『HR Unlocked with Lisa Oakley』のカバーアート

HR Unlocked with Lisa Oakley

HR Unlocked with Lisa Oakley

著者： People Associates & iHeartRadio NZ
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HR Unlocked with Lisa Oakley is a leadership conversation series where thoughtful HR and business leaders share lived experience on people, risk, culture, and compliance. It is designed for business owners, senior leaders, and HR professionals across Australasia to learn from real decisions and leadership judgment. The show is a platform to honour the contribution of leaders willing to share their experience.

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  • Heather Langton - Spark | The Great Unlearning of Leadership

    Heather Langton - Spark | The Great Unlearning of Leadership
    2026/09/23
    What if becoming a better leader isn't about adding more to your toolkit, but knowing what to let go of? In this episode of HR Unlocked, Lisa Oakley sits down with Heather Langton, Chief People Officer at Spark, to explore what leadership, HR, and human capability need to look like in a rapidly changing world. Drawing on more than 20 years of experience across human resources, transformation, talent, leadership development, and succession planning, Heather shares a thoughtful perspective on what she calls the "great unlearning" of leadership. Rather than continually asking what else leaders need to add, Heather argues that leaders need to reflect on what has worked in the past, what may no longer be relevant, and how they need to reset for the future. The conversation explores adaptive leadership, feedback, intergenerational learning, reverse mentoring, executive collaboration, AI, human intelligence, wellbeing, and the importance of relationship building. Heather also shares why curiosity remains one of her most valuable leadership tools, why HR is fundamentally about partnership, and why leaders need to become more comfortable operating without all the answers. From supporting mature workers and learning from younger generations to developing stronger middle leaders and embedding wellbeing into everyday work, this episode offers practical lessons for anyone navigating leadership in a complex and changing environment. What You'll Learn Why Heather believes leadership is entering a period of "great unlearning"Why leadership development needs to be more continuous and adaptiveHow in-the-moment feedback can support stronger leadershipWhy clarity matters even when leaders don't have all the answersHow reverse mentoring can strengthen intergenerational learningWhy power imbalances matter in leadership and workplace cultureHow mature workers can continue contributing in different waysWhy curiosity is one of the most valuable capabilities for enterprise leader. How HR can operate as a genuine business partnerWhy strong executive teams require ongoing work and honest conversationsHow AI is increasing the importance of human intelligenceWhy middle leaders will play a critical role in the future of workHow smaller businesses can approach leadership development and AI without huge budgetsHow Spark embedded wellbeing more directly into the organisationWhy systems thinking is an important capability for future HR leaders Key Takeaways Leadership development isn't always about adding more skills. Sometimes it requires unlearning what no longer works.Leaders need to reflect more frequently on their impact rather than relying on annual development plans.Clear leadership does not mean having every answer. It means giving people clarity about direction.Regular, in-the-moment feedback helps make development more natural and less threatening.Intergenerational workplaces create an opportunity for reciprocal learning.Reverse mentoring can help senior leaders challenge assumptions and better understand emerging generations.Great enterprise leaders remain curious and ask strong questions rather than trying to know everything.HR is fundamentally about partnership, not people pleasing.Strong executive teams need to continually work on collaboration, trust, and shared accountability. AI will increase the value of human intelligence, including judgement, context, insight, and relationship building.Leadership development does not need to be large, expensive, or overly complicated to have an impact.Wellbeing is more effective when it is embedded into the organisation rather than sitting on the edge.Future HR leaders need strong relationship-building skills, self-awareness, and systems thinking.Sometimes the best approach is to "hasten slowly" by pausing long enough to consider the wider system before acting. About Heather Langton Heather Langton is Chief People Officer at Spark, one of New Zealand's leading telecommunications and digital services organisations. Heather joined Spark in 2013 and was appointed People and Culture Director in 2019. She has more than 20 years of experience in human resources, with expertise spanning business transformation, talent management, leadership development, and succession planning. Her career has included senior HR roles across FMCG, retail, hospitality, technology, and communications. At Spark, Heather has played a key role in developing leadership capability, building high-performing teams, strengthening organisational culture, and helping the business navigate significant transformation and technological change. She is passionate about adaptive leadership, intergenerational learning, human intelligence, and creating organisations where people can continue learning and contributing throughout their careers. Why This Episode Matters Leadership is becoming more complex as organisations navigate AI, changing workforce expectations, multiple generations at work, and increasing uncertainty. This...
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    41 分
  • Roz Urbahn - Pāmu | Leading Change, Mindset & the Future of HR

    Roz Urbahn - Pāmu | Leading Change, Mindset & the Future of HR
    2026/09/16
    What separates change that leaves people exhausted from change that actually energises an organisation? In this episode of HR Unlocked, Lisa Oakley sits down with Roz Urbahn, Chief Corporate Services Officer at Pāmu, for a wide-ranging conversation about leadership, transformation, mindset, resilience, and the changing role of HR. Roz's career has spanned complex transformation and senior leadership roles across organisations including Fletcher Building, Lion, Vodafone, Foxtel, Frucor Beverages, Hudson, and now Pāmu. Her current portfolio extends well beyond traditional People & Culture, encompassing health and safety and well-being, communications, government relations, and sustainability. One of the central themes of the conversation is mindset. Roz explains that organisations can execute a technically perfect change process and still leave people feeling "battered, bruised, and burnt". What matters is everything surrounding the formal process: the conversations beforehand, the availability of leaders throughout, genuine consultation, and the willingness to listen when employees challenge the proposed approach. Roz also introduces positive intelligence, describing how understanding our internal "saboteurs" can help us recognise the gap between an event and our response. She shares her own tendencies towards restlessness and being a Hyper-Achiever, and how greater awareness helps turn an inner critic into something closer to a coach. The conversation then turns to the future of HR. Roz believes the old conversation about HR earning "a seat at the table" is finished. In her words, HR is now "holding the table up". She argues that today's strongest HR professionals combine power skills with commercial judgement, adaptation, optimism, and an ability to help organisations make better decisions. From resilience and boundaries to getting out into the business, simplifying HR processes, learning from difficult career decisions, and building your own trusted "board" or village, this episode is full of practical lessons grounded in lived experience. What You'll Learn Why technically correct change processes can still leave people disengaged What genuine consultation looks like in practice Why leaders need to remain available throughout change, not just at the beginning and end How curiosity can turn employee feedback into better transformation outcomes What positive intelligence is and how it differs from IQ and EQ How internal "saboteurs" can influence leadership behaviour Why self-awareness only matters if you actually do something with it How to turn your inner critic into a more constructive coach Why HR's role is now deeply commercial as well as people-focused Why the traditional "seat at the table" conversation is outdated How boundaries, prioritisation, feedback, and debriefing support resilience Why HR professionals need strong networks inside and outside their organisations How moving beyond traditional HR can broaden your leadership perspective Why physically understanding frontline work improves decision-making How HR can reduce complexity by simplifying policies and processes Why automation should remove unnecessary steps rather than add more What Roz learned from taking a promotion without asking enough questions Why title and salary aren't always the best measures of a good career move How building your own "board" or village can help during difficult periods Why asking for help is a leadership strength, not a failure Key Takeaways A perfect change process doesn't guarantee a positive employee experience.The conversations before, during, and after formal change processes can determine whether transformation succeeds.True consultation requires leaders to be genuinely willing to change their minds.Employee engagement can actually rise during change when people believe in the goal, have a voice, and feel involved.Positive intelligence helps leaders recognise the internal reactions that influence how they respond to situations.Self-awareness is only useful when it leads to different behaviour.The traits that make someone successful can also become derailers if they aren't managed consciously.HR's role is no longer just about "soft skills". Commercial judgement and decision-making are fundamental.People & Culture professionals need boundaries because much of their work is emotionally demanding and difficult to switch off from.Strong relationships and external networks are important resilience tools.HR should spend more time immersed in the actual work of the organisation. Roz describes this as being second only to safety in importance.If HR wants to improve productivity, a good starting point is fewer policies, simpler processes, fewer steps, and greater automation.A promotion isn't automatically the right next career move. Ask questions about the actual work, environment, and expectations before being swayed by title or salary.You don't have to have every answer. Knowing when ...
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    43 分
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