Q and A - John Newland

RIGHT DIRECTION: John Newland. PHOTO / SUPPLIED

In our latest Business Q and A feature Hawke's Bay Today reporter Andrew Ashton talks to independent director John Newland, who is at present a director of a number of leading companies in the region, including Marist Holdings Ltd (Mission Wines), Direct Imports Ltd, Hawke's Bay Insurance Ltd and Oil Imports Ltd.

He is also the regional chairman of BNZ Partners and has been chairman of Hawke's Bay Power Consumers' Trust.

What is the most memorable lesson you have learned during your career?

The lesson that has been great for me was recognising how important it is to take time to listen. It is not just what we know that is valuable. It is how we can best understand a person or a situation and then apply what we know or believe, to that. For this reason I have taken opportunities for continuing my education, to keep the mind open, and mix with successful people.

How do you go about resolving discord between board members or employees?

People do not choose to create discord. Often it relates to misunderstandings or people having different priorities. My approach has always been to get individuals to explain to me what it is that is creating the problem. I would listen to both parties individually and show that I recognise their perspective as being important.

I would reflect on these discussions and look for the element of agreement that was within the different views. Usually there is something even if relatively minor. I may then go back to one or both individuals and explain what was required to resolve the tension. In the end I would get both parties together, explain the differences in perspective and talk through how I could see it being resolved.

The desire to get past the discord can be capitalised on. It is a win/win that I am after. Sometimes the individuals have to give up something for the organisation or business and harmony.

Do you think businesses in general are making enough use of the experience of people with present or past experience of top flight directorships living in Hawke's Bay?

I have found that there are some exceptionally experienced and capable professionals in our region now, who do not create a profile which would see them "tapped on the shoulder" for director roles.

For this reason I support the practice of engaging a professional recruitment consultant, to search out the best people available and enable a choice. Diversity is important but this is a wider issue than race and gender.

The most important thing is for a board to identify what background, experience and skills are required when a new director is about to be appointed. Then the final decision need to recognise how an individual will enhance board dynamics.

Is there a uniting factor linking successful businesses?

These businesses have clear goals that are well communicated to company personnel. Strong leadership is important. This is not just from a chief executive or general manager but also at a divisional level.

The development and maintenance of a positive company culture is critical and personnel whose performance or attitude are not consistent with this, need to be dealt with.

The external issue is the importance of remaining focused on the market and dealing with the inevitable changes, over time.

What was the most challenging task to have been asked to do during your career?

My most challenging task was taking a CEO role in a business that had annual revenue in excess of $60m, but was operating at a loss. I was driven by the challenge to turn the business around and also the desire my wife and I had to remain in Hawke's Bay to raise our three children.

I was extremely fortunate in gathering a very capable and passionate group of people around me. We fixed the business and pursued a growth strategy. When I left, after 18 years in the role, both my objectives had been achieved.