Talking Heads: Barry Hastings

Role: managing director

Company: Hewlett-Packard (NZ) Ltd.

Staff: 110

Age: 48

When did you first become a manager?

In 1979 on a little island called Bahrain in the Arabian Gulf. I worked for a Canadian construction company that manufactured a patented building system over there.

It was a very exciting time - there were a lot of petro-dollars around. I managed about 15 people on staff, and I was only 28. Most of them were expatriates, from Britain, Canada, India and Pakistan, so it was a challenge to keep the team together and focused.

It did a lot for my confidence. It showed me that if you were sensible and put a lot of thought into what you were doing, you could just about do anything.

What was the most important lesson you learned on your way up?

Tolerance. Of business processes and why they have to be there. Of people, and understanding that everyone is different, but they all have a part to play. In the Middle East I learned to understand diversity in religion, gender and political beliefs. At the end of the day it doesn't make any difference to how they do their job.

What makes your day at work?

The energy of this industry. The IT industry is highly charged and it's always changing. Being at the forefront of technology is very exciting. And being surrounded by motivated people makes my day. I can't imagine going into a dull and boring industry.

The ferry ride from Waiheke Island always gets me going. It can be like glass or it can be a wild ride. Then a cup of coffee at the office sets me up for the day.

How have you dealt with any pitfalls in your career?

I firmly believe that if there's a problem, get over it. I tried to set up an export company in Australia when I left the Middle East, but I soon realised that a Kiwi boy from Matamata with no contacts wasn't going to sell Australia to the Middle East. You have to realise where your strengths are and move towards them.

What has been your best moment in business?

Although I had some exciting times when I was young in the Middle East, when I came back to New Zealand I set up an export business and sold my knowledge of the Middle East. I had visas to live in most of the countries, and I'd picked up a reasonable amount of the Arabic language through studying the culture. I represented about six New Zealand businesses, helping them to set up in the Middle East. That was exciting.

But the other big moment was in 1994 when I was chosen to be a member of Hewlett-Packard's president's club, which took in the top salespeople in the world.

What annoys you most?

Lack of attention to detail. My father always said to me as a kid that if a job was worth doing, it was worth doing properly. I like it when people are asked to do something and they go away and do it, instead of coming back and asking how the name is spelled or a whole pile of other questions.

Doing a job 98 per cent right really annoys me. We're in a customer-driven market and they're the ones with the chequebooks in their pockets so it's important to make sure you do it right.

If you were starting over again, what would you be?

At the tender age of 48 and looking back, I would have studied harder and become better educated. In my years at school all that mattered was getting the 1st XV jersey on or getting to Mt Maunganui for a surf. I didn't learn the discipline of going to university and having to motivate yourself.

I got my education in different areas along the way, and I did study, but I would have liked to have done that early on. What I would really like to be, though, is a rhythm guitarist in a rock'n'roll band. Or a surfboard tester in summer. Or a ski tester in winter.

What management wisdom is most overrated?


That the boss is always right. That's not so much in modern companies, but there are still a few old-fashioned companies where the boss rules with an iron fist. But I work in a company that runs more on accepting and taking different opinions. There are very highly paid and highly qualified people here, and ignoring them would be a waste.

I have a hands-off management style, and I love people. I also think a few companies over-plan their futures. Things change so fast, a plan can be out of date quickly.

What will be the big business issue of the next decade?

The continuing maturity of the internet and the electronic world. It will, and has, changed our lives. But it will change them more exponentially in coming years. We're in the process of developing an online wristwatch and that's an example of how we'll be changed. I could be on a ferry that's running late and my watch will send a message to the taxi company asking it to wait for me. Instead of us now working for the internet, it will work for us.

How do you relax?

At the end of my day I hop on the ferry to go home. It's very relaxing. I may have a beer or wine with some people on the boat. I have a 10-acre lifestyle block on Waiheke with great views of the Hauraki Gulf. I have a boat and I love to sail. My wife Kate and I have planted olives, and we're happy with our sheepdog Bess, cat Fatu and boat Rosie. I've come to enjoy gardening, as long as my wife tells me what to do

* Barry Hastings spoke with Paula Oliver.