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What's real iron-man food? Pure heavy mettle

I'm amazed at the tenacity of media owners and operators.
By · 30 Mar 2013
By ·
30 Mar 2013
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I'm amazed at the tenacity of media owners and operators. This occurred to me last weekend as Melbourne hosted the Asia-Pacific Ironman Championship, which was made all the more famous by our prime minister-in-waiting, Tony Abbott, rising to the challenge to go an extra few miles, or kilometres to be precise: 3.6 kilometres in the sea, 180 kilometres on a pushbike and a 42.3 kilometre marathon on shanks' pony. It makes my daily walk in the park look like a walk in the park.

But the iron men of the media world are the media owners.

I remember having a phone call one Sunday afternoon with James Packer when he sat atop the Nine Network. Business out of the way, I couldn't help asking: "James, where are you?" "Russia," he replied. Silly me, I should have known. Even though it was early in the morning in Russia, he was still working.

I know Kerry Stokes won't mind me saying that he has a video link set up that connects him to his businesses whether he is on land, sea or in the air - and he uses it constantly so he is never out of touch.

And talking of being connected, Kerry Packer was on the phone at 20,000 feet when he famously told the then chief executive of Nine, David Leckie, that his time was up. Leckie went on to prove that Kerry might have called that one a bit early because he then steered Seven to a decade of greatness.

But being an iron person, as Louise prompts, doesn't mean you have to be an athlete or a media boss. You just have

to turn up at work and forget about the clock, the smokos and the bank holidays.

I was in the UK recently, where the economy is in serious trouble like much of Europe. Part of the reason has to be that half of the office seems to be on leave much of the time and you're lucky to get a call answered if you ring Europe in summer.

Our researcher, Charlie, has pulled up some amazing facts about annual leave entitlements around the world.

In the UK, the minimum is five weeks and if you add royal and religious observance days, plus public holidays, we're talking about nearly seven weeks on the Costa Brava. That's no good for England - and it hasn't saved Spain.

No wonder no one wants the UK banks to fail, they'd lose 10 per cent of their holidays. Bank holidays? Now there's a euphemistic redundancy for you.

Our four weeks' annual leave seems reasonable by comparison, but there's no forgetting that we are operating in a highly competitive world.

We talk about the China miracle, but the real miracle in HR terms is that they get away with five working-day holidays for the first 10 years on the job. And it's the same in Japan.

It seems to me that many of us were real iron persons on the job a generation ago. When I was a kid, most of the people our family knew had two or three jobs. My maths teacher at Stawell High, Mr Potter, would do some prep in summer but most of the time he was working on a wheat truck.

In last week's column we talked about the value of the diversity of cultures in our nation.

Perhaps this is not what the more prejudiced want to hear, but I reckon many migrants work a lot harder than people who think they can coast along by birthright.

Anthony Bourdain, the iconoclastic cook, television host and author of the bestseller Kitchen Confidential, got it right when he said: "No one understands the American dream of hard work leading to great rewards better than a non-American." Hard work always pays off and we know it.
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Frequently Asked Questions about this Article…

The article highlights the tenacity of media owners — using anecdotes about figures like James Packer, Kerry Stokes and Kerry Packer — to show leaders who stay constantly connected and involved. For everyday investors, this matters because persistent, hands-on leadership can shape company strategy, culture and resilience, which are factors investors often watch when assessing media firms.

The Ironman event (3.6 km swim, 180 km bike, 42.3 km run) is used as a metaphor for endurance and commitment. The author contrasts elite athletic endurance with the endurance shown by media owners and hard‑working people, making the point that perseverance — not just athleticism — is valuable in business and leadership.

The article mentions James Packer (taking calls from Russia while leading Nine), Kerry Stokes (using video links to stay connected to businesses), and Kerry Packer (calling David Leckie from 20,000 feet to say his time was up). These stories illustrate leaders who are always engaged — a trait investors may interpret as commitment to running and protecting their businesses.

According to the article, the UK minimum is five weeks of annual leave and, when public and royal observance days are added, it can approach nearly seven weeks. Australia is described as having four weeks' annual leave. The article also notes that in China and Japan workers can have shorter entitlements early in their careers, with China cited as allowing five working‑day holidays for the first 10 years on the job.

Yes. The author suggests that long annual leave — using the UK and parts of Europe as examples — can make businesses harder to reach in peak holiday periods and implies it may be one factor affecting economic performance. The tone is observational, indicating the author sees a link between leave culture and competitiveness.

The article describes leaders using technology — video links and phone calls even while travelling — to remain continuously involved in their businesses. For investors, this signals active oversight and engagement by management, which can influence operational decisions and investor confidence.

The author recalls people holding two or three jobs, a maths teacher who worked on a wheat truck in summer, and the broader observation that many migrants often work harder. These examples are used to underline a cultural appreciation for effort and multiple income streams.

Key takeaways are that leadership tenacity and a culture of hard work — whether shown by media owners who stay connected or employees who take on multiple roles — can matter for a company's performance. The article encourages investors to notice management commitment and national work cultures as part of their broader assessment of businesses.