Talking Heads: Denis Horner

Name: Denis Horner

Position: Managing director

Company: Horner and Partners

Executive Search

Staff: 15


What makes your day at work?


I get a huge kick out of working with energised, committed and motivated people in a team. Particularly those who want to take responsibility and accountability, so if I throw the ball at them they run with it.

When did you first become a manager?


I was 25 when someone backed me as a civil engineer and gave me a huge contract to look after in the middle of nowhere. I had to pick my team, get the subcontractors in and run the whole project. It was a lot of responsibility for a young age, but I learned very quickly how important it was to build a capable team around you to achieve results. I was given a kick in the butt if I didn't make a profit, and it was a great experience.

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


To develop and articulate a clear vision and goals. Whether you are running large projects or a small business, it is so important to do that. I'm also a great delegator, with a values-based management style. The values I have always followed are commitment, trust and flexibility. I never wanted our business to be the biggest, but I definitely wanted it to be the best.

What has been your best moment in business?


Building Horner and Partners. Without the training and learning I had earlier in my career I wouldn't have got there. I've had setbacks, but I learned not to expand the business too quickly, but to instead focus on being the best.

How have you dealt with the pitfalls in your career?


By having a positive, can-do attitude. Pitfalls come along every day. Like most people who have been successful, I've suffered a fair bit of adversity in my life, and I've reflected on that and learned from it. You have to put it behind you, learn from your mistakes and move on. By leading well, others see how I deal with pitfalls and follow the lead.

What annoys you most?


Bureaucracy, hierarchy and negative attitudes. I like organisations with a flat structure, and hate the way people bring down tall poppies. I also find large corporates' hierarchy can bolt them down. And people who don't try annoy me. Positive attitudes and applauding successes are so important.

If you were starting over, what would you do?


I've always wanted to be my own boss and believe you should control your own destiny. I wouldn't do anything different to what I've already done. Like most people in the 80s, I suffered financially, but I'm glad I went through it.

What management wisdom is most overrated?


I have seen so many companies overly complicate things. I think the whole concept of strategic planning is important, but I see overplanning that stifles people. We've developed a planning process that only takes a few hours, but it involves everyone and motivates them.

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


Globalisation. It's alive and well already. New Zealand is a small country with a sliding dollar, but we have great opportunity to sell services to the rest of the world. I mean services like healthcare and education. Our private health system is up with the best in the world, and I'm sure overseas people would come here to use it. Equally, our education system is one of the best and cheapest. It's getting harder to compete in sectors like manufacturing, and I think we should focus on services. The sooner we get a combined dollar with Australia the better.

How do you relax?


I enjoy golf, skiing and travelling. I've got a 12 handicap on the golf course, and also enjoy getting out on the harbour with the launch we own. I'm doing the Lake Taupo cycle challenge this year, and I'm lucky because my wife enjoys doing the same things I do.

* Denis Horner talked with Paula Oliver.