Hawke's Bay

No one ever said it was going to be easy to get businesses and educators talking to each other better but that is precisely what Paul Hursthouse does every day. 

As the Business Relationship Manager for the Eastern Institute of Technology (EIT Hawke’s Bay), his role is to manage the Institute’s external relationships with business and industry as well as managing staff internally to help them be more responsive to business needs.

Claire Hague, EIT’s Deputy Chief Executive, says Paul acts as a conduit between the worlds of education and business.  “He liaises with the business sector which has its own particular style and way of doing things.  People in education often have a very different approach.  Paul has to be able to bridge that gap,” she says.

Two and a half years ago, EIT adopted a new strategic direction which included creating more dynamic, meaningful relationships with their stakeholders.  “We had to work on improving the alignment between EIT programmes and regional needs.  That means we have to get to know stakeholders better to ensure ongoing success.  It is tough – you have got to work on it,” Paul says. 

“One of the messages I use is that success doesn’t come by accident, it needs effort.  EIT is not my organization - EIT is the community’s organization.  We have to make sure that everything we do meets the community’s expectations.  For me, that involves working with and within business.  How can we help the Hawke’s Bay economy become better?  How can we help make this a more vibrant and prosperous community?” he asks.

Paul stresses that this requires developing relationships and not pushing for transactions.  “I look to build relationships which may result in more work for EIT down the road.  The focus is not on closing a deal every time.  I might go out there, get criticised because we were not on the right track and that information is the best intelligence we will ever get.  It will help us respond and better serve the community,” he says.

Despite the sometimes soft reputation of stakeholder management, there is a real edge to Paul’s work which requires honesty and the ability to deliver hard messages to both EIT and business.  Claire notes that Paul has to convey some tough messages to people in the EIT. 

“Avoiding being shot as the messenger requires a particular set of skills.  Paul is our eyes and ears with industry.  If he picks up feedback which needs the executive team to act, he has to manage us quite carefully.  The trick is for him to manage the issue through, understand people’s perspectives and find some common ground,” Claire says.

The key, Paul believes, is that you have got to have faith that the organization will appreciate constructive feedback:  “I can show them the benefits of the change I’ve identified from stakeholders.  If the culture weren’t receptive, it would be difficult to implement change.  If you have a champion in senior management, they can reinforce the message.  I liken it to a garden – I can sow the seeds but others have to help cultivate them.” 

Paul constantly has to walk a fine line managing expectations internally (EIT) and externally (business) as well as the interface between the two.  “People want you to be straight up front with them.  Honest communication is the best approach – tell them what you are thinking.  If you can’t do it, say no.  This approach requires a bit of fortitude on all sides – you have to believe your actions will make a contribution to success,” he says. 

Claire reports that the feedback she receives, often unsolicited, from external business and industry stakeholders about Paul’s honest – even blunt – style is overwhelmingly positive.

“Managing expectations is crucial.  With a public institution, industry often expects caviar and champagne but only wants to pay for beer and chips.  You have to manage that.  On the other hand, I have to represent industry views within an institution which may have other priorities to consider.  I have to manage expectations on both sides.  Sometimes those expectations are unreasonable and you have to say so.  I know the interface can always be better.   We are publicly funded and must ensure our decisions are sound and stand up to public scrutiny,” Paul says.

One of the gaps between business and education is that they often speak different languages and move at different speeds.  Claire points to Paul’s use of language as a key success factor.  “Paul cuts through the jargon on both sides.  He has to manage his style when talking to different groups of people.  Only then can he help them talk to each other,” she says.

Previously the head of Applied Management at EIT, Paul tries to take a business approach to stakeholder relations.  “The challenge frequently is to transfer the business model into a more social setting such as education.  It is incredibly frustrating that sometimes our EIT managers would love to respond to business need more but the planning cycles are completely different.  It is increasingly difficult to hurry the education system these days.  The reality is that industry may have to go through a process which can be a little time-consuming and there is a danger they may disengage.  Ideally we want business to talk to us early but often they don’t know what they don’t know.  We can support them in identifying their training needs,” Paul says. 

Acting as a conduit has a final challenge – when precisely to let go.  Claire believes every manager faces the decision about when to lead and when to delegate.  “When Paul has connected a business with an educator at EIT, where is the point when he leaves them?  There is a healthy debate about the line between leadership and facilitation.  One of the unique characteristics of the role is that you cannot make the business opportunities happen yourself, you have to rely on others,” she says.

Paul accepts the debate is on-going.  “I’ve stepped away too early a couple of times and things have fallen off the rails.  I’ve stepped away too late and been accused of micro-management.  Ultimately, you have to trust the people you are handing over to when you feel the time is right.  Unfortunately there is no magical formula – it is a fine line between control and autonomy,” says Paul.

To use Paul’s phrase, it takes a little institutional and personal fortitude to make a big difference.

Website: http://www.eit.ac.nz