First class First Nations leadership
- 7 days ago
- 3 min read
Based on research by Mark McCrindle, today's school leavers and younger generations (Gen Z and Gen Y) are expected to have an average of 17 to 18 different jobs across 5 to 6 distinct careers in their lifetime. This high level of job mobility is driven by a variety of things, reflective of a 3-year average job tenure and rapid technological/generational changes.
Whilst being a long time since graduation from secondary school, my mind was drawn to this with
the recent resignation of our Aboriginal Services Manager, Matt Norris.
Across 16 years of generous, committed service, Matt has served and contributed in a wide variety
of roles and programs, including as:
• Youth Worker
• Outreach Worker
• Youth Connections Worker
• Team Leader Social Inclusion
• Cultural Lead Intensive Therapeutic Care (ITC)
• Specialist Homelessness Services (SHS) Manager
• Daramu Team Leader
• Aboriginal Services Manager.
An impressive list and body of work! In Matt’s own words, not only has Matt been a valued,
valuable and significant colleague, leader and friend, Matt has ‘grown up’ in and through these
16 years. Matt commenced with Marist180 as a trainee; he leaves us this week having served as a
Team Leader and Manager, destined for a senior position in an Aboriginal Community Controlled
Organisation.
In reading and reflecting upon the recent message of the 23rd General Chapter of the Marist
Brothers, Br Peter Carroll and the Chapter participants have made five calls; the fourth call is to be
‘Builders of Servant leadership’. This call to Marists is to be:
‘committed to fostering servant and prophetic LEADERSHIP, along with governance and
management models that open pathways toward a viable and sustainable future’
These words speak clearly and authentically about Matt and his leadership; in particular to what
the foundational values are at the heart of this call, and of Matt:
These values are evident in the video that Marist180 had made for our 30 Year Anniversary. Matt
is featured in this, and among other observations and reflections, Matt offers these four (in italics
below):
‘We don’t often see the consistency and work that is provided, especially to my people’
Matt and his team listen and discern, and from this are visionary... and in for the long haul.
‘Staff that has grown up in the area we work with....’
A critical part of the Daramu team is the strength of their teamwork, so ably led, celebrated and
featured as we farewelled Matt.
‘I feel that there is a connection piece between the young people and all the people in this office’
A strength of Matt, and the team he has led, is connection, founded in and on transparency.
‘When this young person hits 20, 30, 40, they’ll remember Daramu... they got me my licence... I
learned about my totem... I sat in the yarn circle and learnt about our people’s cultural artefacts’
All these experiences, and many more, led by Matt and the team, build and grow co-
responsibility... now and for the future.
As I complete this piece, it is National Apology Day - the 18th anniversary of the historic National
Apology to the Stolen Generations by then Prime Minister Kevin Rudd. We commit again to
redress, healing and ongoing care... elements that Matt and the team at Daramu are committed to, work on and work towards.
I would like to acknowledge and express, with deep gratitude, Matt, and wish him and his family
much success and the very best of wishes as he concludes his time with us, and embraces a new
chapter. His contribution and legacy are and have been significant.
