Name: Tony Rutherford

Title: Managing Partner

Organisation: CopperFox

Experienced commercial business leader with a strong transformation focus. Significant experience in outsourcing, wholesale/distribution, transportation and logistics, and infrastructure.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Tony's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

Being authentic is important, as is understanding different perspectives and being able to harmonise divergent views where they exist in the best interests of all stakeholders.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

For me, vision and mission go beyond the business context to a wider lens of how I want to live my life and the tactical plan to deliver it. In the real world, this means applying realistic timelines to achieving the vision, being able to pivot on a dime when something unexpected happens, and surrounding yourself with people you trust and who have an aligned vision.

3. How can a leader empower the people they're leading?

I like to set clear objectives of what I want achieved in a new business initiative and allow the individual to plan and execute with my guidance, providing support if needed. I’ve realised that there is usually more than one way to attack an opportunity, but the approach can be quite different.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

I’ve had 4 individuals who have stood out at different stages. I reported to Stephen Smith on several occasions - initially at OfficeMax, but also later at NZTA and Auckland Transport. Steve was instrumental in my developing my own leadership style - initially, I tried to emulate him and crashed and burned - a lesson on authenticity, as mentioned earlier. The fact that we worked together on several occasions is a testament to mutual professional respect and a shared irreverent sense of humour.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

I’m always outcomes-focused. So, as business requirements change, I’m constantly re-prioritising on how to best spend my time. I’m a strong advocate for documenting a business case - whether this be simple bullet points $ or something more formal. That way, I have a record of why I started something to refer back to. In current business times, disruption is rife, so a linear approach seldom works. I guess this translates to juggling balls, but I always deliver on what I need to.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

I’ve found you simply can’t do this in business these days. My business partner, Rob, and I will set some specific targets at the beginning of the year - often we will achieve some but not all of them, and we’ve learnt not to beat ourselves up for what we don’t get done.

7. What advice would you give to a young leader who is struggling to delegate effectively?

There are implications in trying to be everything for everyone. At the very least, burnout is likely, and at worst, a severe impact on your health and personal life. It simply isn’t worth it. And utilising your people to deliver is empowering for them. So recognise your strengths and acknowledge your weaknesses that are someone else’s strengths.