My job: Lessening loneliness of life at top

Richard Maher says it is a privilege to be invited to work with some of the country's greatest business leaders. Photo / Ted Baghurst

NZ CEOs need to be more competent across a broader range of skills than their offshore contemporaries. Describe what you do.

I am a chairman with TEC, which stands for The Executive Connection and is an organisation that provides a unique blend of business and personal support to CEOs and business owner members through ongoing learning and peer support.

We are part of a global network with groups in New Zealand and throughout Australia.

My role as chairman of a TEC group is to facilitate and support these TEC members.

Why do CEOs need this service?

It can be lonely at the top and many leaders experience a sense of isolation that diminishes the rewards and can undermine their position.

TEC provides a supportive peer group, where you can discuss the "undiscussable" in confidentiality. This can help to reduce the stress associated with this level of responsibility.

Does one have to be a member of TEC to use your services?

Yes, users have to be a member. And members pay a quarterly fee to maintain their membership.

How do CEOs' needs differ to other people in their organisations?

All senior executives in organisations today need to have all the answers, all the time, and that can put severe pressure on these people.

TEC provides support for executives by providing best-practice solutions and peer support.

Do you approach the CEOs or do they approach you?

It varies. Sometimes we are approached by CEOs and, other times, we have people referred to us who we then make contact with.

How has the economic climate affected CEOs?

The economic downturn has increased the daily stress levels that executives operate under.

A substandard decision in the good times can be overcome by general uplift in the market; but in more challenging times, this decision can be exposed as the effects can be more obvious and longer lasting.

Your work history?

I've held several leadership positions within Fletcher Challenge between 1981 and 1997. These roles were based within the building-related activities of the group.

In 1998, I was appointed chief executive of Infrastructure Auckland, with the primary purpose of distributing the proceeds (both capital and revenue) for a portfolio. I also managed a portfolio of assets including the America's Cup Village, Northern Disposals Systems, Ports of Auckland and a treasury portfolio of more than $400 million.

In 2004, I established and managed a management consulting group with an ex-employee of Infrastructure Auckland. The company advises on a range of management issues and has expertise in project evaluation.

What skills do you need for this role?

Having had first-hand experience has helped me to empathise with people in their current situation. It is important in my job to understand how it feels to be under pressure in business.

I must also be an active listener and continually search for the right questions to align the strength and personal drive of CEOs with their organisation's business objectives.

How do challenges in this country differ to those CEOs face overseas?

The challenges faced by business leaders in New Zealand are similar to those of overseas organisations. The difference in NZ is that organisations are often smaller and the skill base needs to be broader in those circumstances. NZ CEOs need to be more competent across a broader range of skills than their offshore contemporaries.

Do the CEOs you work with take on board what you suggest?

We explore the options available to members but we don't dictate orders. TEC provides an environment to refine the CEO's initial thoughts on an issue and frame the question for broad input; firstly from his or her peer group and then, if necessary, other stakeholders in the organisation. It is again a matter of identifying the right problem. Keep asking "why".

What is on your agenda for the next 12 months?

Build and maintain a TEC group that functions at the highest possible level of achievement for members and, as a result, catapult their organisation's performance beyond that of their competitors.

What are the job's main challenges?

Continually driving to unlock the potential of members to perform at levels beyond both my and their expectations.

Why is your job important?

To be able to assist CEOs with their challenges has tremendous payback for them personally and their companies and also the broader economy of New Zealand.

Most rewarding part of the job?

It is a privilege to be invited to work with some of NZ's greatest business leaders and to be invited into their lives and businesses. Repaying that using TEC and its processes with superior performance and better personal value is extremely gratifying.

Advice to someone wanting to do same thing?

There are many experienced business people who could undertake this role. My advice would be to get involved and leverage their life skills. It is rewarding and gives back into the economy in ways that many business people understand.

What do you hope to be doing in five years?

I want to be a better chair and chairing two TEC groups.

Name: Richard Maher.
Role/occupation: Chairman TEC Group 705.
Employer: TEC NZ.
Working hours: 10 days a month.
Salary range: $20k to $70K depending on group size.
Qualifications: Experience as a CEO, coupled with general business experience.