But it is my total conviction that all the trappings of good leadership are generic and widely applicable whether you are standing in a khaki queue with your mess tins or on an automobile production line.

It's instructive to consider the more spectacular and well-known falls from grace of leaders in the public eye... In the main, the issues behind these falls could be grouped under a lack of competence, a lack of support or loyalty from those they sought to lead, and a lack of failure of integrity. Of all these the last is the most egregious, the most fatal. We so much want our leaders to be unfailingly decent that an obvious or perceived flaw in integrity can be the toxin which kills them off.

We all of us have a reputation, something we are known for, and sometimes it may be different from what we would like to be known for. At the core of this is the simple but fragile heart - our integrity - which is always under challenge, under tests both trivial and profound every day of our lives.

Older people often mistakenly consider that the young people do not care about their country, but the reverse is actually true.

But the people of the disaster area fundamentally needed to understand that the rest of Australia had noticed their misery and their stoicism and their intense sense of community and determination to arise from the sodden wreckage of their homes, and that Australians would dig deep to help. I helped to describe the community ethos which quickly triumphed over incipient despair. It is this mobilisation of the unifying spirit that thrills us all, even as we mourn.

Our vision is to look through the eyes of our kids. We are a lucky, peaceful nation. We are an unselfish people. That's one of our proudest national attributes.

I must say that part of our national wealth is not only the nation's people but those people who lead them.