making and empowering teams to make decisions rapidly without having to go through lengthy bureaucratic processes or the chain of command. This is a high trust process that requires shared purpose and accountability.

What resonated with you the most?

A concept the book raises is that leadership is a team sport – that really opened my mind.  Often as leaders (be it at a governance or executive level) we act as solo players, making decisions or recommendations that hopefully align to a strategy. At a board level we may work together to come to consensus but, again, consensus as a group of individuals.

By treating leadership as a team sport, a collective approach can be taken at a high level, which might mean one business unit sacrifices performance to enable another team to overperform in order to meet an outcome for the organisation. 

Practically, this could mean a transfer of resources, be it people or equipment. It also lends to the concept of switching from a ‘command and control approach’ to a role of enabling, supporting and allowing teams to thrive – a shift of ‘power’ that can be difficult for some leaders to grasp.

What is something you’ve taken away from reading that now follows you into your board roles?

To enable this kind of thinking, boards need to be extremely clear about the purpose and values of the organisation. When these are well communicated it helps organically guide decision-making and ensure there is a focus on long-term goals. Even if the team-of-teams approach is not taken, this is a valuable and simple concept that could be applied in any situation. 

How does reading feed into your continued governance practice/learning?

Reading (or more-often-than-not, having audio books read to me) enables me to stay updated about different ways of viewing leadership and governance. No literature is perfect and, instead, pieces of each book that resonate with me help to shape my ever-evolving leadership style.  

Who should read this book and at what stage in their governance career?

I would highly recommend this book to anyone involved in leadership or governance, particularly those looking to foster more agile and responsive ways of working. If you are hearing conversations highlighting ‘not enough resources’, this is a must-read.

When you’re not reading books on business or governance, what kind of books are you likely to pick up? 

I love reading about technology and various emerging trends in this space. These sometimes relate to ‘working more efficiently’, but sometimes they just tickle the nerd itch.

Death-scrolling on Reddit is also strangely addictive and educational.

What are some of the most pertinent governance issues at the top of mind for you, and why?

One of the most pertinent  issues is navigating digital transformation and cyber security. As organisations become more digital, ensuring robust cyber security measures is critical to protect sensitive information and maintain stakeholder trust. The dawn of AI technologies adds a whole new layer to this, which is a fascinating, challenging and terrifying mix. 

What has been the most surprising thing you’ve discovered about yourself and others while being on a board?

I have learnt to love the different perspectives that individuals bring, especially those that think in very different ways. It is very easy to surround yourself with people who have a similar mindset or idealism, but diverse thought processes lead to innovation and efficiency. As an example, te ao Māori – the Māori universe view – and the application of mātauranga Māori has many unique, positive and practical applications.

If there was anything you want to see more of at the board table, what would it be, and why?

More diversity. Boards should begin actively embracing and bringing in a mix of people. This includes Māori, younger individuals (think those in their 40s, at the peak of their game), and our disabled communities. All of these groups bring unique and exciting views to both corporate and non-profit boards that will ultimately drive performance. Boards shifting away from the traditional older, white-male stereotype, will ultimately lead to better outcomes.