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A. It’s a question of balance. For the sort of work I do, you need to have a wide network of contacts, so who you know is important. You also need to be pretty damn competent as a businessman. The competent businessman in my type of role who knows no one will get nowhere. And the guy who knows everybody but is not competent will get nowhere.

Q. What does leadership mean to you?

A. My grandfather was a regimental sergeant-major. His definition of leadership was: “When you turn around, if there’s no-one following you, you’re not a leader!”

Q. If you could change one thing about the business, financial and commercial environment, what would it be?

A. I would make the interface between public companies and shareholders much more effective. There’s still a long way to go in terms of a dialogue and a working relationship. The objective should be to get more long-termism. It’s beginning to come through, and shareholders are beginning to be more interested in things other than short-term results.

Q. Does money motivate you?

A. You have to have enough to do what you want to do. It is a motivator in the sense that I like to be able to go and fish and shoot when I want to. I like to have my farm. I like to live, by most people’s standards, a pretty agreeable lifestyle. So the money’s for that. I’ve never sat down and said I need to make x million. The Heseltine approach to life: “I’ll make so many million and then become Prime Minister” — that has never been what motivates me. If I wanted to I could make a lot more money.

Q. What gadget/piece of technology can you not do without?

A. My secretary. She works all the technology. I’ve got a mobile phone now. I regard gadgetry as something that enables people to get hold of you when you don’t want them to. I check my mobile once a day for messages. I check my e-mails at home. I think my secretary wants me to get a BlackBerry, but I’m not very keen.

Q. How do you relax?

A. Shooting, fishing, gardening, food and wine.

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