Talking Heads: James Mitchell

Position: General Manager for BankDirect

What makes your day at work?

I get a kick out of customer compliments. While we get compliments for particular individuals, most are about the concept of our business and what we are trying to do. It's nice that people recognise it. I also enjoy seeing the people I work with, and the business itself growing and moving forward.

When did you first become a manager?

In 1989 I was senior marketing manager at ANZ, at a challenging time shortly after the industry was deregulated. I had been working for PostBank, which was bought by ANZ. It was a time of big change in the industry and the organisation - a huge merger of business, culture and technology. It was fun and a great experience.

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

That to make a difference you need to have the confidence to speak up, back yourself and show leadership. I don't think the business environment treats wallflowers very well. I learned by doing and observing. You realise that your ideas and plans aren't going to get very far unless you stand up and get people to help you make them happen.

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

I've always aspired to be a manager, but part of me would be interested in a law career. If I had complete latitude, the life of a professional golfer would be something I'd love to do. I would have been exceptionally poor, but it would have been fun.

How have you dealt with the pitfalls in your career?

Patience. I'm not a particularly patient person, but when I've had setbacks I have not made impulsive decisions. Things do have a way of working themselves out if you think them through fairly. And at the end of the day I keep things in perspective - my career is not the most important thing in my life. I have three kids and a wife who are more important.

What annoys you most?

Missing things you think you shouldn't have missed. We all make mistakes and we all miss things when we are planning or executing plans. But it's those things you know you should have seen that give a huge sense of frustration.

Typically they are very obvious things.

What has been your best moment in business?

When I got my first role where I was accountable for a profit centre at ANZ. I actually felt like I was accountable for running a business, and that gave me a sense of achievement. My butt was on the line, I had budgets to achieve and plans to develop.

What management wisdom is most overrated?

The concept of customer loyalty. It seems to mean that you can get to a point with a customer where they will just ride out the rubbish. I think it's a fallacy. It's the same with staff - loyalty is a weird term. People can be loyal to sports teams, and still yell for them after they've lost games. But I don't think customers or staff are like that.

How do you relax?

I enjoy cooking. I like going home at night and cooking a meal to take my mind off everything. It's relaxing, and I suppose it appeals to my creative side. My wife's a keen golfer and I struggle to keep up with her on the course.

* James Mitchell talked to Paula Oliver.