Talking Heads: Tony Marks

Position: Chief executive, Zespri International

Age: 55

Turnover: $700 million

What makes your day at work?

I genuinely enjoy the friendly environment here, the people, and the atmosphere they generate. It's more relaxed than some other companies I've been at. But Zespri's success is entirely dependent on its being an efficient operation that has success overseas, in countries like Japan and Korea. I like the fact that we must build business in places that are thousands of miles away, and that's a challenge. It's a bit different to selling something in Rotorua for instance. And we need staff who can recognise the cultural issues associated with it.

When did you first become a manager?

My first job was as assistant product manager - vegetables - at a company called Ross Foods in England. I suppose that passes as management, but it was a marketing position which was what I wanted. I was very fortunate in that job, because my boss resigned hastily the day I started. I was quite determined to make his newly available position mine, and I did. Before that, I managed a rock band in the US. Let's say they were quite well known in New England at least. They played warm-up for Stevie Wonder every now and again, and that position taught me a lot. We were paid to get people to dance and we planted people in the audience to start them all off!

From that job I learned that managers believe they have power, but they can't actually order somebody to do something - they have to make that person believe it should be done. It's about passion really.

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

To recognise your own strengths and your limitations. Then surround yourself with people who can play to both. I always wanted to be a professional soccer player, and I had a trial at 16 for an English club. They told me my right foot was good, but my left was only good for standing on. I was devastated at first, but I've had lots of fun over the years playing on the right side of the park - playing to my strength. It's the same in business. In any management role there are tasks you relish, and others you know you can get by on.

What has been your best moment in business?

When I first came to New Zealand in 1979 I was trying to sell salami to a public that were not exactly thrusting to eat it. They were intimidated by the big salami hanging around at the supermarket, with names they couldn't pronounce. I devised a mini-salami, in shrinkwrap, and the sales went vertical. I enjoy the pleasure of seeing something I have initiated become meaningful to the company or the public. In my time at Air New Zealand I was part of creating the air points operation, and now there are so many members. I helped get the airline into the Star Alliance, and now at Zespri I'm enjoying the early success of the Gold Kiwifruit launch worldwide.

How have you dealt with any pitfalls in your career?

You have to reflect back, with honest introspection. Ask why things didn't turn out as expected, and try to learn from it. Most people will forgive one mistake if you show it won't happen again. But the most important thing is to act quickly. To get one thing to work you may have to try 10.

What annoys you most?

A lack of accountability. I get annoyed when people duck for cover and avoid things that didn't go quite so well. To get job satisfaction you have to initiate things rather than just keep them moving along. I guess a lack of acknowledgment annoys me, like when I phone a power company or a bank, and on my seventh call my query just seems to disappear and no one knows anything about it!

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

Apart from growing up wanting to be a train driver, or a football player, I think I would be boring and stay at what I was doing.

What management wisdom is most overrated?

Experience. We can all fall victim to thinking that during a long career we know what failed and we think we know not to try it again. But the business environment changes so quickly. Often a lack of experience is what makes you try something new.

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

The biggest challenge, as it is now, is finding and retaining good people. The convergence of communications means we are in an international talent hunt now, and bigger salaries can be offered overseas. Loyalty is not the big thing it once was, but I think employers have played their part in that too, by not giving employees a lot of notice sometimes either.

How do you relax?

With friends and bottles of red wine. I'm also a voracious reader, and I try to read at least one book a week. I've just finished a Ben Elton book, and another about what Britain was like in the year 1000.

* Tony Marks spoke to Paula Oliver.