GERALDTON machinery dealer Steve Purcher, Purcher International, reinforced the "people game' at last week's Autumn Update.
Speaking on succession planning, human resources and attracting and retaining staff, Mr Purcher provided a succinct outline of his business from the time he took over from his father Roy in 2007.
"Roy started the business 50 years ago this year with a staff of six or seven," he said.
"He obviously developed his ways with the staff and when it came time for me to take over it wasn't smooth.
"But it wasn't terrible either.
"There was me and my two sisters, who became school teachers, so it was all about managing equity and fairness around the kitchen table.
"What I found is that you've got to manage succession through and not make a sudden change.
"My transition into running the business was gradual and probably took over five years with dad letting go and me taking over.
"Then there came the time when a definite date was agreed on for me to take the reins and that was it and dad was with me as a consultant.
"But I also had to acknowledge within myself that it was hard for him to let go of a business he built from the ground up."
In addressing human resources Mr Purcher said it was not a black and white situation.
"I need highly trained staff but it doesn't end there," he said.
"I not only have to ensure the money is there to pay them but with each staff member I've got to be in touch with their family and ensure they're happy to be in Geraldton.
"I can't keep staff with money but I can ensure they are happy with their work place by giving them the understanding they are part of the business.
"I look for people that are more or less my equal, people I can talk with on a range of issues and are on the same page with my style of business.
"It's really a heart-and-head issue with basic respect for each other.
"I think my staff feel valued and it's the satisfaction of the job that makes them feel they are worth something, because I listen to their advice and opinions.
"I ensure there's a good degree of autonomy and I allocate responsibilities to department staff and I don't micro-manage."
Mr Purcher said to help attract staff, employers needed to sell the community they lived in.
"I sell Geraldton in my ads when I'm looking for staff," he said.
"Mum and the kids have got to be happy where they live, so it's not just about the person I want to work for me."