Responsible for leading NAB’s first operational teams in India in 2014, Tina gained an appetite for working across cultures to build deep lasting connections and change.
Thinking about it for some five years, Tina says it wasn’t until the stars aligned through NAB’s partnership with the First Nations development organisation, Jawun, that this expression fully took off with place-based volunteering.
“I had the support of my partner, and my manager at the time, to embark on this volunteering opportunity NAB supported with Jawun and dedicate six weeks to work in the Kimberley, and with the local organisation, develop an action plan and roadmap for success,” Tina says.
“I learnt so much professionally and personally through this opportunity, and through it developed a strong desire to be an active ally to First Nations people going forward.”
Through NAB’s partnership with Australian Business Volunteers, Tina was given the opportunity to do just that by drawing on her wide-ranging professional skills to provide transformative social value.
Applying for NAB’s Customer Strategy Challenges Program, Tina joined 11 business experts from NAB to join a nine-day challenge for their customer, Clothing The Gaps.
“On the first day, we went to the office and CEO Laura, a Gunditjmara woman, had tears,” Tina says. “We were the most number of non-Indigenous people to be in the space, and without knowing who we were, we realised the trust and responsibility that Larua and her team were imparting on us.”
Apprehension dissolved to empowerment as the NAB team of expert volunteers came together with the support of Australian Business Volunteers grounded facilitation.
“ABV created a safe space to learn and have creative freedom to operate outside of our comfort zones. We were able to lean into our specific skills, respectfully challenge one-another to grow the strategy, and come together for a shared goal.”
By the end of the nine days, Tina and the NAB team had developed a clear concise three year business strategy detailed across 40 slides, a 68 page report and 11 supporting documents with key insights and observations.
When the team presented the strategy alongside video recordings from customer reflections, the CEO, Deputy CEO and Warehouse Director, were touched. “There were tears once again, but this time from gratitude, capturing the full circle that we had come in such a short time. “
“ABV coordinated post-event debriefs with us all one month and six months after, where they shared how they were using the work and the impact it had made.”
Influencing big decisions from Clothing The Gap’s product range, stock orders through to lifestyle benefits for the team, the strategy had helped inform evidence-based decisions, as well as engage people across the organisation on a shared strategic journey.
Speaking to the skills she gained through this process, Tina says she has become a more engaged colleague and a much stronger leader through this process. “I have worked outside of my comfort zone and been able to walk alongside people from different cultures, expertise and levels in an organisation.”
“I have also learnt to negotiate with colleagues, challenge one another respectfully and grow together towards a shared goal; not to mention the lasting relationships I’ve forged with likeminded people through volunteering who are truly inspiring.”
For those wanting to connect with the community through volunteering experiences like this, Tina recommends finding an organisation you are passionate about and not underestimating what you can bring to the table. “Your level of investment will be based on the passion you have.”
Find out more about NAB and ABV’s nine-day challenge with Clothing The Gaps and the impact this program has had.
