Top jobs not always about money

Mark Wells

Some people are attracted to a job because of the salary, others take up jobs because they want to be part of a strong brand, and others because the job comes with a flash car and cool toys.

Fortunately, some people are motivated to seek jobs because they are determined to make improvements, not just for themselves but also for you and me.

Working for a non-profit organisation attracts the kind of people with strong values, such as Mark Wells, who was appointed chief executive of the Youth Hostel Association (YHA) 10 months ago. He has a personal commitment to sustainable development and believes that "we must make decisions for today that will sustain the environment and the Earth in the future".

Wells is driven by a desire to make a difference, both personally in terms of assuming leadership roles, and in terms of the YHA making their guests' travel experiences as rewarding as possible.

Wells' background is in leadership roles for the non-profit sector in social services. He was general manager at Southern Barnardos and before that with Relationship Services.

Wells describes himself as an outdoors man leading an active life, with a varied sporting background.

He could have opted to pursue a better-paid job at this point so it's refreshing to hear Wells say that career choices aren't always about the money. "Achieving values alignment is more important and rewarding than just the level of salary," he says.

"I have always chosen to work in the non-profit sector because, while there must always be a focus on financial sustainability, that takes place within a values-based organisation with those values informing the outcomes that are more than financial. "They are more than just the bottom line and more than just profit, which is usually the 'driver' for shareholders."

He says that the YHA has a triple bottom-line commitment - while he is obviously concerned about the financial bottom line, he is also committed to achieving "social and environmental outcomes, and therefore measures 'success' against those as well".

Wells is a man with a mission. He realised that although the YHA network had a strong brand and reputation overseas it had also become one of the country's best-kept secrets to Kiwis - only 13 per cent of its guests are New Zealanders.

"People here are less aware of our network as an accommodation option and the association sees this as a serious challenge. We are looking at opportunities to make YHA hostels and membership more relevant to New Zealanders."

He says more emphasis is being placed on researching members' views with opportunities for feedback through surveys.

"I would like to think that I am experienced as open and participatory in support of a stewardship leadership model across the association. At the same time, I like to be clear that it is a management decision-making model in place - participation does not mean consensus decision-making."

Communicating with people from across the YHA is one way he is moving the organisation forward.

He has developed a strategic plan that has an inclusive approach - the board, management, hostel staff and national office staff are all participating in the process, with wider consultations happening across the entire organisation. "As a consequence we have not only created a strategic context for all decision-making, but a sense of connection to the longer term vision for YHA."

But there are pitfalls. Wells points out the need to be clear and explanatory as a leader.

He has learned through trial and error that it is important not to take for granted that people all think alike. "Don't assume that people understand your motives for action or rationale behind a particular decision," he says.

He is aware that the association faces big challenges. Externally, there is the challenge of competition, and of being considered as an accommodation option by New Zealanders. "We are developing strategies around the Auckland market which is really important to us as it is the gateway to the country, as well as working offshore with pre-bookings. We are moving more towards the one-stop-shop by selling travel activity as well as beds."

Internally, he plans to boost support of hostel managers more effectively in recognition of the stewardship leadership model to which the YHA aspires. His aim is to ensure that they have the resources and support available to assume full leadership responsibility.

One of his other aims is to correct a common misconception that the YHA is aimed at the young. "Our 26,000 New Zealand members represent all ages and backgrounds and in fact we are seeing more families and older people joining now."

More than 21 per cent of guests are aged 50 and over and 13 per cent are between 36 and 50. Many of the guests in this age group are New Zealanders seeking to rediscover their country through the YHA network.

The aim is clear - YHA intends to capture the young at heart, those baby boomers with a desire to explore New Zealand's most alluring places and willing to muck in with environmental projects.

In its 2004 annual report, YHA noted that record overnight levels had been achieved across the network. The demand for greater privacy and comfort is a focus, given the changing approach of travellers. Families and couples can now book rooms with ensuites at most hostels.

Even a non-profit organisation needs a considerable level of investment in order to grow its network. The YHA balance sheet is strong because of its property and plant. But though the association is flourishing it needs to be mindful of market forces and have a commercial orientation.

Wells says the YHA is constrained in the development it would like to achieve, but0 with healthy forecasts for visitor numbers, he remains excited about the future.

There is a wide range of jobs that make a difference to our lives. What is Wells' advice to people seeking senior jobs like his? Any leadership role in any type of organisation requires core attributes: - a strategic orientation, interpersonal skills, technical management skills in relation to business planning, and financial management.

Wells says: "In my short time in the CEO role I have established that it is important to work positively and openly with a board, to understand and manage the interface between governance and management, and be able to 'stand alone' from time to time in an organisation."