Talking heads: Leslie Preston

Name: Leslie Preston

Position: Managing director

Company: Ingenio Consulting

Staff: 5


What makes your day at work?


When we add another brick to the castle. It could be an employee who's having a really good time in his or her job, it could be a client who's really satisfied with the work we've been doing, or it could be bringing in a new client. They are different situations, but they're all helping to build up our castle.

What annoys you most?

Incompetence. I like to surround myself with really good people. Incompetence is okay as long as you acknowledge you don't have the skills. But it's when people get in too deep and aren't willing to put their hands up that I have problems. I have tremendous respect for people when they ask for assistance.

When did you first become a manager?


In 1995 I left Boston Consulting Group and joined BellSouth to run its strategy group. It was an interesting transition going from being a consultant, managing no people, to being inside a corporate and managing people. I used to think that leaders were born, and that either you had it or you didn't have it. But now I think you can acquire the skills of a leader and I've grown to have the combined skills.

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


To stick to your personal values and beliefs. I'm very strongly guided by my own values. If it comes to a point that there are inconsistencies, then I know it's time to move on.

How have you dealt with the pitfalls in your career?


By going back to my values, and knowing what I'm trying to achieve from the opportunity I'm in. If I had a pitfall, and the job was still within the context of my own gameplan, I'd just pick up and keep moving. But if it's a pitfall that's no longer meeting my objectives then I'd move on. You must learn from mistakes. If you're not making them then you're not pushing the boundaries hard enough.

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


I would still stay in the business world, but I'd be an entrepreneur from the very beginning. I remember setting up a lemonade stand on the corner as a child, and a policeman giving us more money than we'd asked for - I got so excited. And I used to go and buy candy and sell it for double the price down the road. So I had the spirit early on, but I went into all the big organisations, and it's only now that I've come back and started helping myself. You can take more risks when you're younger.

What management wisdom is most overrated?


That the boss knows everything - too many people just accept what their leader says as gospel, and don't challenge it. It's okay to be wrong, as long as you move on from there. I have a reputation for challenging bosses, but I think it's okay to push back, and I would expect my staff to push back if they don't believe in what I'm doing. And I'd expect my clients to challenge me too.

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


Leadership and making sure that there are enough leaders with talent in New Zealand. We need to develop people who can run businesses, inspire people, think laterally and creatively and really be able to take on all the local, Australasian and global players. We can do it through education, and making sure people are always being developed and challenged as they evolve through their career. You always need to keep learning, and stay fresh. And with New Zealand being so isolated, we need to make sure we keep up with trends.

How do you relax?


Being a New Yorker, I'm here because of the lifestyle. I came here with my husband, whom I met at Stanford business school, and I love spending time with my two young children and him. I don't see a better way to relax than running around on the lawn with the kids. It's important to have a balance.

* Leslie Preston talked to Paula Oliver.