From confident cattle industry leader, to so much more, Catherine Marriott reflects on what she has learned since taking part in course 17 of the Australian Rural Leadership Program, and how the challenges along the way have forged her style of leadership.
A bout of heat stroke over the hot WA summer took Broome-based Catherine Marriott by surprise while preparing for her role as a team leader on Tour de Cure ā a cycling movement dedicated to raising funds for cancer research. This year, they are riding from Sydney to Geelong (1400km) in 9 days.
She will be leading āTeam Sunriseā, which includes Channel Seven personality, Mark Beretta and Ex Sydney Swans great, Plugger (Tony Lockett).
But getting a touch of heat stroke in her quest to do something she cares about is indicative of the lengths Catherine will go to, to champion what she believes in.
āWe lost dad to cancer when he was 40. Riding to cure cancer is an awesome way to look after my own health while raising money to ensure other families donāt have to endure what we have,ā she says.
So how does the former RIRDC Rural Woman of the Year fit it all in ā and more importantly, know what to say āyesā to?
āFor me, itās always a challenge, but ultimately, you need to understand why you do things. The powerful driver for me is building resilient and vibrant rural communities, so anything I do has to positively influence those things.ā
Despite being known for her confident, driven leadership in agriculture, last year Catherine was forced to confront a challenge beyond anything her life as a leader had prepared her for.
In 2018, after a guilt-ridden period of paralysis, she put in a confidential complaint against then-agriculture minister, Barnaby Joyce, of sexual harassment to the National Party. Her name was then leaked to the press.
āIt was pretty traumatic, to be perfectly frank. I had to call upon all my resilience and also my amazing support network to get through, which I was very blessed to have.
āIt was just this quagmire of emotion, and I guess I was conscious of not being known as āthe sexual harassment personā ⦠I chose to take a stand, but I didnāt choose for it to be public. That took a lot of grappling with, because all of a sudden I was known for something that was supposed to be private.
āItās changed me because Iām no longer scared. Iām actually really grateful for last year, for the lessons Iāve learnt. Iām not grateful for having gone through the experience but Iām very grateful for what it has taught me. The people that supported me from all levels of power and political persuasion was overwhelming at times,ā she says.
āIāve learned to be much stronger. Iāll call things that I typically wouldnāt have called. Iām happy to be the example if it means it becomes easier for the next person.ā
Indeed, Catherineās sights are now set on playing her own, formal role in leadership development, and putting to use a few of her unique insights into āidentityā and leading authentically.
After becoming a leader known for her work in the cattle industry, Catherine says she was aware of raised eyebrows when she left the industry to establish an organization focused on building confidence and capacity in women.
āAll through your life, itās easy to get caught up in that identity thing. I have now realised, people will often keep you playing a role because it suits them. I donāt think it is a conscious thing on their part. Itās only when you pause and reflect on what you want and why you are doing something that you get clarity.ā She says.
āIām looking at gaps in rural and regional Australia, and I see a space where we need to continue to pull the knowledge and experience out of retired farmers ⦠Iād really like to develop a program that brings that knowledge back into the fore and makes them feel valued, while adding value to the industry,ā she says.
āThen thereās another part ā Iām developing a slightly different program to enable people to pause and reflect on where they are, how they got there and determine if the role they are playing serves them, or enslaves them. Then work to either get out gracefully, or build to get stronger and more efficient.ā
Catherineās vision for her own leadership programs are, of course, inextricably linked to her own leadership development experiences, including participating in the ARLP at the age of 28.
āHand on my heart, no holds barred, the ARLP changed my life. It turned me from a leader who was a proper little upstart, who didnāt realise she had so much to learn, to realising the power of vulnerability and the power of asking for help,ā Catherine laughs.
āIt made me realise I didnāt have to have all the answers ā I could recognise skills in other people, and therefore make team dynamics much happier, but also much more effective.
āIt also helped me understand the power of listening, and actually appreciating peopleās stories. This challenges your judgement and breaks down barriers. I think empathy is essential for effective leadership.
It also comes back, Catherine reflects, to the filter she has become so adept at applying to what she chooses to say āyesā or ānoā to.
āItās about being clear about what you stand for and importantly why; communicating effectively and being generous with your spirit. I think itās really important to have a vision thatās bigger than you, making sure your goals are benefiting a greater good. And then stopping and listening to other peopleās ideas so that they actually buy-in to it.ā
The āhatsā she currently wears include WA Manager for the CRC for Northern Australia; a Commissioner with the Australian Centre for International Agricultural Research; an elected member of the Broome Council; a board member of the Kimberley Development Commission, a member of the Broome Visitorās Centre Board and a member of Rangelands NRM Board, as well as running her key-note speaking and MCing business.
And if thereās one ARLP lesson she carries across all these roles?
āRecognise strengths and passions in others, listen to what they are, and arenāt saying. The role of a leader is to create a vision, challenge the norm, build capacity in your team, then get out of the way and through guidance and reassurance, let the magic happen.
Photo first published on ABC.