But having been through three cycles one does have to chuckle that of all the certainties in the world the professions will always agglomerate and split.

My career goes back to Abaco Investments which formed Hamptons International and Lambert Smith Hampton from a group of disparate companies forged together. My mind returned to the foundations when news broke of LSH buying themselves out from Atkins and of Donaldsons' proposed sale to DTZ.

Of course the perception of what is being gained or lost will depend upon the stance of the commentator, but I never cease to be amazed that one argument can be turned on its head when the time suits.

Now no one has the benefit of foresight, therefore the crux of any of these deals, it strikes me, always comes down to management and the desire to blend together.

It is staggering when you reflect just how much of any company, activity or building comes down to the management. Equally staggering are the different perceptions of how good management is to be achieved.

Time spent actively managing, listening and blending a team, a group of tenants or an organisation is time well invested. This does not mean hearing what is said and ignoring it, nor does it mean doing what you want and hoping everyone follows. It can be dictatorial but it must be benevolent.

Now most reading this will go "of course" - and I would expect nothing less. I don't mean that badly, just a perception!

Roger J Southam,

Chairman & Chief Executive, Chainbow,

http://www.chainbow.co.uk

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