1. Rethinking Problem-Solving in a Kiwi SME
What to do when you hit the wall
Les owns a custom timber joinery business just outside Hamilton. He started out solo in his garage, and over fifteen years built it into a solid team of twelve. Known for quality craftsmanship and being a straight-up bloke, Les had always trusted his gut. He made decisions fast, backed himself, and expected others to do the same.
But things weren’t working like they used to.
Projects were behind schedule. Communication felt patchy. Jake, one of the senior team, had gone quiet — skipping toolbox meetings and holding back on the floor. Newer staff seemed hesitant, unsure of where they stood. Les was frustrated, but more than that, he felt lost.
That’s when he brought in John, a business advisor from RegenerationHQ. Les didn’t want fluff. He wanted practical help from someone who understood real businesses, not corporate playbooks.
"I’m not running Fonterra," Les said. "I just want the team humming again."
John helped him see the problem clearly - the way Les was solving problems no longer fit the business he had built.
Figuring Out His Decision-Making Style
John walked Les through a decision-making model built around five common profiles -
Adventurers go with instinct and move quickly
Detectives follow data and facts
Listeners seek input and value connection
Thinkers explore every option, sometimes overthinking
Visionaries imagine new ways, sometimes ignoring practicalities
Les was clearly an Adventurer. He trusted his gut, moved fast, and believed in letting people get on with it. That had worked for years. But now, with a bigger team, more jobs, and more moving parts, his solo style was creating more confusion than clarity.
Situationality - The Hidden Influence
John introduced a second idea that hit home — situationality. It’s the mix of environment, team structure, life stage, and pressure that shapes how you behave. When the context changes, your go-to approach might not be the right fit anymore.
Les realised his business had changed, but he hadn’t. He was still leading like it was just him and a couple of mates, not a twelve-person team with real structure, real clients, and real stakes.
Psych insight - Under pressure, people regress to old habits. It feels safe, but it usually makes things worse.
The Eight Questions That Changed Everything
John helped Les break it down using eight key questions -
What’s the actual problem?
Team members felt disconnected from decisions. There was no shared understanding of priorities. Jake’s silence wasn’t just a one-off — it was a signal.
How are we working?
Les was splitting his time between quotes, clients, and admin. There were no regular meetings. Expectations lived in his head, not on paper or a whiteboard.
HR red flag - No communication rhythm leads to confusion and disengagement.
What stage am I at?
Les wasn’t the solo tradie anymore. He was a business owner with a leadership role, whether he liked the title or not. The job had changed. He hadn’t.
Who else is involved?
Jake was feeling sidelined. Tash, the apprentice, didn’t know how decisions were made or where she fit. The rest of the team were working hard but often guessing what was expected.
Is this really my decision to own?
Yes. Les owned the business. But John pushed him to see that ownership didn’t mean doing it all himself. It meant leading in a way that brought others along.
How is the situation affecting my decision-making style?
Les had stopped listening. Stress had turned his adventurer instincts up to full volume. He was moving fast, but without checking who was on the same page.
Psych warning - Decision fatigue and stress can push leaders into short-term fixes that undermine long-term trust.
What assumptions are getting in the way?
- Assumption one - People just want to be left to get on with it.
- Assumption two - Slowing down to talk will waste time.
Both were wrong. People wanted clarity, connection, and context. And time spent aligning now saved time fixing mistakes later.
What strengths do I need to bring back?
Les used to be a strong listener. That’s how he built trust when the business was smaller. He needed to bring that part of himself back — but with more structure.
The Changes Les Made with John’s Support
John didn’t ask Les to become someone he wasn’t. Just to build a system around his strengths and let others into the process.
Here’s what they put in place -
Weekly tool-down meetings every Thursday morning. Thirty minutes for job updates, issues, and a bit of team recognition.
Monthly one-on-ones with each team member. Nothing formal — just a catch-up to talk about what’s working, what’s not, and what they need.
A visual planning wall in the workshop. Every job, who’s on it, and what stage it’s at. Clear for all to see.
A decision flow that included others. For anything with real impact, Les would talk to the team before locking in a call.
A self-check before making key decisions. Was he acting out of habit, stress, or awareness?
The Results
Within two months -
Jake re-engaged. It turned out he felt pushed out of decisions he used to be part of.
Tash started offering ideas. She said the one-on-one gave her the confidence to speak up.
Less rework, fewer crossed wires, and better momentum.
Les felt less pressure — and more in control.
"I thought talking more would slow us down," Les said. "Turns out, it saves time because we’re not second-guessing everything."
What Other Kiwi Business Owners Can Learn from Les
Know your default decision-making style. Then ask - is it helping or hurting in this situation?
Pay attention to context. Situationality can quietly derail your instincts if you’re not watching for it.
Create structure without going corporate. Rhythms and routines give teams stability.
Leadership is about clarity, not control. Bring others into the process.
Don’t wait for people to speak up. Go to them — and listen.
Final Word from John at RegenerationHQ
"Small businesses don’t need to act like corporates to succeed. But they do need to grow their leadership mindset as their business grows. Les didn’t change who he was. He just aligned his actions with where his business is now."
with thanks to Cheryl Strauss Einhorn