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Alison Andrew
Alison Andrew  Alison Andrew has held leadership positions in industries that include chemicals, dairy, paper and forest products, oil and energy. Prior to joining Orica Chemnet, Alison was chief executive of Lexicon Systems Ltd, New Zealand’s largest signage company, and before that held a number of senior management roles with Fonterra. In addition to her experience of the dairy industry, she has worked in the pulp and paper, forestry and energy industries with Fletcher Challenge. Alison has a broad range of technical and commercial skills and has considerable experience in operating and growing businesses. She is a qualified chemical and materials engineer, and holds a Master of Business Administration. Orica Chemnet is part of the Australian listed Orica Group. It distributes a broad range of industrial chemical products and speciality plastics throughout New Zealand with a strong focus on the dairy and pulp and paper industries. What sparked your journey from professional engineer to business leader? The turning point, if you like, to my career can be traced back to a bitterly cold night in Willenshaven, Germany. I was strapped into a Michelin-style suit for warmth – it was that cold – leading a technical team to test an air separation plant. It was less than glamorous. I suddenly thought, wouldn’t it be nice to be in a cosy warm office, wearing smart clothes and working regular hours. Shortly after that, I enrolled in a Master of Business Administration in the UK and I haven’t looked back. The beauty of having a first degree in chemical and materials engineering was that it formed a solid platform on which to build. What was your first significant business experience? The multimillion dollar Maui Gas Contracts acquisition – it was quite a thrill to be part of that negotiation. I was a business analyst and worked alongside a great mix of people, including senior managers, lawyers and accountants. It was a tremendous introduction to the business world. If you could start your corporate journey again, what would you do differently? It’s a common temptation, to look back. But I’m a forward-looking person, that’s where the challenges are – to learn, improve and grow. Of course, I learn from my experiences – both good and bad – and then I move on. What important lessons have you learnt from the business role models in your life? I’ve been fortunate to work with a number of influential leaders in my time, most of whom have since moved on to international challenges. What I’ve discovered is that no one is perfect, and I’ve learnt as much from the good as I have from the bad. The best are those that offer constructive feedback; the worst are those that tell you you’re great. The point is you only grow when you’re learning and it’s important to know how you can improve. What do you think are some of the essential characteristics of a successful business leader? A successful business leader is hardworking, has plenty of energy, and displays commitment, judgement and passion with objectivity. They will surround themselves with people who are not like them, and that’s not instinctive. But to be a good leader you need people who will both complement and challenge you. What’s the best thing about being a business leader? I love the challenge of growing a business and making it perform – success is the best aphrodisiac. I also take pleasure in building good people, helping them be the best they can be. What are the most important things you have learnt about succeeding in business? It’s something of a cliché, but it happens to be true: you’re only as good as your team. A well-performing team will have a good mix of people; that’s vital to the success of any business. What have you learnt about effective leadership and managing people? I believe in meritocracy – if you perform well you progress. Staff are recognised for their work and the quality of what they deliver. It’s also important to have the courage to confront poor performance. If you approach it constructively and with empathy, it needn’t be a negative experience. Some people simply choose the wrong path. I enjoy getting the best out of people and sometimes that means redirecting them to something to which they’re better suited. I’ve also learnt that people want to work for a human, not a supercharged superwoman. Staff will respond to someone with the same challenges, and part of that is simply acknowledging that you have a life outside of work. It’s healthy for staff to see their manager take time off to attend their kids’ soccer match or piano recital, for example. And they should feel comfortable doing so themselves. What is your strategy when it comes to motivating and engaging staff? First you have to believe in where you’re trying to take the organisation – people won’t follow you if you don’t have that conviction. Second, unite around a common purpose. Even when you know the answer, slow down, be patient and let people come with you at their pace. Being right is only the start, the trick is convincing others to come with you. The alternative is that, while you might be right, you’d be very lonely. Start by building a compelling case with both logical and financial appeal and in some cases you’ll need emotional appeal. Recognise that it’s a journey, never a straight line; the important thing is that you end up where you want to be. What can businesses do to attract higher calibre employees? In my experience, employees thrive in a positive and challenging work environment, one that offers the potential to grow and learn. And by that I don’t mean ladder climbing, because company structures are flatter now, I mean diversifying and broadening their skills. So having opportunities for professional development is fundamental. Another thing I’ve noted is that people today are more values conscious, and it’s important that their values are aligned with those of the company. More importantly, a company mustn’t simply be paying lip service to the words printed on their website and on show in their lobby; the organisation needs to be consistent and live up to its ideals. How do you manage a work-life balance? As well as being the general manager of Orica Chemnet, I’m also a wife and the mother of two teenage boys – all highly rewarding and demanding roles. To be the best that I can be at each, I need some time to look after me. Therefore, I take time out to pamper myself, have a massage or a facial, and I regularly work out at the gym. It’s not about being selfish; it’s recognising that to give the best of me to my work and my family I need to nurture myself. It’s something I’ve become better at with time. What advice would you give to an aspiring business leader? Do some time working for a corporate; it’s a great introduction to how a business functions. I had the good fortune to work for two of New Zealand’s biggest firms – Fletcher Challenge and Fonterra – which gave me a fabulous grounding in basic business skills. What do you think holds women back from becoming successful in the corporate environment? I think that women simply aren’t as good at the politics, playing the corporate games. The practice of networking and cultivating ‘mates’ seems to come naturally to men. Women sit back and, somewhat naively, think that performance will speak for itself, and that’s obviously an important element. But building a strong circle of contacts and allies is a core part of surviving in the corporate world. What challenges do you think women face when applying to join boards? I think there are what I call soft reasons and hard reasons. The soft reason is that boards often lack diversity. Many are traditional, with men who feel most comfortable working with people like themselves. So they hire clones. New board members earn their place through a system of loyalty. The hard reason is that industry experience is an important asset to any board. What many New Zealand women lack is operational exposure to different corporations and different industries. Boards need a mix of competencies, and lawyers and accountants form part of that, but operating experience in the particular industry the board is linked to, is a valuable commodity. Has being a woman in the corporate environment been an advantage or a disadvantage? There are both advantages and disadvantages, but overall it has to be neutral. As a woman, you’re often an oddity, at least for the first five minutes but once the novelty has worn off and people know you, you advance based on merit. What advice do you have for women operating in a male-dominated environment? There’s no denying it: working in a male-dominated field has its challenges. I come from an engineering background and spent four rewarding years on the nuts and bolts side of the profession so I’m not easily offended. I was once mistaken for a colleague’s ‘floozy’ until he introduced me as his boss. And I’ve been confronted with the type of pin-ups that were once a common sight in engineering workshops. The secret is to remain professional at all times and maintain your composure, and that advice applies to the corporate environment too. What drives you? I want to have fun. I want to work with interesting people. I enjoy challenges and intellectual stimulation and I like to drive change, build businesses and make a difference. |