When we were given the task of interviewing a manager; many questions and thoughts came to mind. But the main thing we were worried about was “Whom would we interview?”We were lucky enough to have a close connection within the group to Mr Russell Walsh; the National Retail Field Operations Manager of Nova Energy. We set out to interview him with the aim of gaining some insight on what being a manager truly involves on a business and personal level and how we could become strong managers in the future.
We chose to interview Russell Walsh, the National Retail Field Operations Manager of Nova Energy, for multiple reasons, one being that he works from home which gave us ...view middle of the document...
Nova also supports green initiatives with it owning a power plant that generates electricity from landfill waste gases and having a range of renewable and co-generation electricity plants. It has also recently invested in a tidal electricity generation project (Nova Energy, 2014). Russell's position within the business is one of the top tiers of management within the company, he is a part of a team of five other managers and then he himself manages another management team of six, that run the Retail and Operations sector of Nova Energy.
Great responsibilities come with the role of National Retail Fields Operations Manager, it requires skills such as communication and leadership to move through day to day tasks. Russell's particular position requires him to assist and coordinate the product flow in the field or as he described “supply the product to the punters” (Walsh, 2014). Therefore he is responsible for all that falls outside the administrative office and comes under his sector of retail and operations in the energy division, including organising thousands of gas meter readings, operations of solar factories, hired contractors, million dollar expansion projects etc. He is a part of a 5 person management team in charge of Nova energy as a whole, who are expected to hold meetings weekly to allocate tasks, update and discuss progress/issues within their individual sectors.
Six other employees fall directly under Russell whom he calls his “direct reports” (Walsh, 2014), these are the people who he delegate’s areas needing their attention and skills and who report back to him daily on the operations of their area through phone and email. Russell also sets the direct reports standards for the appropriate processes and training they need to take for their assigned areas of responsibility. Todd's is always looking to up skill, so Russell holds seminars for the company to help develop the less experienced managers, due to the fact that he has had years of experience not only in management but in most areas around it. It is obvious that in Russell's role communication and leadership is key to his success because without his day to day phone calls etc. to and from his team, Russell would not be able to effectively manage them.
The managerial style Russell obtains are similar to the average New Zealand citizen. A key aspect that made our interview different from others is that Russell works from home, he does this so he can balance both work and family life equally and focus on his work priorities without the distractions of a normal office. Russell working from home works for the company, because he is able to maintain workloads and complete the job description. The fact that Russell gets the job done no matter how long it takes or what it takes, as well as working to the best of his abilities to do the job, is something that became clear as a part of Russell's work style.
Another key aspect we found interesting is the fact that...