Sting Like a Bee

In this episode - I talk about the personal cost to create long lasting change, when Amster Reedy (Kaumatua/Pukenga) and I were tasked with the implementation of Māori cultural rituals / artefacts starting with the NZ Olympic team in Athens, 2004.

Kia kaha, kia maia, kia manawanui

Transcript

Copy Transcript Copied

SPEAKER_00 0:02

In the Ring with Trevor Shaler. Episode seven Float Like a Butterfly and Sting Like a Bee. Seems a bit corny, but it's from the man himself, Muhammad Ali. It was part of his you know Gift of the Gab. You know, float like a butterfly, sting like a bee. It was quite a famous famous saying in the in the boxing fraternity. Mind you, there are other famous ones, you know, Mike Tyson, you know it's all good and well until you get punched in the face. But I chose that for the name of this podcast, for this episode, uh I should say, because I I wanted to take the opportunity to talk about you know the the personal cost to change. And I I'm gonna tell a couple of stories around you know, the cost of change. That you know, change uh hasn't come lightly. And my concern is, you know, when I check out my social media feed, I'm not huge social media, but when I check out my social media feed, just more recently, obviously the Connections conference run by Sport New Zealand, you know, has been quite dominant in my um algorithm, so to speak, um in my algorithm. So I've seen all of the acknowledgements and all the awards that have that have come through, and it just made me realize and think about that we're not to me it doesn't tell me enough. Yes, it's great to acknowledge, you know, in in a social media sense, you know, the acknowledgement is the easy part, you know. Look, this person won something, you know, here they are with a trophy and a backdrop and boom. But actually, where's the story? How did it come to be? What were the learnings? Was it was it easy to do? Was it hard to do? Was it you know, when when you win um diversity and inclusion awards, there's an assumption that somebody's gone above and beyond to to make it happen. And I'm not saying that they haven't, I'm just checking in on actually what is the narrative, what is the story that sits behind the award and the acknowledgement, because I think that's where the real learning is. And and that's why I thought I would tell a couple of stories just to highlight the the challenge around the personal cost when designing and going for change. You know, because because that's my experience. My experience in having a a long somewhat long career in in in the sport, high performance, then sport and recreation, not-for-profit sector, coaching, all those bits and pieces. So I'm gonna talk specifically about uh Athens 2004 and a little bit before that, but it really relates to you know uh how we the personal cost of of building something to create a legacy, to create sustainable change and for it uh to you know to to manifest within the next iteration of that activity or that event. So 2003 multi advisory group was established for the New Zealand Olympic Committee. Multi advisory group helped provide some advice, direction. Uh you know, it's a it's a good first step in the space to have some expertise and some advice. The challenge with the expertise and the advice is you know, you you give it to the organization, but they have to do something with it. So there in you know, there became this tension between, well, yes, this is the advice, but who's gonna do the work? So Amster and I removed ourselves from the from the advisory group to to take on the role of doing the focus on the delivery of the advice. You know, because you can't do both, you can't sit sit and give the advice and then be paid or asked to implement the advice. You know, it's important to protect everybody in in those particular, you know, governance roles and the link governance management, all that all those good things. But anyway, I'll I'll get to the chase. The uh you know, so we'd built a range of rituals and artifacts to support the Maori cultural integration within the New Zealand Olympic team, and it was really, really important that as part of that process that we had some expertise alongside the team or with the team to ensure that there was cultural integrity around the integration within within the team environment. Because when you think about an Olympic Games, it's a multi-sport event, so it's not like there's one culture, you know, that all the teams, uh, individual tech, you know, individual athletes, teams all have their own way of of doing things, and it's really difficult, you know, in that multi-sport, how you you bring everybody together to to create that team culture and the the team environment. And that's the beauty of Maori culture, as others have written about. You know, m you know, culture isn't just about the rituals and the artifacts, and there's a way in which you need to go about it and embed it. And so both uh Amster was uh appointed as the as the Pukinger or the co-mart with the New Zealand Olympic team to Athens 2004, and I was appointed as the cultural attache or or and uh Amster's support person, you know, to be able to implement you know the the cultural elements that we had put forward. And you know, it was a massive opportunity right at the I would say cusp of things, but the truth is when I did my thesis on this area, the New Zealand Olympic Committee had previously been thinking about how to include Maori culture, but in a very you know narrow view, you know, somebody had thought, oh well, we must involve you know Maori culture somehow. I know, let's get you know, let's get them to perform a welcome. So, and again, my story right at the beginning days at in Barcelona 1992 relates to me getting up and doing the haka with Nati Ranana as they were welcoming the New Zealand team in Spain. And so, you know, fast forward to Athens 2004, so Amster and I were in the team to help implement these cultural elements. We were uh we were largely an unknown quantity, and what I mean by that is you know, we weren't a hundred percent sure how this was all gonna roll. So a lot of it was organic, but also a lot of it was you know about us reacting in the moment, you know, being on the spot, being able to think about, you know, what are the things that we can do to support that particular activity or or or what have you. And because I I'm an Olympian and uh Amsterd's depth in in Maori, Maori knowledge, that that combination that we would work together, that I my job would be about ensuring that we can translate that cultural stuff in a way that's not detrimental to performance, but also that it's that it that it um you know at the end of the day that our our role was really to to add value to inspire our athletes and team members. But our third point was around do no harm. And so anyway, we we flew to uh to Athens and and really the first thing that that hit me was the realization that we weren't actually Amster and I weren't actually in the team, so we thought we were in the team, but in actual fact, you know, how the team had been put together, and there's only a certain number of accreditations that they can utilize, and because of you know the unknown aspect of of what we were doing with Māori integration, Amster and I were housed outside of the village in a little in a in a house that they had hired or rented in a in a place just called Kafisia, and that's where we stayed. And essentially we came in at nine o'clock in the morning, gave over our passport, came in, you know, kind of did what we needed to do, you know, organize, welcome teams, train, train, teach the haka, all of those types of aspects, and then at nine o'clock at night we would check out and collect our passport and and go back to our accommodation. So that that was really the first shock to me that actually we're not actually part of the team. We we're actually Amsterdam and I are service providers. You know, we we come in at nine in the morning, we do what we need to do, we we support the team, we we do the welcome process, the gifting of Taonga, we explain the the Modi stone and the the kakahu, the the the kakahoo that's worn by the flag bearer. We we explain all those rituals and those artifacts, and you know, we're on call and we we give them a hand and then nine o'clock at night we we head out and go back to our accommodation. So yeah, it was and so when I start talking about personal cost, you know, I had been advocating and lobbying for this role alongside the athletes' commission and the athlete support role that was newly being developed alongside, and yeah, it wasn't what I expected, I suppose the realization that that it was quite a stark reality that we weren't part of the team. And there were two two things that happened that caused quite a bit of hurt and and shame. And I say hurt and shame, but let me tell you a story first, right? Okay. So Amster and I on our way over flying, you know, we were working through our processes around what we would do and how we would do it, you know, that we would introduce a welcome process so that athletes couldn't sneak into the village, that you know, athletes and team members who were available would come down and join in a welcome process. It wasn't compulsory, it would be a part of them participating and feeling connected to home, but also at the same time an opportunity to welcome others into the into the games environment if if they didn't, you know, oh and it was about connection too. Again, if I flick back to Barcelona in 1992, you know, there was no introduction, there was no welcome. Yes, there was a team welcome ceremony, but you know, I didn't know all the athletes. I knew who all the famous athletes were, you know, and but I didn't I didn't know the athletes. So this was this felt like a really good way to utilize, you know, the fuckafanongatanga aspect of the welcome for the team. So that's was the first thing that that we had planned. And and literally the the idea was that we would kick it off, we would start it, and then we would encourage more athletes to join. They would want to learn about the haka. And in effect, what ultimately happened, it became infectious. That actually we broke down the barriers, that it wasn't scary, you know, we we dealt with any misconceptions that around the woman in the haka and all of those aspects that came up. It was just such a great environment that enabled with a person of Amster standing to enable the athletes to have have the conversation about Mori culture and what it means. Equally at the same time, I'd like to say that Amster and I were clever enough to realize that, you know, we didn't want, we needed a separate strategy, a covert strategy that provided support for Māori athletes. One of the things that I was adamant about is that I didn't want athletes to feel like they were Mori athletes, that they were learning their culture in front of others. And so we made a particular point to ensure that you know the Mori athletes that we knew of felt part of the process, and we were there to support them if they wanted to take up the opportunity to lead a bit more, should they wish, knowing that their role was to focus on performance first and foremost. So like I think it was a perfect grounding for what we needed and where we were at that time in in the cultural introduction uh within the Olympic and Commonwealth Games movement. And you know it was just so different though, being on being being in it, not just on it. And so there were there were two things that happened, you know, and and so I I'll tell you the first thing. The first thing that happened was because Amster and I were housed outside the village and we weren't actually team members, you know, we were kind of team members, but we weren't really, you know, the the the uh everything, you know, everybody said we were part of the team, but the the the uh the practice was to the contrary. And anyway, we would come in with and give our passports, get a day pass, and then we would go over to the New Zealand team and then check in, see what everybody's up to, work out what welcomes we got on, how we, you know, what process we did. You know, we had a process to go and meet with the team to tell them we're doing a welcome and make sure that, you know, they would sometimes prepare to re respond. You know, it's a really cool way of of of doing things. This is not uncommon, so I'm not, you know, from a from a Māori perspective or cultural perspective. And um, but anyway, we'd come in and so in order for us to we were there from nine in the morning and nine till nine at night, and then we'd have to, you know, so we would have to get a meal ticket and would somebody have to take us into the into the the food hall, you know, for us to eat. And if we wanted a drink, we would have to ask somebody if they could swipe, you know, that everybody had a like a Coke uh bottle, and that Coke bottle gave them free access to drinks throughout the village, you know, vending machines all over the place. And so, you know, when we were thirsty, I'd I'd say to somebody, hey, uh, you know, do you do you mind? Can I borrow your Coke bottle or or do you can you do you think you could swipe and get you know Amster and I a drink? And um, you know, and so that went on for a couple of days, but I was pretty ho-ha, you know, that that I'll you know, cap in hand that you're asking for, you know, oh, can I grab a drink, please? Can you know, can you use your swipe to to get me a drink? So anyway, Mark Elliott, I think he was in high performance for cycling, I think at the time, he said to me, Oh, mate, you fellas shouldn't have to be asking to for drinks. Why don't you why don't you go and see the GM of ops and just you know ask him to to borrow one? And then you can just get get drinks whenever you you need. And I thought, well, that makes sense. You know, it's a bit embarrassing having to, you know. Do you like a water? Oh, I'll go and get you one. Oh, excuse me. Can you uh is it okay if you can you use your swipe thing to get get me a drink of water, please? Because they're free, but I don't have one of those swipey things. So anyway, I headed into the uh into the admin area and bumped into the GM of operations, and I s which I I'm not gonna name the person. I said, Oh Mark Elliott just uh sent me in here and said that I should come and ask for a coke fob so that I could swipe to get drinks when when I you know when Amsterdam and I need a drink. And the individual said, I'm sorry, I can't give you one of those because you're not in the team. Only members, official members of the team, are allowed a a Coke bottle. And I just shriveled, I just couldn't believe it. I can't you know, I thought, oh my goodness, I shouldn't have, I should have known this was gonna be the response. Actually, I thought the response would have been actually with there's quite because there were quite a few sitting on the table, because there were still athletes coming in, and everybody gets allocated one, and yet they couldn't give us one to use while we're in the village. And I just felt so belittled, you know. And are we back? You know, and you know, and again, this this is the the cost of change, right? And you know, the personal cost. So I just felt so much shame and embarrassment that you know, how dare I ask for a small little plastic Coke bottle to be able to access drinks, you know, when all the drinks were free. Anyway, that was a really stark reminder that you know you might think you're in the team, but you you're not. All because of a Coke bottle. Funny, eh? Anyway, I went back to Mark Elliott and I felt like clipping his ears, going, Man, I can't believe you put me in that position where I I just made a fool of myself. So that was the first one. Second one, Sarah Ulmer, you know, in her cycling race, you know, wins wins gold. And it's a huge, you know, she Beatrice Farmer Weinar was the was the uh the flag bearer and the team captain, but unofficially Sarah Ulmer had uh quite a huge influence in that space in terms of her leadership and and so on. And anyway, she wins gold. It's an awesome achievement, naturally. She she had to do drug testing, you know, as a medalist, and it was getting late, and the expectation was that she would come back to the village, and we would we would welcome her back in with a haka to celebrate her recognition and her performance, and happy days. That was the plan. I'm not not sure what happened, but the drug testing took quite some time, and we were getting closer and closer to nine o'clock. So you all know what happens at nine o'clock. Nine o'clock, Amster and I head for the the doors to uh exit the village because our time is up. And the chef de Michon, uh Dave Curry were so adamant that we needed to be to stay, to be part of this process. And at the time I said, ah, look, it'll be fine. You fellas will be you guys will be right. We've done uh you know, done enough work, you know, to lay the platform, you know, you guys, you know, you just got to back yourselves and you you'll you'll be fine. And but then you know, flip side to that is you know, having Amsters' presence at the welcome or at the at the celebration, you know, adds that level of integrity and support that allows them to really let loose and go for it. So, you know, I can understand both sides, you know. So, you know, Dave rang the uh the office and said, Oh, you know, can I please get a dispensation for my uh two Māori advisors, my two natives, that those are my words, for them to stay a little bit longer in the village. So anyway, we we we got the permission to stay a little bit longer, and it was starting to get you know, bumping up against that time, and I could see what was gonna happen. I literally could see what was gonna happen, and sure enough, you know, it was it was dark, the lighting was on, Sarah Ulmer comes in with her support crew with her medal, you know, all the guys. Strip off and we just launch into this awesome hucker and we just throw it down and it just with the lighting and the mood and it was it was what you know spine tingling you know it was it was really cool and you know she burst into tears and you know I'm not sure how they did it but there was uh champagne and you know it was all a big celebration it was just such an awesome you know occasion and then two minutes later Amster and I are uh are are walking out so we the team are celebrating with their champagne while Amster and I are on our way out of the village because our time was up and we because we weren't part of the team and we had another team member that that came out who who was really upset because he could see what was what was happening and he was like oh man I can't believe they're doing this to you guys and blah blah blah and so I was like no no no look and in 2004 there was a famous well not famous but there was a a game show on TV and when you didn't do well in the the in the game the uh the emc would say Trevor Shaler and Amster Reedy you are the weakest link you know that show the weakest link and I I remember saying turning to Amster and said Amster Reedy you are the weakest link and um we laughed we had a laugh about it but actually it it was a pretty hollow laugh because it really felt terrible so anyway we get back to the village and I was uh sorry get back to Cafisia to our accommodation and I was pretty upset about what had gone down you know we'd we'd done our part but you know we we hadn't oh you know we I wouldn't say trample on you know hamster's munner or stuff like that it was it was you know unintended consequences of not having us in the part of the team was that you know we were required to do these spine tingling you know performative stuff that really you know united and brought everybody together but then we would have to leave because we weren't actually permitted to stay because we weren't part of the team so the next morning when I got in I organised a meet with Gary Hermitson who is our sports psychologist and the chef de Michon and the games team manager I was in tears and I just said man you know do you know what you fill us did yesterday and they said no what and I said I know it it was awesome for Sarah but actually wasn't that awesome for us and you know my role is to support Amster and he's a he's a tohuo or a person of standing a Tangatoronui within our culture and here I am supporting him through this that we we you know it wasn't good and uh I was pretty upset about it and I just said look you guys need to rectify this this is not the expectation that we had and and ultimately this is what the personal cost looks like to get change and they weren't able to make any change for Amster and I because it was already set you know with the accommodation and all that stuff and there was a I I think we got a Coke bottle you know that there was you know an acknowledgment that we we we'd got this part wrong or or that it could be done better. So post that games there was a commitment made that you know the cultural role or roles would not be outsourced that they would be be built in and be part of the accreditation requirement and you know as far as I'm aware you know that's we're 20 plus years now but it took tears and it took you know that sense of shame and I I I wanted I went in the next day and I told Dave and Gary the situation because I wanted to give them the opportunity to see if they could make a difference to change the circumstances that that Amster and I found ourselves in and rather than wait till the end of the games and then tell them oh yeah by the way you know it was pretty wh-ha for us because we we didn't really feel that connection yet we were the ones creating the connection so yeah so look those are those are my two two stories from from Athens and these stories go to you know certainly to Amster's character because you know I think if it had been anybody else you know we we might have decided to pack up and go home even though it was an unintended consequence of of things so but there is more to come on this because if you think that was bad you know we're not there yet far now and there there were a number of other instances that that happened I wasn't able to write about this in my thesis the idea was that I would write about this as a supplementary piece to talk about you know the impact of of change the personal cost of change and to to me you know when I reflect back on this work you know Athens was a watershed moment for us it was organic by nature we had the right people in the right roles at the right time you know we were really fortunate with having Dave Curry fortunate with you know I think Richard de Gruen was came to the party a bit later look it took him a bit a bit a bit longer to be convinced but at the same time you know they put in a an award uh put in a a video because they did a video internally around one team one spirit and they they won an award for their their video this video production of this this notion they came up with with one team one spirit but it was all about the role of Māori culture and they they got an acknowledgement for that so you could probably argue there was three three lots of hurt there so I'm gonna I'm gonna stop it there because I'm gonna try I was trying to keep this short and sharp and I've got to 30 minutes which is as long as I really want to want to go on on this podcast but realistically the challenge when you're receiving awards and acknowledgments you know it would be great to know a bit more about the struggle to get there because otherwise it it doesn't feel real and I know that there's a number of Māori sports you know who have they they should be getting acknowledgments for perseverance they've had to persevere you know with no resourcing no funding while NSOs you know get around to making time to make them a priority. So again that's not a dig that's just part of you know the journey that we've all been on in this space anyway I'm gonna close it there that's me float like a butterfly sting like a bee so there's a Mari Humor there's a lash in the tail there so there's some some insight but it comes with a little bit of a tickle Trevor Shaylor signing out.