Bankside members Dr Anna Kirk and Kate Wiseman were recently elected as President and Vice President of the Arbitrators’ and Mediators’ Institute of New Zealand, marking the first time two women have held these roles. We spoke with them about what drew them to dispute resolution, the significance of having two women in AMINZ’s leadership for the first time, and their perspectives on the future of dispute resolution in New Zealand and beyond.
What drew you to dispute resolution?
Dr Anna Kirk (AK): I was an M&A lawyer when I first started practising,which gave me a great grounding for commercial disputes and understanding what occurs at the contracting stage. I have always enjoyed the variety of the work in dispute resolution. No two disputes are ever quite the same, whether they're local matters or complex cross-border cases involving different legal systems, cultures and interests. At the end of the day, what I enjoy most is helping people to work through difficult problems and to find a way forward.
Kate Wiseman (KW): In 1999 I took evening classes in mediation, while working at Blue Star Business Supplies Group. I was on my own with two young sons and looking for a change in career after several years in business research. Someone suggested I might enjoy mediation. I enjoyed the course hugely and was encouraged by the teacher to continue, so – eventually – I did, after life threw a few curve balls in the way.
I did the first year of the Massey University graduate qualification in Dispute Resolution and then returned to the University of Auckland to complete the law degree I had started years earlier. I also joined AMINZ. While studying and with now five children at home I started working as a law clerk. Over the following 12 years as a clerk, then barrister, I regularly acted as assistant/co-mediator as well as arbitral tribunal secretary, across a wide range of civil disputes.
That experience, together with the experiences I’ve had as a member of AMINZ and in the Courts as a barrister, cemented my interest in dispute resolution. I know the burden often suffered by people in dispute. I want to do what I can to constructively alleviate that burden and help people move on to more positive things, in the way that works best for them. Mediation is great, but there are many different ways to help to resolve disputes. One size does not fit all.
This is the first time two women have held the President and Vice President roles at the same time. What does that milestone mean to you both, personally and for AMINZ?
AK: Diversity is really important in dispute resolution, so it's fantastic to see two women in these roles for the first time. I am really proud of that. More importantly, I know Kate brings a huge amount of talent, experience and energy to the table, and AMINZ will benefit enormously from that. I think we will be a great combination.
More generally, I'm proud of the make-up of our Council. We have a good gender balance, a mix of different dispute resolution disciplines, variety of experience, and increasing cultural diversity. That range of perspectives is one of AMINZ's real strengths.
KW: It means a huge amount. For AMINZ I believe it means the Institute and its members have come of age. Personally, I still get a thrill from seeing women in non-traditional roles. When I did my first degree, a BCom, at the University of Auckland in the mid-1980s, there weren’t a lot of women in my classes. By the time I went back to Law School (the first time) in 1992 there were many more women there. And yet it has taken until 2026 for New Zealand’s Institute for dispute resolvers to have two women at the helm. It’s quite something and I’m honoured to be one of the two. I’m really looking forward to working with Anna, who has fantastic international experience. We complement each other well.
Anna, you are a founding member of Bankside Singapore and one of New Zealand’s leading international arbitrators. What do you think New Zealand can do to strengthen its position as a centre for international arbitration?
International arbitration and mediation are growing rapidly across the Asia-Pacific region. I was recently in Singapore for Convention Week, alongside several other New Zealanders. The Singaporeans are very welcoming and I believe that there is a real opportunity for New Zealand to play a bigger role in the region. We are highly respected in international dispute resolution and should continue to be visible and contribute at regional and global forums. We also have strong relationships with our Pacific neighbours, which we need to foster as arbitration and mediation become increasingly important across the region.
More broadly, New Zealand has a lot going for it as a place of dispute resolution: a strong legal system, independent courts, skilled dispute resolution practitioners and a reputation for fairness, neutrality and integrity. If we continue to invest in our people, strengthen our international connections and promote what New Zealand has to offer, I think we can make a meaningful contribution to the growth of dispute resolution in our part of the world.
Kate, you have spent over two decades in business. How has your business and Governance experience shaped the way you approach leadership?
I worked in and with a wide variety of businesses across a broad range of industries, from small enterprises to large multinational companies. They operate very differently. Frequently I joined a business as it was growing. There are certain sizes of business which necessitate a change in the way people operate, and that often means a change in the type of people who want to work there. That can create tension, both between people and internally for individuals. These experiences helped me understand what makes things work well – and what doesn’t.
My governance roles have extended that understanding. They have shown me the importance of having people work on the organisation as well as in it. On most boards you have the ability to steer the ship in the direction you’d like. It’s important to recognise that power, use it wisely and well, and be prepared to take the consequences of it.
Ultimately whatever we do as leaders will affect and be affected by people. I believe that is the biggest lesson for a leader. Always keep in mind the people who are interested in and will be affected by the choices we make. Involve them as much as possible. Look for those who could take on more responsibility – succession is so critical – and give them enough challenge to see whether they are capable of it. Try to reach consensus when you can, at least of the majority. But in the end you are there to lead. You must make decisions, and take responsibility for them.
He aha te mea nui o te ao?
Māku e kii atu, he tāngata, he tāngata, he tāngata
Photo credit: AZ Photography for AMINZ
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