Finding your Ikigai on the road to Death Valley

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Ikigai (生き甲斐, “a reason for being”) is a Japanese concept referring to having a direction or purpose in life, providing a sense of fulfilment, and towards which the person may take actions, giving them satisfaction and a sense of meaning.

Understanding your Ikigai is the key to waking up like a kid on Christmas morning, inspired to go to work, feel safe and motivated while you are there, and go home fulfilled at the end of the day. Over the years I have worked hard to find my Ikigai and share the concept with those around me.

It is a healthy and happy way to live. I often get asked for examples of people that are truly following their Ikigai. One guy that is always high on my list is Andrew McCrory. Andrew is a local legend and all round good sort.

When I first started coaching him five years ago he told me that his ultimate goal was to one day run the Badwater 135 Ultramarathon through Death Valley. Having crewed at this event in 2008 for another Kiwi Lisa Tamati, I had a good understanding of what was going to be required to complete this mission.

One of the key factors is a strong purpose or Ikigai. Andrew definitely has this.

So what exactly is the Badwater 135?

It’s globally recognised as the toughest footrace on Earth. Runners start at Badwater Basin in California (which is 85m below sea level) and finish at the Whitney Portal (500m above sea level.) There is a total of 4500m elevation across the 135 mile/217km course which must be completed in 48 hours. It’s all run on road in extreme temperatures up to 54 degrees.

This is no walk in the park. The Badwater 135 is and always has been an invitational race.  Applicants are considered purely upon their race application and its specific written merits.  They are then selected to run in July of that year via a live Facebook announcement. There is a strict entry criteria which involves running at least four ultra-running races of 100 continuous miles or longer with one of them being between January 1, 2023 and the day of submitting the application.

There is only one preferred qualifying race in New Zealand and that is the Northburn 100 in Cromwell. Andrew McCrory has been working towards running the Badwater 135 since he began ultra-running 5 years ago. He has completed many ultras including five runs over 100 miles and the Northburn 100 in March 2023. He has also run the length of New Zealand, completing 2,060km over Christmas and New Years 2021/22.

While Andrew is undertaking these amazing feats he also raises money for charity. His main charity is helping children with Cerebral Palsy to get Selective Dorsal Rhizotomy surgery in America and helping with the intensive rehabilitation once they return home. He has also raised money for other organisations such as I AM HOPE which supports mental health, and the NZ RSA Poppy Fund which supports all Service veterans. All up so far he has raised close to $90,000.

In July, Andrew will be realizing his goal as he stands at the start line of the 2024 Badwater 135. One of the few Kiwi’s to ever be selected to compete in this race he considers himself privileged to be there. He’s taking his fundraising efforts to a global stage and wants to continue to help many more New Zealand children to achieve their dream of being able to walk. He’s on the lookout for sponsors – so please reach out if that sounds like you. Once you have clarity on your Ikigai you can achieve some very cool things.

For inspiration you can follow Andrew and his build up to Badwater by checking out: @Running Aotearoa for SDR on Facebook or Andrew McCrory Ultra Runner on Instagram Or schedule a session with Neil to check if your Ikigai is on point. 

Neil Wagstaff is the owner of Peak Fitness in Havelock North. He has over 25 years experience in the health and fitness industry. www.peakfitnessandhealth.co.nz

PROPOSED TOURISM FUNDING CUTS WILL HAVE CATASTROPHIC EFFECT

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Proposed funding cuts to Hawke’s Bay Tourism will have a catastrophic effect on the region’s economy, with more than $250 million likely to disappear from local businesses, if the cuts go ahead.

Hawke’s Bay Regional Council’s proposal to defund visitor attraction over three years would, in reality, force Hawke’s Bay Tourism to shut up shop in July with the lights going out on many iconic events, the end of Hawke’s Bay’s off-shore profile, and a flow-on hit to many local businesses and workers – not just in tourism, says Hawke’s Bay Tourism Chairman and leading tourism expert George Hickton.

The region’s visitor economy will contract by at least 20 percent – or $260 million – over the three-year lifespan of the regional council’s Long Term Plan, if the regional tourism organisation is forced to close, says the former Chief Executive of Tourism New Zealand.

“Hawke’s Bay Regional Council’s preferred option is not an option at all. It is simply not viable. It would see a closure of Hawke’s Bay Tourism on July 1, and along with it the end of a thriving visitor economy, one of the most important economic drivers for Hawke’s Bay,” says Hickton.

Hawke’s Bay Tourism is fighting to protect the region’s visitor economy, after Hawke’s Bay Regional Council this week sent their Long Term Plan (LTP) to community consultation.

Two options are being considered in the LTP for investment in visitor attraction:

  • HBRC’s “preferred” option proposes Hawke’s Bay Tourism is completely defunded over a period of two years, with significant funding cuts within the first year.
  • The second option – Option B – is Hawke’s Bay Tourism’s counter proposal, which is supported by the region’s mayors and sees funding maintained at its current level of $1.52 million for FY24/25, with local councils agreeing to step in and fund visitor attraction directly alongside HBRC for the final two years of the LTP period.

More is at risk than people realise if Hawke’s Bay Tourism is shut up shop, says Hickton, with many events and activities forced to cancel, including:

  • F.A.W.C!
  • The Great Wine Capitals Global Network programme
  • Hawke’s Bay Tourism’s support of the Hawke’s Bay Marathon
  • Significant out of region promotion for major events, including Art Deco Festival
  • Promotion of the region outside of Hawke’s Bay
  • Profiles of the region within media publications, online and on TV
  • Extensive travel trade programmes and relationships
  • hawkesbaynz.com and Hawke’s Bay NZ social media channels

“Simply put, other regions would snap up our market share and Hawke’s Bay would become a tourism backwater,” he says.

“The very Hawke’s Bay way-of-life that so many people come here for, would be at risk. The $1.3 billion of direct and indirect benefit to Hawke’s Bay spreads far and wide. Only 20 percent of this goes to tourism businesses, with the rest going into the community and helping fund the lifestyle of locals.

“Councillors say this is a plan of recovery and resilience and with eyes to the future . . . however it massively threatens the resilience of the region’s economy.

“Hawke’s Bay’s visitor economy is the third highest contributor to regional GDP, it employs one in 10 locals. What’s more, Hawke’s Bay Tourism is the only element of the Regional Council’s remit that drives economic revenue. The rest of their activity is about spend with no revenue.”

Supporting the sustainability and resilience of Hawke’s Bay’s visitor economy is not a luxury, says Hickton.

“If we take our foot off the accelerator now and long-term damage is done, it will take much more money and a very long time to catch up lost ground.

“So, we are vigorously advocating for Option B and are encouraged by the formal support from Napier City, Hastings District and Central Hawke’s Bay District mayors to make this happen.

“A vibrant visitor economy is not just good for tourism and hospitality businesses and their employees; it’s good for everyone,” says Hickton.

Funding loss could limit public access to Te Mata Park

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The loss of vital funding from the Hawke’s Bay Regional Council will set Te Mata Park back by a decade and will fail to protect the region’s most popular recreational and tourism asset.

The Hawke’s Bay Regional Council Long-Term Plan proposal to pull its $120,000 a year Park maintenance funding will see Te Mata Park Trust launch a ‘Protect the Peak’ campaign next week.

Te Mata Park Trust Chair Mike Devonshire said the huge growth in use of the Park requires more funding, not less. Over 1 million visitors explore Te Mata Park every year and since 2018 the  Park has been awarded the highly coveted Green Flag international award for well managed parks and green spaces, five times, ranking it one of the best maintained and managed parks in the world.

The Trust recently met with HBRC Chair Hinewai Ormsby and Chief Executive Dr Nic Peet as well as presenting to the HBRC Environmental and Integrated Catchments Committee with a plea to increase funding to $240,000.

Devonshire said, “We’ve been blindsided by the HBRC’s preferred option to pull funding for Te Mata Park – the jewel in the region’s crown.”

“There’s no way we can lose $120,000 in funding. We already need to try and find a third of our yearly operational funding, and this loss would mean we need to try and secure over 60% of our operational funding elsewhere. This is a huge ask. It would be a backward step and unbundle all the investment that has gone into enhancing the Park.”

He added that health and safety within the Park would become a higher risk without regular maintenance, and therefore the trust may need to consider some form of closures.

“We are a trust and we have a duty of care to uphold and I’m not sure if we want to any greater risk of health and safety due to a reduction in maintenance.

“You only need to look at what happened with the cyclone. It had a huge impact on the park with many trees destroyed but we had the financial ability to quickly do some work clearing tracks and re-open in five days.

Mr Devonshire said cutting Te Mata Park funding will have a miniscule impact on rates and he believed both ratepayers and all 184,000 residents would support investing less than $1 each to protect the Park annually.

“At the current HBRC funding level, it’s 65 cents per resident per year to look after the Park to its current standard and we think it should be $1.30, which will cover the cost of two fulltime maintenance contractors.

Key projects over recent years include purchasing addional land, a new visitor shelter, a Schools for Trees planting programme, public toilets, car parking, upgrading and building new walking and cycling trails, upgrading the Park’s water and effluent infrastructure,  and significant felling of dangerous trees.

Nearly 60,000 native trees have been planted in the last four years as part of the Trust’s native revegetation programme.

Hastings District Council is also a key funding partner, providing $120,000 for operational and administration support.

Bayden Barber, chairman of Ngāti Kahungunu Iwi Inc, and former Te Mata Park trustee, said the regional council has a cultural and social responsibility to protect and enhance Te Matā, Te Mata o Rongokako, Te Karanemanema o te Mata o Rongokako.

“As a community, we are called to protect our maunga (mountain), preserve its wild beauty, and ensure it is maintained as a sacred place for generations to come.

Managing your business wellbeing in 2024

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As we mark one year on from Cyclone Gabrielle affecting homes and businesses throughout the Hawke’s Bay, it’s an important time to take stock of how we have collectively coped and responded to challenges in 2023 and what we can do to manage business wellbeing in 2024.

The November 2023 BDO Business Wellbeing Index is one way to understand how the nation’s business leaders are feeling in the current climate. The Index is a biannual study of more than 500 business leaders and owners from across the New Zealand business sector and measures the impact of a wide range of factors influencing local business leaders. These measures include financial, economic, regulatory, environmental, and social.

The November edition of the Index showed that business finances continue to be the leading driver of negative wellbeing among New Zealand business leaders. Cash flow problems were reported as a leading contributor to negative wellbeing in business lives, along with external economic factors, supply chain issues, and workloads.

Facing financial challenges

As the leading driver of negative wellbeing among business leaders, financial performance is something every business leader will be considering this year. While they can be difficult to confront, financial challenges can often be addressed, especially when you have the right help at hand. We surround ourselves with experts in our daily lives; we see a doctor when we’re sick or hurt and we seek advice before making a big purchase.

The same premise should apply to cash flow problems and other financial challenges. Businesses should consider seeking advice and support on their business pressure points to gain a fresh perspective from industry experts who have a wide pool of resources to call upon. With the business landscape changing significantly in the last few years, now is an ideal time to work with your adviser to reconsider and refresh your business strategy, making sure it aligns with the reality of today’s operating conditions. This includes considering how the new Government’s proposed changes to tax policy and other legislation might impact your business.

An open and ongoing conversation with your accountant will help with this, keeping your business on top of any impending tax policy changes and giving you an understanding of how you can maximise the benefits these might bring.

The road ahead

There are many positives to take from the BDO Business Wellbeing Index. When reflecting on their wellbeing over a two-week period in October, NZ business leaders posted a record high Wellbeing Index score of 74 – up from 63 in the April 2023 report. There was also an increase in the percentage of business leaders expecting to feel positive about business performance in the six months following the survey.

These figures may show a growing sense of certainty among business leaders around economic policy following the General Election and hope of better market conditions ahead. It’s an optimistic time for some, and business leaders who find ways to harness this optimism may find opportunities ahead in 2024. With over 50 years of local business experience, BDO Hawke’s Bay has walked the walk when it comes to understanding and thriving in the local business market. Contact us to find out how you can prepare your business for a positive 2024.

BDO Hawke’s Bay are Chartered Accountants and Business Advisors. The firm is an independent member of BDO New Zealand and part of the global BDO network. www.bdo.nz

About Heather:

Heather Hallam is a Director with BDO. She has extensive experience assisting both small and medium sized entities with a wide range of audit and advisory services, particularly in the Tax and Advisory sectors. BDO Hawke’s Bay are Chartered Accountants and Business Advisors. The firm is an independent member of BDO New Zealand and part of the global BDO network. www.bdo.nz

Get ready for Windows 11: Better hybrid work with more convenience

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Even good things must end and so it is for Windows 10. With end-of-life scheduled for October 2025, now is the time for planning the upgrade to Windows 11: you don’t want the date sneaking up on you, resulting in a rush job and potential disruption.

Of course, the good news is that Windows 11 is an evolutionary shift from its predecessor, which was released all the way back in 2015. There is no radical redesign, so most of your people will easily adapt to the new operating system. There’s good reason for an evolution, mainly because a lot has changed, most significantly in terms of how we work more than what we do at work. By that, I mean the rise of hybrid and mobile work. Before the pandemic, there were people who worked from home occasionally and some sales and other jobs had people working on the move. As we now know, working from anywhere isn’t just possible, it is generally quite desirable.

Now, what people want from the tools enabling hybrid work include collaboration, ease of access to information and systems/services, an assurance of privacy and security without ‘hassle’, and above all, convenience.

Simply put, we want to work without admin, problems, or issues. And that’s what makes Windows 11 a welcome update over 10. Combined with the latest laptops, tablets, and hybrid devices, it encapsulates what modern technology can do, making our work lives easier and more closely aligned with the technology experiences we enjoy on our personal devices.

What you can expect from Windows 11

For ‘starters’, Windows 11 boots faster, which we’ve measured at around a 15% gain on a Surface Pro. With integration ‘from the CPU to the cloud’, Windows 11 is designed for secure mobility, particularly when used with Microsoft 365 applications (including Teams, SharePoint and the Office productivity suite).

The biggest difference is in the User Interface. Rather than throwing the baby out with the bathwater, Microsoft has evolved Windows 10’s very well received (and dare I say loved) interface, with 11 streamlining with ‘snap layouts’ and personalisable widgets for all your apps.

There’s improved search, both ‘in-device’ and across your cloud locations like SharePoint or the internet, and security is made simple with Windows’ celebrated ‘Hello’ combining with
PIN and password for multifactor authentication (though if you’re like me, your face is all you need – who remembers passwords these days? With Windows 11, there’s no need). Snap layouts are particularly smart: Windows provides suggestions for organising your applications across one or multiple screens, so you don’t have to shunt them around. It works well, saves time, and makes things easier.

With Teams and vid communication now the preferred way of engaging for just about everyone, the application is now directly integrated into Windows 11 – making vid calling a practical default from your laptop, PC or tablet. Overall, Windows 11 means a better experience aligned with how we work in 2024 and beyond. It simplifies common tasks (like finding information), and with Microsoft’s Copilot AI assistant built in, Windows 11 can do many tasks ‘on command’ (our advice here is ‘watch this space:

Copilot is relatively new and while already amazing, greater things can be expected soon). But as always, it’s best to be prepared for and take care in your Windows 11 migration. Start soon, look to the advantages and the benefits, roll it out well ahead of time (and make sure your hardware is up to the task).

Increase your business value now

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You may have sat on the beach this summer and imagined a time when the working week is all beach and no work. To make that happen and to sell your business for the highest possible gain, start now. It takes a change of mindset, a dual focus on day-to-day priorities, while thinking and planning for the long-term.

Consider the following:

Create a living business plan

Ask yourself, ‘If everything went perfectly over the next three to five years what would that look like?’ Write it down. What will the business look like? What will you be doing? What will you have achieved? Try and keep it to one page. Look at it often. This will help formulate your goals and action plans for the development of your business.

Get the financial support you need

Be clear on the costs required to run and grow your business.

Consider whether you need to borrow money. Look at all your options –Managing your business wellbeing in 2024 financing equipment over time instead of purchasing outright will smooth out cash flow. Keep tabs on your financial position each month.

Manage cash flow like your life depends on it

‘Cash is King’. It’s so important to make sure that your customers are paying you on a similar timeline to when you pay your suppliers. Chase slow payers. Structure payment terms to your advantage. Check the business bank balance regularly.

Become a marketing ace or work with one

If cash is ‘King’, digital marketing is today’s ‘Queen’, particularly for business to consumer models. Customers search on-line first and having a website isn’t enough. Many SME’s contract digital specialists to update social media content and boost their search engine rankings. Facebook content and advertising can be turned on and off to regulate the volume of enquires to align with workload requirements of your business. A couple of clients have achieved outstanding results with targeted messages via Facebook Messenger, delivering competitions and offers designed to generate immediate sales.

Stay on top of customer needs and your competition

Asking for feedback is one of the most powerful ways to stay on top of your customers’ needs. Don’t be afraid to seek feedback; it’s gold. You can transform feedback into deeper loyalty when you show that you are willing to take feedback on board.

Do your research

Spend time working on your business by understanding the market need for your product or service. Identify similar products or any trends in your industry. Who are your competitors and what do they do well? Try to establish healthy relationships with competitors. You may find you have complementary products. Maybe there are gaps in the market? Who are you targeting and how will you grab their attention? What will motivate them to work with you?

Learn to love change

See change as an opportunity, not a negative. Ensure your business is responding to change. If required bring in specialist contractors to help. Being adaptable impacts business longevity. Don’t be afraid to discontinue something that is not working.

Manage growth – don’t let it manage you

Growing pains are real. It’s a balancing act managing growth as opposed to being pulled along by reactive runaway growth. Being prepared for future growth is an important success factor. Consider what the growing needs could be in your business, such as the number of people you need, types of technology, working space, greater customer expectations, new industry regulations. Rodger Howie is a specialist Business Broker and Commercial Agent with Bayleys Hawke’s Bay. Since joining Bayleys in 2016 Rodger has helped many business owners sell their businesses for the right price. Whether you are buying or selling and would like to talk, contact Rodger on 027 431 1973, confidentiality is assured.

Is 2024 the year of the work life balance?

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With an ever-changing market, it’s time for employers to embrace changes in the status quo and actively recruit employees for part- time, fixed term, and casual roles. The options There are opportunities for an employer to promote flexibility for employees who are looking to return to the workforce or move away from the 9 to 5. An employer can consider recruiting for part-time, fixed term, and casual roles.

These positions allow employers to access a larger demographic of potential employees, who for various reasons may not be able to commit to full-time traditional hours of work.

Your responsibilities

There are standards to uphold when you offer an employment contract to a new employee.

Some of the terms vary dependent on the position, specifically the entitlement to annual leave, sick leave and bereavement leave. At minimum, you must provide a written employment agreement including:

  • The names of the employer and employee.
  • A description of the work to be performed, an indication of the place of work, and an indication of the hours of work.
  • The wage or salary rate, and how it will be paid. Employees over 16 must be paid minimum wage.
  • An explanation of how to resolve employment relationship problems.
  • An explanation of public holidays, annual leave, sick leave, and bereavement leave.
  • An explanation of family violence protections, and parental leave.
  • A statement regarding rest and meal breaks (dependant on hours worked).
  • Any other matters that are agreed on (including a potential trial period).

Part-time

A part-time role is generally less than 30 hours per week. This is ideal for employers who have roles available that do not necessarily require 40 hours a week.

In the age of a thriving social media presence, hospitality and retail businesses are actively promoting sales and events on apps such as Instagram or TikTok. To do this effectively, many businesses hire a ‘social media manager’ in a part time role. Another example are hospitality businesses who only need extra staff for busy nights of the week. Part-time roles are an economical way to manage gaps in staffing and reduce the risk of turnover in employees.

There are struggles in hiring part-time workers, but these can be managed by effective leadership and communication. It may be difficult to build a team culture and strong relationships, and other workers may struggle to understand the reasoning and benefits of variable roles. Regular work social events, ensuring everyone knows each other’s roles and responsibilities, and that they are a valued part of the team may be a way to counteract this.

Fixed-term

Fixed-term employment is encouraged in situations where there is a specified end date. Examples include cover of parental leave, a new project, or seasonal work. This must be a genuine fixed-term position, not a pretence for a probationary period. These terms must be written in the employment agreement. Benefits of this position allow you to employ workers for a fixed amount
of time and bring them onboard for a specific job. For example, the horticulture sector in Hawke’s Bay is substantial, so fixed term employment for seasonal work is ideal.

Economically this is beneficial, however it can be a challenge to build a tight-knit team culture when your employees have a fixed end date with the company, so it is important to keep this in mind.

Casual

Casual workers have no expectation of work, no regular pattern, and no guaranteed hours. This is ideal for employers who are looking to manage unexpected or unplanned surges in work (an example being a Christmas holiday period). As soon as a casual worker enters a regular pattern of work with regular hours, their position will become permanent, and your obligations regarding annual leave, sick leave, and bereavement leave will change. Casual workers will typically not have the same loyalty to your business, and this may be a stepping stone for some employees whilst they look for their next role. This is not a cost-effective option if you spend significant time and effort onboarding them.

The answer

To ensure your business is running at its most efficient, an employer must recognise the benefits of flexible employment arrangements and how they can best be incorporated. Ensure you are mindful of your responsibilities and be proactive when onboarding new employees.

About Christine Symes

Christine is the Managing Director of Bramwell Bate. Born and raised on a farm in Southland, Christine graduated from the University of Otago in 2000 with a Bachelor of Laws and a Bachelor of Commerce. After working in law firms in Napier and Dannevirke, Christine joined Bramwell Bate in 2020. Her areas of expertise include conveyancing and property law, company and commercial law, Trusts, estates and succession planning. Outside of work, Christine enjoys the Hawke’s Bay lifestyle with her husband and three sons.

Hopes for food hub tenants soon

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Hawke’s Bay will be served up a food innovation hub in early 2024, with a tenant prospectus now released and hopes for a first tenant to be in by June. Foodeast-Haumako, was the brainchild of Hastings District Council before setting out to find funding partners in 2019 for the $18 million project.

The Government’s Provincial Growth Fund $12m in 2019, with the Hawke’s Bay Regional Council’s investment arm – HBRIC stepping up with $4m with Progressive Meats investing $1m. Construction handover is expected to be by end of March. It is hoped the hub will create the next Watties or Apple Press food entrepreneurs.

Sir James Wattie, was a pioneer within the canned food industry, creating a Hastings business that has gone on to be a global empire and today part of Heinz Group. When Foodeast was launched it was estimated that it would add $100 million to the region’s GDP over 15 years and bring 500 new full-time jobs to Hawke’s Bay. The facility comprises two main buildings – Building A, an architecturally designed with net lettable floor area of 1,105m² to cater for up to five separate office tenancies.

The building has a spacious common area and a generous shared kitchen facility. Foodeast-Haumako has made a commitment to equipping the facility with a demonstration kitchen, which
is currently being scoped to ensure that it will meet market demands.  This is likely to be added after the official completion date and will complement the conference room, large and small meeting rooms and a central breakout space.

Trimming some costs in other areas of the build and some lateral thinking will be required, as the demonstration kitchen as originally envisaged was trimmed from the budget when Covid-related cost escalation required a rethink.

Foodeast-Haumako chair Dr Nicky Solomon says that the board is absolutely committed to ensuring that the building offers the appropriate facilities and soft-services to support the innovation requirements of the food industry.

“We need to make sure there is a place in the building a where food can be made but we need to make a call on what does that look like, and we need to ensure that what we provide meets the needs of our potential clients, and is as versatile as it can possibly be.”

Exclusive property agents Colliers Hawke’s Bay and director Danny Blair says beyond traditional office space, the building has the potential to accommodate events, conferences, one off meetings and food demonstrations, fostering a versatile environment. Building B offers four distinct warehouse tenancies of 629m² each which include 29m² of amenities and each have a canopy of 40m².

There has already been interest in the building B from Skybright, an innovative health food company, which in July 2023 took the opportunity to showcase the Hastings’ company’s work on fermentation-derived novel protein products, the stage they were at in the laboratory, and why the company believes Foodeast-Haumako is a good fit for it.

Nicky says the long term expectation is that the complex “washes its face” and returns a profit. HBRIC has an expectation of a 6% return on investment.

“It is critical that Foodeast-Haumako we achieve the best result for the shareholders, our Government partner Kānoa, Hawke’s Bay’s agribusinesses, and residents, who have an interest in the project through our shareholders.  We’re extremely grateful for the ongoing regional collaboration that has allowed Foodeast-Haumako to be created, and we’re laser-focused on ensuring its success.”

“If we look five years down the track and ask what success looks like, we see a facility that has supported innovative businesses, which are now maturing and graduating into their own premises in Hawke’s Bay, creating new jobs in the region and potentially new industries.  “We’re welcoming in new fledgling innovators who are benefitting from a collaborative environment and a supportive alumni.

“We’re sharing Hawke’s Bay success stories with our collaborators in other regions, and we’re connecting our local innovators with the wider food innovation ecosystem nationally and internationally.”

Danny says the zoning of the property ring-fences it for food and beverage related industries, which may include businesses in the agri-tech or food packaging markets and it is being marketed as suitable for ‘industry players seeking a collaborative and innovative environment’.

To enable that, collaborative ‘joined-up’ spaces have been designed to encourage sharing of knowledge and inspiration. It is envisaged that once the facility is fully operational, a service connecting businesses (whether tenants or external to Foodeast-Haumako) with the advice and support they need to develop new products or enhance existing ones
(things like testing, packaging, and marketing) will be introduced.

The service will have links to other main ‘food hubs’ across New Zealand, and specialists at universities and within industry that will be able to provide advice.

Business Profile – Int. Workspaces – Lifting the game in office fitouts

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Int. Workspaces specialises in the specification, design, supply and installation of office spaces and furniture throughout New Zealand. Owned by Isaac and Tarryn Scott Int. Workspaces client base includes local councils, schools, government and corporations. Int. also have a specialised Library Division which is a preferred supplier for most local councils throughout New Zealand.

The process involves a detailed discussion with the client, a workplace visit and a chat about their needs and wants. int.workspaces will then design a layout which is presented in 3D form. Once the client is happy with the design a quote is prepared. The furniture and fittings will be supplied and installed and the client and employees can enjoy a brand new, comfortable, fully functional office space.

Int. Workspaces was called on to assist a large number of local businesses like Higgins Contractors, Ziwi and Ravensdown following Cyclone Gabrielle in February 2023. It helped that Isaac and Tarryn had an internal design, specification and installation team, and with businesses looking for assistance, Int. was able to lean on its expertise to provide a number of services to ensure each individual unique requirements were met.

Given the varied destruction caused by Cyclone Gabrielle each client had its own challenges to face in the days and months following. Int.’s ability to pivot to meet these challenges meant that businesses had a smooth transition into temporary spaces and then through to rebuilt spaces. Int’s assistance ranged from creation of asset registers for insurance purposes, temporary furniture, and office relocations for short term solutions through to design, specification, and installation of office fittouts following the rebuild of premises.

Niki Russell of Higgins Contractors Limited said team at Int.workspaces stepped up to refit their offices in Awatoto.

“It has been great to use a local business where their knowledge and experience has been fundamental in making this whole process easier.

“Having someone local has also meant that one on one meetings could be held where decisions about furniture or colour choices could be made on the spot, as well as having them on hand to do measure ups. Thank you, Team Int. workspaces,” Niki says.

Ravensdown was also significantly impacted, losing its admin building in Awatoto, forcing them into a makeshift Portacom village.

“Six months later we finally had a temporary office and we were introduced to Int. Workspaces by our project team. Int.workspaces provided furniture that best suited our workspace with options that aligned with our corporate branding. Being local meant we could visit their showroom to view samples and they even helped us move in. Their level of service meant we could carry on with business without the added stress of relocating and we now have a lovely space to work in,” said Tania Smith.

 

Ziwi had only opened their modern facility in Awatoto when the cyclone struck. They had worked with Int.workspaces for the initial fit out and was able to call on their services again.

Hannah Christensen of Ziwi Pets says “We are extremely grateful for the exceptional support provided by Int. Workspaces during the challenging time post Cyclone Gabriele. ZIWI Limited
(“ZIWI”), has always been very pleased to partner with Int. Workspaces during our formation in Hawkes Bay.

“However, following the February floods that damaged our offices, Int. Workspaces reached out and went above and beyond – not only offering temporary workspace for our people who were displaced but also by swiftly providing temporary furniture to ensure our teams could resume operations promptly where possible. “Throughout the rebuild and reopening process, the collaboration between ZIWI and Int. Workspaces has been seamless.

Both teams have been working closely to compile asset registers and replacement value quotes for our insurers, demonstrating both parties’ commitment to ensuring a smooth recovery process.

“What truly sets Int. Workspaces apart is their dedication to addressing immediate needs while assisting for the long-term. Int. Workspaces played a crucial role in setting up temporary offices for ZIWI efficiently, as we embarked on the cyclone rebuild and this partnership continues in our ongoing growth aspirations.

“We truly value Int. Workspaces in their expertise in designing and specifying workplace furniture, cafeteria furniture, and hospitality equipment – their expertise and experience is invaluable. Int. Workspaces not only provided a physical space to work but has become a trusted partner in our journey to recovery and for future projects in Hawke’s Bay and beyond (they’re national thank goodness!).

“Their professionalism, efficiency, and attention to detail have left a lasting positive impact on our organisation. Without hesitation ZIWI recommends the services of Int. Workspaces to any business in need of workspace solutions and support for day-to-day operations, growth and during challenging times,” says Hannah.

While int.workspaces services the whole of New Zealand, Hawke’s Bay is the hub of the business and it’s here that equipment is assembled and from there it’s transported to site, installed, wiring completed so clients have a fully operational workplace environment to move into.

Isaac and the team welcome inquiries from new and existing clients and look forward to working with you to ensure everyone has an integrated, intuitive, intelligent workspace. Their showroom is located at 407 Eastbourne Street West.

Let’s talk leadership – a journey that doesn’t have a final destination

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Author: Andrea Stevenson

The working environment has become ever more complex in recent years and now, more than ever, leaders in organisations need to be stepping up to the plate. In a world that has thrown a lot at us over the last few years, now is the time, more than ever, for leaders to step up to the plate and shine.

People are needing leadership. I’m not talking about top-down control. I’m talking about the kind of leadership that brings out the best in the team, espouses high performance, is visionary, motivating, inspiring and empowering. Yes most leaders are not delivering on these aspects of leaders. Even more concerning is that a reported 60%* of all first-time managers do not receive any sort of leadership development training, according to the Centre for Creative Leadership.

It’s no wonder many leaders are flailing.

So what defines a good leader?

A good leader is defined by the ability to build a high-performing team. Leadership should be evaluated by the team’s performance. A good leader plays the critical role of influencing the team and their actions towards a common goal. Leadership is visionary, but it is also relationship-driven – a balance of establishing direction and vision with investing in the formation and building up of those relationships.

A common error is the assumption that because someone is technically good in their role, they’ll make a good leader. Leaders need to recognise that what got them ‘here’, won’t get them ‘there’. The traits that have worked for them to date and helped them succeed can, in many cases, be the very traits that get in the way of leading effectively (e.g. being detail attentive is now micromanaging).

The first step Leadership is a journey. We are never there (if you think you are, then you are most definitely not). There is always something to learn and improve on. The foundation of good leadership is self-awareness. This requires leaders to be acutely aware of their strengths and their flip side (and every strength has a flip side), of their motivations, values, blind spots, unconscious biases and behaviours under pressure.

When it comes to leadership, how we think we might be performing is somewhat irrelevant – what matters is how others experience us. Diagnostic tools can progress an insight process, be it through profiling or 360 Surveys that reference specific leadership competencies as can 1:1 coaching. These can be affronting but they provide valuable insight into one’s developmental needs. Without this awareness, any type of change behaviour will not be achieved. The nature-nurture debate is relevant to leadership. Some personality traits have a natural predisposition towards leadership, but it is also true that any good leader can learn and apply the skills. Think like an athlete – top athletes know what skills they need, are meticulous in reviewing their performance and they practice what is required. It is an intentional approach to:

1. Learn the skills

2. Develop the qualities

3. Practice the actions

Leading the team

Traditionally, leading strategy and leading culture have been seen as two different things. However, the two are inextricably linked and getting alignment is critical. Leadership coach Gordon J Curphy’s Rocket Model framework for building high performing teams is a useful starting point. Being in the Rocket requires an understanding of the context you are operating in first – considering key stakeholders, the stage of the team (e.g. new, broken, virtual etc.), and economic realities etc. From there, a leader can develop a map for determining mission/vision, talent, operating rhythms, motivation and resourcing through to results. At the core, trust is a primary factor. If this is not the foundation then high performance is unlikely to follow.

From there, clarify the difference between leading from the front versus leading from behind and know how these differ. Understanding that and getting the balance right is important, and not over-doing either.

It’s the balance of establishing vision and setting expectations, through to seeking input, asking questions, listening and having team members take the lead. Jim Collins, in his book Good to Great, identified leadership as a critical success factor. He found that leaders in high-performing organisations had two things in common – humility and persistent drive. These two traits are a nice descriptor of leading from the front and behind. Curphy also refers to a third factor – being comfortable in the sheriff role – being ultimately responsible for holding team members accountable. And yes, this includes managing under-performers and being skilled in healthy conflict.

Situational Leadership (see the work of Blanchard and Hersey) is about adapting your leadership style/response to each unique situation or task to meet the needs of the team or team members.

It requires leaders to change “hats” at times, shifting between being directional through to supporting, delegating and coaching. “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” Jack Welch, Jack Welch Management Institute

AI, while a great tool, is not the solution to developing “soft skills” in leaders. Nor will a one-off training day turn one’s leadership on its head. Development of leadership skills is a journey. It takes time, practice and commitment. It takes building of trust. It takes putting yourself out there. It takes being intentional on everything. Above all it takes practice. And you are never really there. My challenge to leaders for the year – be intentional. May this be your year!

For assistance with human resources initiatives including teams, leadership, investigations or facilitated meetings, please contact hr-consulting-hawkesbay@bakertillysr.nz