Talking heads: Christine Hart

Role: President

Company: Multiple Sclerosis Society of Auckland

What makes your day at work?

Being surrounded by people who obviously enjoy what they are doing, and at the MS Society they are committed to the cause - it gives them something extra. They feel like they are achieving something. What makes my day is being surrounded by those enthusiastic, energetic, committed people.

When did you first become a manager?

I could say it was several years ago when I was juggling marriage and three children and a career and postgraduate study! Really it's not that different. But my first formal management job was as a human resources manager for Xerox, in charge of about five people. I don't think I was nervous, but I saw it as a challenge because I was totally new to the organisation and team, and had to build a relationship with them from scratch.

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

That managing people is a make-or-break skill. It's harder than managing physical assets and finance. What I've learned from every client I've ever been involved with is that there are four things integral to good people management.

First, they want to know where an organisation's going, they want to know how it's going to get there, and what they have to do to contribute and fit in. And finally they want feedback on how they're going.

I think these same principles are important regardless of the size of an organisation, and once you get them right everything else follows.

What has been your best moment in business?

When I first joined the MS Society I co-opted a group of talented young people to help us, along with members and staff, to develop new ideas. We had a brainstorming session and I guess seeing that creative energy come out of people, and seeing the creative ideas flow was marvellous. We've now got enough ideas for the next three years! It's just fantastic. Being able to implement them now is the real challenge.

How have you dealt with any pitfalls in your career?

They have been numerous. I use my natural style to deal with them - being open and up front. If there's been a mistake, I'm the first to take responsibility for it, and ownership of it. I don't mind saying I'm wrong, and I think that really, really helps. Then you can take things on to the next stage, and not dwell on it any longer.

What annoys you most?

Not learning from my mistakes. A particular one I can think of that has come up a few times has been letting my enthusiasm take me ahead of everyone else and not taking them with me.

It's something I have to watch out for, particularly in this complex organisation. It's been hard changing the direction from a charity to a modern not-for-profit organisation.

We've done a lot of strategic planning. Sometimes when you're making changes you can forget you have to explain again and again before you move on to the next stage.

It's about having the time to do it.

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

Lately, I've been exposed to the world of communications much more - television, newspapers and that kind of world. With that little exposure I'm getting through the MS Society, I think if I was a few years younger that's what I'd like to do.

What management wisdom is most overrated?

The view that the bottom line is all that counts. I think that focus tends to deal with what's happened in the past, and it engenders short-term thinking. I think it's far better to measure the factors that will really lead to that bottom line, like what your staff think, and what your clients think.

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

It's about attracting and retaining top-quality people. It's an issue we do have now in business, but it's going to get worse. We are heading into the world of the IT or knowledge worker, and there are fewer top people available. We can see signs that as a country we are being robbed of the good young people - nurses, doctors, lawyers, all of them. It's a global thing, but we are so far away from everyone we are bearing the brunt. We have a good education system, and our people are in high demand.

I think we need to invest more in soft-skills, and make organisations more attractive and satisfying to work in.

How do you relax?

With family and friends. I'm a people person, and I love doing things with others. I also play tennis, for fun and competitively. My daily walk is very important to me, and I enjoy reading and watching films.

* Christine Hart talked to Paula Oliver.

Links:

MS Society of Auckland