Talking heads: Catherine Calarco

Position: Chief executive

Company: Onezone

Staff: 11


What makes your day at work?


It's about achievement and success, and having fun. If we can solve a problem for our customers then we feel we've achieved something. We're in a dynamic and challenging area, and pulling things together to make them work isn't easy.

When did you first become a manager?


In the mid-80s I became a marketing manager of a small team at a US biotech instrumentation company. It was actually a very comfortable change, and I enjoyed seeing what we could do as a team. Sometimes, though, I think I first became a manager when I was 7, because I'm the eldest of six.

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


I think learning is really important as a manager, and managers should be constantly learning. I learned that people make things happen, and you need to listen to them. Keep an open mind and never underestimate what is possible. Be passionate and have a vision. Learn from mistakes - the only mistakes are the ones you repeat three times.

What has been your best moment in business?


Right now. It's a culmination of a lot of hard work, and we're making something very special happen. If I went backwards and searched for a special moment there would be many, but right now is especially good.

How have you dealt with the pitfalls in your career?


I've had lots of them, but I've learned from each of them. You change your approach and adjust. You keep growing with it, and try not to beat yourself up too much. Having good friends and family make a difference - you need a community around you. Use the experience and be better next time.

What annoys you most?


I don't suffer fools very easily. But people who don't have a sense of commitment, and people who say things can't be done annoy me. I like people who look for three ways of how something could work before they say no. I like people who are positive rather than negative and full of doom and gloom - and I don't like people who don't have integrity.

If you were starting over again what would you be?


I think no matter what you do, you are who you are. But I think I'd like to be Jacques Cousteau - an innovator who can share the wonders of the world via television or film.

What management wisdom is most overrated?


Theory espoused without proven experience. People often go around touting theory, but have no examples to back it up. I like theory, but it doesn't equal practice. You may have to tweak a business case to make it actually work, and I think people sometimes focus too much on the theory. I like leaders, and I think if you gain wisdom then it's never overrated. But people can pay attention to things that do not help them achieve their business goals. You have to develop your own vision, using theory as background.

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


Leading diverse corporate teams within a network. There will be a lot of networks, and working out how to manage that will be an issue. Keeping up with changes and developing people to meet those changes will be a big thing. And I think New Zealand needs to decide to be part of the world, and how. It's not just a remote island. We're part of a greater world, and New Zealand has a lot to offer - not just as a holiday destination. We can attract businesses but we need to drive it ourselves - the world won't do it for us.

How do you relax?


It's tough at the moment, but I like being home with my husband and I exercise occasionally. I take scuba-diving holidays, and New Zealand has some world-class spots. I talk to my family and friends in the US on the net regularly.