Natasha Callister – Chief Commercial Officer at MTF

How do you define effective leadership, and how has your definition evolved over time?

I believe strong leaders foster a culture of excellence, bring grit and unwavering determination and get everyone swimming in the same direction. You’ve got to be outwardly focused so putting the team and organisation above yourself. 

In terms of evolution, I think journeys often start from being a high-performing individual contributor or subject-matter-expert, so being decisive and guiding others is a cornerstone; however, as leadership skills develop, you need to transform from being the one with all the answers to the one with all the questions. That humility doesn’t mean weakness; there’s the saying, “if you wanna go fast, go alone, but if you wanna go far, go together”, so focus more on listening, enabling others to bring their talents to the fore and fostering collaboration. And a good leader must have energy and belief in abundance. You set the weather! 

What strategies do you use to build and inspire a high-performing team?

I always start with the people. To inspire a high-performing team, you have to truly care about the people in your care so building trust and psychological safety is number one. Take time to understand the team – their motivations, their why, their unique strengths. Without trust, people won’t innovate or push boundaries, and leaders risk breeding sheep. 

The next piece is clarity: where we’re heading and what success looks like. I’m also a big fan of transparency, its crucial – some leaders focus just on individual performance however I believe in putting team and wider business metrics front and centre so everyone has context and knows where we stand. Leaders must show up daily with energy and positivity and empower their team to deliver. “High alignment, high autonomy”. When people understand the goals, they don’t need to be micromanaged; they have the freedom to innovate and problem-solve in their own way.

Can you share an example of a leadership challenge you faced and how you overcame it?

I’ve spent a large part of my career in the media industry, which is dynamic and vibrant but also challenging in terms of changing consumer preferences in how they consume content. Where legacy products like print magazines previously dominated, audiences now gravitate toward digital channels to stay informed, entertained and to shop. That was such an exciting challenge to tackle and gave us incredible breadth to innovate, be creative and try new things. I tried to inspire my team to give things a crack, fail fast and lean into ideas that showed potential. As a leader you’re trying to respect the history and the deep experience your team has in a particular lane but also break people out of their comfort zone and give them the confidence to accelerate their learning and capabilities. Over my time we introduced podcasts, vidcasts, video journalism, ecommerce models, subscriptions models and events, so much really when I think about it. What makes me proud is not just the audience and revenue growth but the team’s ability to adapt, challenge the status quo, and embrace change with creativity and confidence.

What role do mentorship and networking play in your approach to leadership?

I’m a mentor through the University of Auckland’s He Ira Wahine programme, and through my work at Women in Automotive NZ. Both are incredibly rewarding. Mentorship doesn’t always need to be formal; sometimes, it’s simply a coffee or call to help navigate a challenge. I love the saying, “a bright light, a clear mirror, and sometimes a kick in the pants.” It reminds me that great mentorship is built on trust, safety, and honesty to tackle the hard stuff together.

When it comes to networking, I’m not one for formal networking events. My network has grown naturally through diverse, people-facing roles. I prioritise 1:1 connection and focus on building genuine, two-way relationships. 

How do you balance maintaining authority while fostering collaboration and inclusivity?

To me, leadership isn’t about authority. If you need to rely on an authoritative approach to manage people, it’s a sign you’re missing the mark as a leader. Rules and authority force a culture and if you have to force it then you don’t have it. Instead, try to create high performance expectations. Leadership should be about setting a clear direction, ensuring everyone understands what success looks like, positioning people in their strength zones, and giving them the space to deliver on those expectations. So, I’m highly collaborative in that sense – never above the team, never below the team but I try to get alongside the team, helping them progress their initiatives, holding them accountable to what we’ve collectively signed up to and championing progress along the way.

What is the most challenging obstacle you’ve faced in your career, and how did you navigate it?

Challenges are what make the journey exciting! One that stands out was during my time at a large volume brewery business, in the lead-up to summer—our busiest season, where we handled a significant portion of the year’s volume. We faced a major supply chain issue: a shortage of empty kegs from our global supplier, coupled with a staffing crisis in our warehouse.

The potential impacts were enormous, but after the initial “oh shit” moment, we jumped into action. We stood up an entirely new supply chain, onboarding alternative suppliers and implementing a storage network of chilled and ambient facilities across metro locations to reduce turnaround times. We repurposed our sales team as pickers, packers, and delivery staff, even arranging forklift license qualifications for many of them. It was truly all hands on deck.

What began as a crisis turned into a remarkable period of camaraderie, resilience, and innovative problem-solving. Thinking on our feet and pulling together as a team to overcome such a significant challenge created a massive sense of accomplishment. It’s one of my fondest career memories and a reminder of what’s possible when people rally together.

How do you maintain resilience and focus during periods of uncertainty or failure?

I don’t see failure as a stopping point – it’s more like steps toward success. This mindset is a core philosophy in our household, something we reinforce with our kids regularly. Language is so powerful. For example, never say, “I’m no good at this.” Instead, say, “I’m no good at this yet,” The word “yet” holds a promise of growth and future achievement if you’re willing to put in the effort and not give up.

Like everyone, I experience moments of uncertainty, especially when I’m stepping into a new opportunity outside my comfort zone but that’s a great thing, it shows you care and are willing to grow. I remind myself, “This feels tough now, but it’s part of the process.” I lean into the discomfort, give myself time to find my footing and I trust myself that things will start to click. It’s powerful to be comfortable in the uncomfortable.

What are your go-to strategies for managing stress and avoiding burnout?

One of my core strategies is having a dedicated work-from-home day each week that I call my “strategy-planning-deliverables” day where I schedule no meetings. Most of my week is about others – leading, collaborating, and connecting – so this day gives me the space to think bigger picture, plan for the longer term, and focus on delivering key priorities.

Can you share a time when you turned a significant setback into an opportunity for growth?

I’m not sure I’d call it a setback in my personal experience however many women face what’s referred to as the “motherhood penalty”. Taking time out of the workforce to have children can result in lost career momentum, being overlooked for promotion, missing out on salary reviews, or a loss of confidence when returning to work. Even without those things, returning to work and juggling small children is really challenging – markedly so in traditional operational structures. 

That reality really bothered me, particularly as I’ve spent much of my career in male-dominated industries. In 2022, I decided to channel that into action and founded Women in Automotive New Zealand – a collective committed to increasing women’s participation across the automotive industry and supporting them to advance into senior leadership roles. I’m passionate about creating a legacy for other women who want both the family and a career at very senior levels.   

How has your perspective on resilience changed as your career has progressed?

Early in my career, resilience was about building my self-confidence and learning to navigate the peaks and troughs. I focused on managing my own reactions and figuring out how to bounce back from setbacks. These days, not much rattles me – I’ve come to trust in my ability to handle whatever comes my way. I love the concepts from the book “Feel the Fear and Do It Anyway”, which emphasizes if you knew you could handle anything that came your way what would you possibly have to fear. 

Self-care is also important in maintaining resilience. I have a saying “sunshine-sleep-and 24hours”, that helps ground my perspective when a big challenge feels tough. 

As my leadership journey has progressed, my perspective on resilience has broadened. It’s not just about me anymore – it’s also about supporting my team. I make an effort to understand what’s happening in their lives, inside and outside of work, so I can better gauge when they might need extra connection, encouragement, or a boost in confidence. 

What habits or routines have been instrumental in your personal and professional growth?

I’m a big believer that learning never stops. I read lots of business books and business leader biographies, and I’m also an avid podcast listener. I’m an active relaxer, so you’ll often find me out walking on the weekends with a podcast on – it’s a great way to reflect, learn, and recharge at the same time. My superpower tip for professional growth is to never be afraid to cold-call those who’ve been there and done that. I’ve often reached out to leaders in the US and UK – people I’ve never met before – to learn from their experiences. Businesses in those markets are often further ahead in terms of innovation and not threatened by a small country of 5 million people, so I’ll ask questions like, “What was your roadmap for that?” or “What lessons should we watch out for?” The insights (& mentors) I’ve gained from these conversations have been invaluable.

How do you stay motivated and continually strive for improvement in your career?

I’ve been fortunate never to struggle with self-motivation or a drive for continuous improvement – it’s something I grew up with. Both my parents demonstrated an incredible work ethic, and it became part of my DNA. I’ve also learned that I thrive on intellectual stimulation and growth, so I naturally seek out opportunities to challenge myself and learn. When things feel stagnant, I know it’s time to step into something new or push myself further.

Connecting with inspiring people is another way I stay motivated. Surrounding myself with those who dream big, and push boundaries keeps me energised and dreaming big, too.

What advice would you give your younger self when you were just starting out?

Give everything a go and explore as much as you can. When you’ve got nothing, you’ve got nothing to lose. Travel lots, try, stumble, get up, and try again. Build a business, follow your passions, treat everyone with integrity – NZ is a village and only gets smaller as you age. Laugh often, surround yourself with people who uplift you and enjoy the whole bloody ride.

What role does feedback play in your journey of self-improvement, and how do you approach it?

I genuinely enjoy feedback and actively seek it out. For me, it’s about inviting the uncomfortable topics in and creating an environment where people feel safe to share their honest perspectives. I believe the best way to show respect is to listen carefully, reflect on it, and, when it resonates, act.

I’ve always been proactive about asking for feedback, whether through informal conversations or tools like 360 reviews. Hearing from not just leaders but also peers, clients, and my team provides a well-rounded view. 

To encourage honest feedback – particularly as a senior leader, where people might feel hesitant – I ask direct but simple questions like, “What’s my superpower, something I’m doing well? And what’s one thing I could tweak or change to be more effective” By asking for just one thing, it feels less daunting for people and helps focus feedback constructively.