Arguably New Zealand's most astute businessman, Graeme Hart, has built a reputation for being a communications recluse, seemingly not interested in courting publicity or profile.
Indeed, around mid-October, Managing Director of Pacific Equity Partners Simon Pillar is reported to have proffered to a group of the "world's most respected investors" that Hart was "not the best communicator" (NBR, October 21, 2005).
Then almost exactly one month later Hart appears on national television news (OneNews, 18 November, 2005) promoting to investors the float of Goodman Fielder at $2 per share. This was extraordinary for two reasons - not only was it a rare interview, but it was filmed at a press conference which included his wife and family in the background.
While his impeccable business insights are readily acknowledged, his appearance on that particular bulletin might also say something about his communications savvy. It was the first major television news bulletin after New Zealand was awarded the 2011 World Cup hosting rights. Perhaps the only disadvantage was that it was carried on a Friday evening bulletin, traditionally the lowest of the week's ratings.
Hart's publicity reticence might frustrate journalists, but it should not be interpreted as poor communication skills, as even PEP's Simon Pillar acknowledged that if he wanted to know something about Hart's businesses he knew who to talk to.
While Hart elects not to manage his profile - at least extensively - from what we observe Hart is an excellent communicator. The greatest measure of this is that the people who work for and with him know exactly what he wants. One senior manager of the former New Zealand Dairy Foods business confided his delight that the Hart communications model unshackled his senior people from the tyranny of "corporate communications" (report writing) so they focused more on the job rather than the processes of the job.
When it comes to communications, success is about "horse for courses". Hart's major business activities to date have cast him in the role of business rejuvenator, and his focus is on top-level internal communications. His priority is that his top people know what is expected of them, and do it. There was no particular need for wider communications, or, he judged, profile for its own sake.
This communications model is "uncluttered", and entirely appropriate when operating in the rejuvenation segment of the market.
This is confirmed by Hart's appearance on the television news bulletin. There was a new imperative. It was his response to push-back to the reported coolness of analysts toward the $2 per share float price for Goodman Fielder. In answer to the investors' questions about what was in it for them at such a price, Hart's key message was: "Very attractive returns".
This rare television interview was the response to a particular communications challenge - getting directly to potential investors to provide the reassurance they seemed to be seeking.
As a media cameo it was impeccable. His message was clear, and its importance was underscored by the fact that he only seeks such opportunities when he has something to say. As if to further "humanise" the man floating a cluster of some of New Zealand's most powerful household brands, this so-called recluse was accompanied by his wife and family.
Should other senior executives emulate the reclusive Graeme Hart? We say no, but like him they should have their communications strategy tailored to the needs of the business.
As he has shown, when the business needs him, Graeme Hart is no recluse. |
