12 Apr 2022
We talk with Matt Harris FEngNZ CMEngNZ CPEng IntPE(NZ), South Island Business Unit Manager at Babbage Consultants Ltd.
Role: South Island Business Unit Manager, Babbage Consultants Ltd
Based in: Ōtautahi Christchurch
Qualifications: Bachelor of Engineering (Hons), University of Plymouth, United Kingdom, 1996
New Engineering New Zealand Fellow Matt Harris began work at age 16 as a technician in the United Kingdom. He then studied to become an engineer and, after graduating, spent two years as a structural and civil engineer in the Southeast of England before travelling to New Zealand. In the 25 years since then he’s worked on projects in the Channel Islands, Australia, Singapore and the Maldives plus others throughout Asia and the Middle East, delivering structural, civil and infrastructure projects across a variety of team disciplines and developments.
Matt Harris
What attributes make you a good leader?
It’s important to communicate a direction and empower a team to unite in its delivery, while maintaining the strength to challenge ideas and encourage change for continuous improvement.
At the end of each day, what tells you that you’ve been successful?
We face new challenges and changes every day but if, at the end of the day, I've seen our team strategy move forward in some aspect large or small, then I feel I've made headway.
What inspired you to become an engineer?
At high school I was interested in how things worked and wanted to do something technical. I was very fortunate to begin work in a small engineering practice when I was straight out of school, opening my eyes to engineering as a career and the many opportunities being an engineering professional could lead to.
Who opened a key door for you?
My first boss, who took a chance on me at 16 and showed me how diverse and rewarding a career in engineering can be.
How do you connect your work with a sense of greater good?
By making a difference – whether it’s delivering a successful project, helping a young engineer develop their career or seeing a wider discussion develop across engineering by supporting and being involved with Engineering New Zealand.
How do you start a difficult conversation with someone you lead?
By being across the issue and asking questions beyond the surface answers – be clear about what you’re discussing and why. Always be calm, deliberate and finish the discussion with some identified outcomes or deliverables.
Who is a leader in New Zealand you admire and why?
Regardless of your political affiliation, I think it’s hard to go past what Prime Minister Jacinda Ardern has faced in the past four years of government and how she is held in such high international regard. Her response to the Christchurch mosque shootings was extraordinary and will always be a lesson in leadershipto be remembered.
What changes have you made to your leadership style since the onset of Covid-19 in New Zealand?
Change is always a work in progress – hopefully I’m seen to inspire a flexible work culture that has lots of conversations and listens wherever possible. Listening is so important during these difficult times.
What questions have you been asking yourself lately?
The next 20 years is going to bring immense challenges in addressing climate change. How can I prepare and continue to add value across those challenges? What skills do I, and my team, need to develop to provide maximum value and leave a lasting positive legacy?
