The program was full of significant experiences, but the Kimberley was the most significant for me. The Kimberley session laid the foundations for the test of the course. In isolation the Kimberley would have been fantastic but once combined with the other sessions, it reached its full potential as a learning experience.

It is very rare that one gets the opportunity for continuity in a self-development course; they are usually I-2 day intensive programs that are largely forgotten within months of attendance. ARLP provides the opportuniy for learning iri the Kimberly to be built upon through the other sessions. The constant reinforcement of lessons learnt from session to session is a great strenght of the ARLP and this is made largely possible by the group structure and the diversity within the group.

It is the interaction within the group and the facilitation of group discussion that eventually makes the "penny drop" on what leadership is really about and what the Kimberley session taught us. India was beautiful and interesting, but learning came from the group interaction, not from seeing the Taj Mahal.

From a leadership perspective the case study was a very good week. The Murray Darling Basin (MDB), is a

contentious issue that sparks a lot of emotion. Leadership and emotion are a very

challenging mix and I am Iearning that controlling emotions is very important when in a

leadership role. To everybody, their issues are usually the most important ones and are

therefore their priority.

One of the challenges in leadership is to get people to have an appreciation of the other

side of the argument, "to walk in other people's shoes" and get an appreciation for the

impact of their decisions. The case study was a very good example of this when you

consider the environment v's industry/communities debate.

This is an area that I need to work on. Indeed, to get better at considering how my actions

impact on others and make others feel. Once I do this I will become a much more

effective leader.