A new suite of projects is discovering the way people across fishing and aquaculture learn and lead, helping drive a thriving future. 

People are the heart of Australia’s fishing and aquaculture sectors. Every day they’re making decisions, sharing knowledge and showing leadership.

Two FRDC-funded projects are focusing on the human side of the sector to ask the question: how do people learn best, and how can leadership be strengthened for the future?

Learning that sticks

The first project – Understanding diverse learning approaches and knowledge transfer opportunities to inform and enable change (2023-131) – looks at how people across the sectors pick up new skills, adopt technologies and shift their practices.

Dr Nicole McDonald, Researcher at Central Queensland University and project lead, says the research confirmed one important truth: people don’t learn in neat boxes. Forget the old visual, auditory, kinesthetic myths, what really matters is context and trust.

“One fisher told us the difference between a researcher stepping on his boat to ‘judge’ versus stepping on to ‘learn’ was significant,” Nicole explains. “When people feel respected, they’re more open. That’s when meaningful knowledge exchange happens.”

The project is now co-designing resources that will help researchers, extension officers and industry groups apply these insights. Simple principles, like listening first, building trust and linking new ideas directly to people’s day-to-day work, make the difference between a training program that’s forgotten and one that leads to lasting change.

For example, when prawn farmers in a previous project worked with researchers on digital skills, they didn’t just learn how to use new tools, they helped shape how those tools were introduced, making them far more practical and widely adopted.

Rethinking leadership

The second project – Navigating leadership pathways in fishing and aquaculture (2023-132) – complements this by asking what leadership looks like across the sector and how it can be nurtured.

Nicole says many people picture leadership as a formal role: a board member, a chairperson or a Chief Executive Officer. While those roles are important, the research found that leadership is just as often situational, informal, and woven into everyday work.

Recognising and valuing this “everyday leadership” can be transformative. It not only empowers individuals but also strengthens the industry’s resilience by broadening who is seen and seeing themselves as a leader.

The project has mapped out a leadership system for the sector. This system includes: 

• entry-level opportunities to build confidence and networks
• mid-career pathways for those stepping into larger roles
• advanced programs that link leaders nationally and globally.

It also identified the conditions leadership needs to flourish:

• Resilience and safety: People need to try, fail, and learn from it
• Sustainability: leadership shouldn’t lead to burnout; we need diverse voices that can shape the future.

Why it matters

The projects are part of FRDC’s broader strategy to invest not just in science and technology, but in people. With the sector facing rapid change, from shifting markets to climate pressures, the ability to learn and lead is critical.

“It’s not always about teaching people something brand new,” Nicole says. “Often, it’s about helping them ‘talk their walk’ to see the value in what they’re already doing, and to share those strengths with others.”

By capturing these insights and sharing them widely, the projects are helping build a more connected, adaptive and confident workforce.

“Strong learning cultures and strong leadership go hand in hand,” says FRDC Project Manager Sally Roberts. “When people have the skills, confidence and networks to adapt, it strengthens not just individual businesses but the whole sector. These projects give us practical ways to support people at every stage of their journey.”

Nicole agrees that the opportunity is significant. “Everyone is a stakeholder in leadership and learning – no one owns it. But by committing to it together, we can make sure the sector has the capability and capacity it needs to thrive for generations to come.”