This webinar explored what Te Tiriti‑centred leadership looks like across schools, organisations, and communities during a time of contested public discourse. Here are some of the main themes from this kōrero:
- Te Tiriti is for everyone in Aotearoa – it shapes identity, leadership, and belonging.
- Schools must hold a long-term strategic vision for Te Tiriti, not swayed by short-term political cycles.
- Deepening relationships with mana whenua is foundational – and must be resourced.
- Effective Te Tiriti action strengthens the whole system: equity, wellbeing, culture, teaching quality, and community trust.
- Courage, love, patience, and honesty are essential leadership qualities for this journey
Mikaere October — Principal, Trident High School
“Leading with Te Tiriti means placing equity at the centre of every decision – not as an initiative, but as the identity of the kura.”
• Te Tiriti and He Whakaputanga guide ethical leadership and equitable outcomes.
• Leaders must apply a Te Tiriti lens to all decisions.
• Build direct, authentic relationships with local iwi.
• Embed te reo, tikanga, and culturally sustaining pedagogy.
• Use Māori student data honestly to drive action.
Precious Clark – CEO, Maurea Consulting; Ngāti Whātua Ōrākei
“Iwi are the true Tiriti partners. When schools invest in understanding who we are, they build relationships that uplift all our tamariki.”
• Iwi capacity varies; schools must prepare with cultural competence.
• Māori staff are not the Tiriti partner – iwi are.
• Learn history, tikanga, and correct pronunciation before engaging.
• Relationships must be co‑beneficial and properly resourced.
• Leaders must maintain hope and hold the long‑term view.
Martin James – Director, Third Story
“Commitment to Te Tiriti is measured not by principles on paper, but by everyday actions that show we are willing to step up, stand with, step back, and sit with Māori.”
• Build critical consciousness through understanding historical context.
• Apply a four‑part allyship framework: step up, stand with, step back, sit with.
• Move beyond principles to daily demonstration.
• Equip staff to navigate resistance. Here is the link to the resource Martin referred to around managing resistance.