“Being old bastards, we can’t move as quickly or do the same things as the young blokes and they will hold it over you, but we are smarter and we can do things in other ways,’’ he says.
“Generally you can sway young people around with a rational argument, that’s their weakness.”
He says individual needs are carefully attended to. Some of those different needs might be generational but managers work around them and accommodate them as much as possible.
“It tends to be unwritten rather than documented,’’ he says.
“As long as there is a quid pro quo. More often than not, it’s time in lieu or if you want to take a day off here and there, you can.
“So if for example they have cricket training on a Wednesday night, they can get out early on Wednesdays. But you don’t specifically ask for something in lieu, it just happens.
“It works better as an honour system. It’s not written down and recorded minute for minute and noted that you took an extra 10 minutes here and have to give that back at the end of the day. It doesn’t work like that here.”
Farugia says that can only work in a small company. “You can make your own rules because you are not overlaying on 70 people. You are overlaying them on a much smaller number and there is a lot of quid pro quo.
“In a small environment, everyone works towards a common goal. Here, if you want a private conversation, you go somewhere else.
“In a smaller business where you have to manage a smaller number of people, you don’t have rules that separate because everyone knows what everyone else is doing, they’re all trying to achieve the same thing and that’s basically to keep the clients happy and to keep the money rolling in through the door.”
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