Talking heads: Ross Peat

Position: Director, sales and marketing

Company: Microsoft NZ

Staff: 90


What makes your day at work?


Being part of a winning team. It's thinking about opportunities that are there, thinking about how we can secure them, building a plan and nailing it. I find it a real buzz to be part of a team that does that. And even if you're not directly involved, you can create the framework for success - that provides a lot of pleasure.

When did you become a manager?


In 1989 I took on my first people-managing role, as a sales manager for IBM. It was a challenging experience. It's a very different world sitting on the other side of the desk and leading a team. You just can't believe the sorts of issues that walk in the door. The business and personal issues that come in never fail to amaze me.

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


You've got to trust your own judgment. If you've done the training, the thinking and the consultation, then as a manager you're charged with making a call. Then you've got to trust your team to go to it and execute. Sometimes you have to let them make mistakes - that can be incredibly powerful learning.

How have you dealt with the pitfalls in your career?


We all run into challenges both in terms of career direction and business challenges. My key thing is to persist. You need to assess the situation, maybe gather some more information and consult with other people - try to be level-headed and understand what the issue is. Look for the remedies and persist in resolving it.

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


I think I'd still be playing in IT. I find the whole technology game fascinating because it can transform so much - from a personal point of view and a business point of view. But if I really had the opportunity to start again, I'd like to be an astronaut. I always loved books involving space when I was a kid.

What annoys you most?


I get really frustrated with needless process and bureaucracy. In a large organisation, be it a Microsoft or a government, there is obviously a need for some process or bureaucracy. But I get annoyed when I see it's there for limited business reasons.

What management wisdom is most overrated?


That being a good manager equals being a good leader. I think they're two quite separate things. In the role of manager you can be doing all the good structural things with a team of people in terms of goals and frameworks and providing business counsel.

But often what is lacking is leadership ideas and high levels of motivation - energising teams, creating a framework for risk-taking and helping people excel. I don't think we've sought out inspiration and excellence enough in NZ.

What has been your best moment in business?


When Bill Gates flew to NZ a few years ago and left feeling impressed with the energy and innovation we were putting into our business - a real accolade for all of us.

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


The internet, and what it means for business and government. The notion of a government will endure, but when you look at how it's funded, and how you tax companies, individuals, goods and services - it's a huge challenge.

How do you relax?


I enjoy time out with my family - my wife and two boys and a daughter. I have a small runabout and I love getting out waterskiing and fishing. I also enjoy online gaming with family and friends. I enjoy sports on television too.