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Over the last few weeks, in our Leading Through COVID-19 Leadership Series we have profiled business leaders across many different sectors in the Nelson Tasman region to get an insight into how their businesses are handling crisis disruption.

Each business leader has talked about how they have been impacted and the realities of facing a tough economic environment with significant declines of 20 – 40% in revenue and/or reduced productivity.

Some of our businesses demonstrated their agility, taking the opportunity to innovate and adapt to new needs with Mortimer Upholstery manufacturing PVC Safety Screens and TM Covers changing to producing thousands of innovative, reusable face shields.

Others have had to pivot to new markets and/or improve their e-commerce delivery with tourism and hospitality slowing down and consumer buying patterns changing.

Craig from NZ Hops spoke about moving towards an improved e-commerce model – rotating the business and opening up the invitation to enquire, engage more readily.

There were differences between leaders in how they approached these challenges. But collectively, it was clear that in this crisis, demonstrating highly visible and caring leadership was essential whilst keeping people connected often through digital connectivity

Our leaders agreed that being honest, acting quickly, providing clarity and increased communication were all essential elements of their leadership whilst maintaining an optimistic presence.

Bringing communities and organisations closer together

A regional highlight from our leaders was how it has brought communities and organisations closer together.

David from Ngati Kuia talked about all iwi of Te Tauihu working together to ensure that all whanau are supported. 

Marina from Tasman Bay Food touched on continuing to diversify their sales channels, especially connecting, collaborating and working together with other local food businesses.  

Liam at NMIT spoke about working with local employers to support the region in relation to training needs and retraining of our workforce.

Moving from surviving to thriving

As a number of local businesses move from surviving to thriving perhaps the toughest leadership test is now looming: how to bring a business back in a new environment, with economies still reeling and multiple scenarios of how this could play out.  

If we take direction from our local leaders, making this turnaround will require a new, more agile and responsive business model, strong team cohesiveness, regional, national and global collaboration and a courageous 21st-century style of leadership. 

The ultimate outcome being: to come back stronger as a region and a better position for NZ on the world stage.

Click here to view all ten interviews in our 'Leading Through COVID-19' series. Look out for our next leadership series which will provide insights to the next phase of the journey for local business leaders.

Contributed by Melisa Kappely

As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough.

This interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.

In this interview, we chat with David Ross, Chief Executive Officer of the Kaiteriteri Recreation Reserve. With their operations spanning some of the hardest hit industries, David shares with us the impact of this crisis and how they are adapting.

How has COVID-19 affected your organisation overall?

Kaiteriteri Recreation Reserve operations span tourism, recreation, conservation, accommodation, retail and hospitality. These industries have been some of the hardest hit within New Zealand and of course internationally.

When the virus was first brought to our attention earlier in the year, we made thorough preparations to keep our guests and team safe, and we did so through the assistance of partner and industry organisations such as Foodstuffs, HAPNZ and HANZ.

From this point, we were relatively well prepared to react to the Government’s swift introduction of unprecedented level 4 restrictions in late March. These restrictions meant we had to close down elements of our business, but this also presented an opportunity to further assist our community which is a core component of the Reserve’s mission.

The financial impact of COVID-19 has been significant. We estimate that we will have lost around $1.2 m in revenue through the months April to June. Over the past few years, we have made great strides in building our shoulder and winter business and we sustain a core team of 42 staff through the year (from a peak of 120 in summer).

Although this loss of revenue has put pressure on our ability to execute growth strategies, our priorities have been the wellbeing of our team and the planning of sustainable operations through this immediate crisis and beyond.

The Kaiteriteri Store

The Kaiteriteri Store was open throughout all levels and has been a great essential service to our local community. We have adapted product ranges to demand and also introduced much-appreciated 'order and collect' services.

Mountain Bike Park

Our Kaiteriteri Mountain Bike Park was closed and our operations team were kept busy throughout this period, maintaining facilities, the beach and all Reserve lands and amenities.

Accommodation

We continued to operate our accommodation facilities in conjunction with civil defence authorities to house tourists and other displaced people who could not return home during level 4. As of 28th May, all accommodation facilities will be fully open. F&B was closed then re-opened under level 3 through the GoneBurgers takeaway offer.

It has been great to see the return of customers to Kaiteriteri, riding the park, enjoying their coffee, dining and getting back to the beach.

As a leader, what has been key in keeping your team engaged?

From the outset, I was clear with the whole team that this crisis would have a significant impact on our industry. My approach has been to neither underplay or overstate the potential impacts and consequences. Throughout this period, team members have been working onsite, working from home or not working at all.

Key to good engagement has been (and is):

Information Accuracy

Ensure that all information received about COVID-19 was provided by partner industry and government sources and that it was formatted for conciseness and applicability. This information was then provided to all team members and guests via hardcopy onsite, through email and through shared systems access.

Visibility

Being visible is important and I made sure to personally engage with each and every staff member, in order to run through the situation, answer any questions and address the uncertainty. This engagement was initially face-to-face, then included telephone, WhatsApp and Zoom. It was, and is, important to be honest with everyone as I operated both from home and onsite through levels 4 and 3.

One Team

Ensuring that intent, communications and support from myself, the Board right through to senior leadership, management and the whole team was consistent and resonant to prevent mixed messages or confusion. Team members knew that decisions were considered, genuine, empathetic and supportive. This was particularly important for those that could not work.

Operational Communications

Daily toolbox meetings via Zoom and regular WhatsApp messaging through to the team ensured onsite and offsite work activity continued and a sense of humour was maintained. There were plenty of jobs that we could get stuck into, solutions to be worked out and support for the community all provided great focus. We used specific and well-defined scenarios for business planning and forecasting which is challenging.

Health and Wellbeing

Additional resources were provided and people were encouraged to speak up. All team members received good discounts for groceries and other products through our store and various channels. We also helped a number of staff who were finishing for the season and could not get on flights home to Europe. We offered them free accommodation throughout levels 4 and 3 and looked after them.

Any learnings or advice you can pass on to other leaders? 

 

Have you been able to identify any opportunities for your organisation as a result? 

The technologies and systems we have embraced, particularly in hospitality and retail over this period are very sustainable and will serve us well into the future.

Given that around 80% of our peak market is domestic, we are reasonably well placed compared to some others. I see a key opportunity to progress with a new spatial framework for Kaiteriteri that will be transformational and involve large scale landscaping, restoration, business sustainability, energy, waste, civil defence and cultural components. Planning for this will commence in July and will involve significant consultation and partnerships. It will certainly take the wider impacts of COVID-19 into account and it’s all about adaptability.

Any thoughts on what will change for your organisation as a result of this disruptor?

The Kaiteriteri Recreation Reserve is 84 years old and is a great example of social enterprise. 100% of our profits are directed back into the Reserve and our partnerships. We have robust responsibilities to the environment we look after and this will not change.

The main changes will be the lack of international travellers over potentially the next couple of years. We look forward to embracing New Zealanders from far and wide, offering them a great product and to continue to be there for our community and partners.


Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.

As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough.

Our 'Leading Through COVID-19' interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.

In this interview, we hear from David Johnston, General Manager, Te Rūnanga o Ngāti Kuia Trust. David shares their experience as an organisation coping with the impacts of COVID-19, along with some valuable advice as we look ahead towards the recovery phase.

"He waka eke noa" (We are all in this together)

Tēnā rā tātou katoa.

E ngā hau e whā, e ngā maunga me e ngā waka o te rohe nei, tēnei te mihi.

Ki a rātou kua whetūrangitia. Haere, haere atu rā.

Rātou ki a rātou, tatou ki a tatou.

Tihei mauriora.

How has COVID-19 affected your organisation overall?

While COVID-19 continues to pose a challenge both domestically and internationally, the virus has also bought our communities and organisations closer together.

Relationships across Iwi, as businesses, government and the community are perhaps stronger right now, than ever before.

I believe this is a defining point of time for not only our organisation or sector but also for our region, our nation and our world.

COVID-19 required an immediate response from all iwi of Te Tauihu to ensure the safety and security of our whānau. Some of the achievements included:

 

As we now look forward towards the end of this pandemic and post-COVID, we are planning for the recovery phase.

Most of our mahi thus far, like that of many others, has been completed remotely. This has been supplemented by our communities’ awesome essential workers and volunteers.

Ensuring that our staff are supported during this time has been critical to our success.

Furthermore, the mahi that we are able to work with others for the good of all whānau and our community has been greatly rewarding.

I am deeply grateful for the collaborative work all eight Iwi in the Top of the South have completed thus far, ensuring that all our whānau are supported.

As a leader, what has been key during this time?

Genuineness within leadership and clear communication have been paramount during this time of increased anxiety and uncertainty.

There has been no time for division, wearing of hats, egos or politics. Our focus has been on working with other groups and organisations to help whānau, especially those who are most vulnerable.

We have avoided cluttered communication. Deliberate and targeted use of social media, video, radio and other platforms allowed us to engage and communicate effectively, both internally and externally.

Any learnings or advice you can pass on to other leaders? 

One key learning that’s become even more apparent to me during this period is, “Mahia te mahi nei.” If there is something that needs to be done, we must do it promptly and with the end in mind. For instance, when you are given the opportunity to lead, step forward and take it. Leaders also need to make decisions and base these on what is the right thing to do. This includes delegating and deploying in a timely fashion and keeping the communication channels open and strong.

This is a simple philosophy that I try to follow, and this has definitely been put to the test during these last weeks.

These have been challenging times and emotions have been high. It’s always good to have lighter moments of laughter in between the strong focus as we manage the serious reality of the situation.

Have you been able to identify any opportunities for your organisation as a result? 

“Ka mate kaingā tahi, ka ora kaingā rua.” When one house falls, another shall rise.”

There will be good that arises from this adversity, and when it does, do not be afraid to leave things that do not work as well in the past.

That being said, opportunities of all types are being developed. From placements of new Whānau Navigator roles to help our people, to collective decision making, new job creation/training and new product export growth.

I think that some things will be potentially fast-tracked to help with the recovery. Working collectively with others is required to make a difference, to lessen the impacts and to make the most of the opportunities.

Any thoughts on what will change for your organisation as a result of this disruptor?

We are using technology more than ever and have shown that our Business Continuity Plan (BCP) works. We have also developed new relationships that will be long-lasting and will hopefully provide new partnerships that will help us navigate through the testing times ahead and help us to be stronger for it into the future.

COVID-19 will continue to weigh upon all of us.

To prosper we must remember this: a weight shared is less to bear.


Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.

As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough. Our 'Leading Through COVID-19' interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.

In this interview, we talk to Liam Sloan, Chief Executive of NMITLiam shares how coronavirus and the lockdown have impacted NMIT, how they are keeping their people engaged and connected while working from home, and what might change for the organisation in the future.

How has COVID-19 affected your business overall?

Interestingly, COVID-19 has had both positive and negative impacts on NMIT. It’s very easy to focus on the negative and just as important to focus on the positives. Here’s my take on both aspects:

Positives

COVID-19 has made us review our way of working. We have always embraced online learning but never considered ourselves as an online learning institute prior to COVID-19. However, we have built confidence and capability to enable Team NMIT to work remotely and most importantly to facilitate excellent learning online.

To make sure we achieved that goal, NMIT has had to invest in even more technology to enable effective delivery.

Strangely enough, using technology has actually brought the team closer together to some degree as we communicate far more and that communication has had to be more relaxed than usual as people cope with a “bubble” scenario that often includes children and extended whānau. It has facilitated a greater level of connection.

Negatives

Our learners didn’t sign up to an online learning environment and often they chose NMIT for the hands-on learning experience and support we provide. It hasn’t been possible for us to deliver in that way during the lockdown. When we are able, we are committed to supporting our students to catch up on lost time.

Lockdown isolation can have an impact on stress and anxiety levels and equally the lockdown juggle dealing with whānau, homeschooling and working can have the same impact. Every organisation has team members in each of these categories and it’s important to be aware of the impact each scenario can have on an individual.

COVID-19 will also have a significant impact on our financial situation, and it was not something that could have been planned for. This isn’t a normal downturn or reduction in student numbers that should be factored into financial planning as a matter of course. This is a massive and unexpected hit. NMIT could potentially lose between $1.2M and $1.5M in income from international and local students but will embrace opportunities to explore other income generation opportunities.

As a leader, what has been key in keeping your team engaged?

Communication. It has been at the heart of everything and is key. This is a situation where you can never over-communicate. We were lucky that we had strong existing internal communication channels that are accessible via the intra/internet. We use an intranet system called Polly and we encourage all team members to use this as the “one source of truth”. If it’s not on Polly, then it’s not verified information. We also make sure that all messaging delivered through Polly is simple and direct.

We very quickly developed a COVID-19 platform on the intranet - it’s the one-stop-shop for up to date info.

We use a range of channels to help deliver messaging so that delivery doesn’t become stale. I record a weekly vlog that is available on the intranet and it means the team can hear messaging directly from me. This also helps maintain a visual connection. Given that we are all in lockdown it's also recorded at home so the team can see we are all in the same boat – this also makes the communication feel a bit more informal and friendly.

Our weekly eNewsletter is also being delivered to the team’s inbox. This provides a run down and summary of the week’s activities with hyper taking readers directly to key articles of their choice.

Like everyone else, I have been living my life in a virtual world and zooming and skyping are part of my daily activity schedule. We are using Zoom for team meetings and have had up to 160 team members on a single zoom session. It really helps to maintain that physical connection. I hold my manager's meetings via skype. I’m not sure I would go back to holding nonvisual teleconferences as the ability to see peoples faces and response gives an insight into how they are feeling. You don’t always get that feedback from a phone call.

We have tried to keep up the social connection between the team so that we don’t lose that incredibly important aspect. We have held bingo nights and had Friday night virtual drinks all via zoom. We have also tried to come up with fun activities like weekly cooking slots and photo competitions. There has certainly been a willingness to participate in these sessions – perhaps more so than usual as people look for ways to maintain that physical human connection.

I have also tried to ensure that we continue with our culture of celebrating success despite the fact that we are separated by distance. We have continued with routines like Chocolate Fish nominations and acknowledging people who go the extra mile. It would have been easy to let those things slip. If they do slip, I think it raises questions about how committed you were to acknowledging success in the first place and also it's very hard to go back to these activities when we do get back together.

We have also rolled out a Pulse survey during lockdown to check on the team’s wellbeing. Where issues are identified we have been able to follow up and close the loop.

Any learnings or advice you can pass on to other leaders? 

It is essential to collaborate with others wherever possible. No one person can take this kind of challenge on by themselves – it's not something that any of us could have foreseen or anticipated so my motto would be share the love and the workload. There’s no point in everyone doing the same job and duplicating work.

Engage your team when making decisions - big or small. It is easy to make decisions on your own when you’re working remotely and forget the need to consult and engage but this is a prime opportunity to delegate and share decision making to improve engagement. Hopefully, some of these habits will continue into the future so we actually come out of this situation with new leadership learnings that work well when we are back on campus.

It is also important to look after your own personal health. I have made a real effort to make sure that I get out for walks and take time away from my desk. When you are working at home it’s too easy to just slip into the habit of working 24/7 because the laptop is open on the kitchen table. You have to have as much discipline about not working all day as you do about retaining focus on work.

Have you been able to identify any opportunities for your business as a result? 

NMIT will definitely look at how we use technology on an ongoing basis to keep the best parts of remote working and technology use. This will mean we can best use campus space and office space. Without being thrust into lockdown it may have taken us all a lot longer to get to the point where we could undertake this alignment.

Unfortunately, Te Tau Ihu have seen some redundancies, thankfully none of them at NMIT. At this time we have been able to offer re-training opportunities to individuals in that situation. We are working with employers to ensure we are able to support the region in relation to training needs.

We have also been working nationally on the development of microcredentials. Micro learning builds slivers of knowledge about process and systems as opposed to ensuring credential accreditation. This knowledge helps learners feel supported and comfortable with “having a go”. On the wider learning spectrum, micro learning delivers short, sharp and useful information and knowledge about one specific aspect of a much larger and complex process. Going forward this is going to play a huge part in the way we offer training and the way learners choose to learn.

Any thoughts on what will change for your business as a result of this disruptor?

 


Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.

As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough. Our 'Leading Through COVID-19' interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.

In this interview, we talk to Charles Eason, Chief Executive of Nelson's Cawthron Institute, about what COVID-19 has meant for them as an organisation, how they have managed the transition between alert levels, and what challenges and opportunities lie ahead.

How has COVID-19 affected your business overall?

Our initial response before and during lockdown was on Health and Safety to ensure that, as far as possible, our staff were not exposed to the virus and we had work for those that could continue to work.

Throughout Level 4, part of Cawthron’s operations, its laboratory services, continued to operate. They are recognised as an essential service to support food safety and public water supply testing to keep New Zealanders safe and healthy from pathogens such as Listeria, and certify food products for export. We increased our lab services capacity in Level 3, as more of our clients and partners involved in the food and nutraceutical sector worked extremely hard to keep going, and we responded wherever possible.

Our other research and support colleagues (around 240 people) have been progressing some of their scientific research and support from home. But, many have been severely impacted by lack of access to our labs and our aquaculture park at the Glen. All field research was also halted.

Hence, Cawthron has been significantly impacted by COVID-19. In part, because we have had less work from our primary sector clients and partners and because most laboratory and field research ceased during the lockdown. We anticipate facing a tough economic environment well into 2021. With this in mind, science leaders and management are focused on trying to ensure we maintain our scientific and technical workforce and do not lose unique, nationally significant expertise and capability in aquaculture, food safety, marine biology and chemistry.

All of these skills are essential for a prosperous future NZ.

As a leader, what has been key in keeping your team engaged?

  1. Regular and honest communication using multiple channels, acknowledging our multi-generational workforce and ensuring early notification of decisions that affect staff. This included CEO addressing all staff by video conference articulating direction through the crisis and a destination.
  2. Support to help people adapt to working and using technology from home, especially Microsoft Teams.
  3. A wide range of online offerings to keep people connected and feeling supported – from COVID-19 information to resilience tips, online training, virtual staff morning teas and other staff events, such as online yoga and TOM Talks (Cawthron’s version of TED Talks).
  4. Ensuring communication channels are open for feedback on what’s working and how we can better support staff remotely – constantly reviewing and refining how we do that.
  5. Cawthron’s Science at Home initiative. This has been a great morale booster and provided a sense of contributing to the community.

 

Any learnings or advice you can pass on to other leaders? 

 

Have you been able to identify any opportunities for your business as a result? 

 

Any thoughts on what will change for your business as a result of this disruptor?

 


Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.

As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough. Our 'Leading Through COVID-19' interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.

In this interview, we talk to Craig Orr, CEO of NZ Hops. Craig shares his experience with us leading his team through this challenge, operating as an essential service supplying hops to the brewing industry.

How has COVID-19 affected your business overall?

As an essential service supplying hops to the brewing industry, we’ve seen a significant decline in demand, clearly a direct result of the lockdown within the hospitality trade. These same measures are in place in our key export markets like the USA and UK also. There’s been a ‘lag’ effect as those breweries able to pivot toward packaged and retail channels have kept some demand.

Despite my personal dedication to ensuring demand for packaged craft beer remains high, I’m not performing well enough to offset…

As a leader, what has been key in keeping your team engaged?

We’ve committed to keeping digital connectivity for all, not just the WFH’ers but also on-site. We’re all connected twice weekly via Zoom briefings, along with WhatsApp group messaging. Some work-related, other just for light humour and sharing.

What has been your biggest personal challenge leading through COVID-19?

Probably the biggest is getting out of the house and switching off. The ‘office’ is only 10 steps from the ‘cafeteria’ or 10 steps the other way to ‘commute’ home to sleep. Great for productivity but no so great for work/life balance and general downtime.

Any learnings or advice you can pass on to other leaders? 

Keep (over) connected with your team, including informally, just as if you were making a cuppa in the staffroom. The whole 'Level’s' deal has been a learning curve for all, so having an open forum to discuss safety steps and agree protocols has meant widespread engagement.

Have you been able to identify any opportunities for your business as a result? 

Like many businesses we’re geared up now to pivot toward an improved e-commerce model – rotating the business and opening up the invitation to enquire, engage more readily. The new normal…this is here for some time yet.

Any thoughts on what will change for your business as a result of this disruptor?

Developing a more agile and responsive business model. Which, being in the horticultural sector means adapting to some shorter horizons than has been the norm.


Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.

As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough.

Our 'Leading Through COVID-19' interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.

In this interview, we talk to Marina Hirst Tristram, Managing Director of Tasman Bay Food Co. She shares her experience and learnings of leading a food production business through the challenges of Alert Level 4.

How has COVID-19 affected your business overall?

We have lost all of our foodservice and a lot of our export business - we expect this to be about 40% of our revenue over the COVID-19 period. However, we are lucky to have a multi-channel distribution so we continue to have revenue streams to support our cashflow.

As a leader, what has been key in keeping your team engaged?

We quickly developed an 8-week plan that reassured our factory teams about the weeks ahead (as a food business we continued manufacturing but in small ‘bubble’ teams). For our team working or isolating at home, we have continued our daily morning meeting (now using Microsoft Teams). We have also created a group exercise challenge to walk the length of the South Island.

What has been your biggest personal challenge so far?

Working in isolation in a very quiet office has been hard. Keeping a trading mindset, actively looking for opportunity and connecting with others has been hugely important to continue to be productive and positive.

Any learnings or advice you can pass on to other leaders? 

People come first and are looking for honesty and clarity through what is a very anxious time for many. Repeating a consistent message is important.

Talk to others and take advice. As business owners, we often feel isolated and simply talking to other professionals outside of the business often presents ideas, opportunity or is purely a chance to share your challenges with others who are facing them too.

Have you been able to identify any opportunities for your business as a result? 

Yes, productivity has been tested in our new physical distancing environment. It has forced us to explore different ways of doing things and we have come up with some initiatives to test.

Any thoughts on what will change for your business as a result of this disruptor?

It has been great to test more flexible working arrangements and prove they can work. We want to invest more than ever now in automation to improve our agility in manufacturing. We'll also continue to diversify our sales channels, especially connecting, collaborating and working together with other local food businesses.


Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.

As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough.

Our 'Leading Through COVID-19' interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.

In this interview, we talk to Christine Clark, Director of Transport & Marine Covers. They've been busy operating as an essential business throughout lockdown, producing thousands of their innovative, reuseable PVC Face Shields.

How has COVID-19 affected your business overall?

At this point, it has been an opportunity for us to innovate and produce a very different product than we normally would. It has brought the team together (whilst being physically separate) to join forces for the future of our company.

As a leader, what has been key in keeping your team engaged?

Lots of communication via text and phone calls.  I see all of them daily whilst dropping off materials to their homes and picking up completed product. I update them every morning via text with where we are at, how amazing I think they are and also daily instructions for each person so they are clear on what they are doing.

Any learnings or advice you can pass on to other leaders? 

Keep it real. Communicate on a platform that your team can relate to. Email is NOT the answer for younger people. Understand what your team actually wants to know – it is often different than what you think.

This has been a great opportunity for collaboration, too. We've reached out to and worked with two other local companies for help in extra resourcing and expanding our Face Shield production capacity.

Have you been able to identify any opportunities for your business as a result? 

Yes – albeit probably a temporary reprieve.

Any thoughts on what will change for your business as a result of this disruptor?

Who knows what is going to happen over the next 18 months.  We just have to keep innovating.  I have the team now that can do that – what happens in the future is anyone’s guess at this point.


Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.

As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough.

Our 'Leading Through COVID-19' interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.

In this interview, we talk to Andy Leonard, Team Captain at Proper Crisps, about their experience operating safely as an essential business during the lockdown.

How has COVID-19 affected your business overall?

Proper Crisps has seen immediate changes in demand. We experienced a sudden drop in tourism and hospitality business, but have seen strong demand through supermarkets where snacking has been an essential lockdown activity.

Aspects of our operation have changed to comply with physical distancing guidelines. For example, we have made adjustments to factory layouts to ensure personnel separation.

As a leader, what has been key in keeping your team engaged?

Regular communication and remaining available to our team members. It's also important to be positive and action-orientated, despite the challenging circumstances.

What has been your biggest personal challenge so far?

Ensuring our production team feel appreciated and respected when other parts of the business are working from home and many of their friends and family aren’t working.

Any learnings or advice you can pass on to other leaders? 

If in doubt, act. Trust your gut instincts. Document your plans, your activity and your progress. Crises are a good measure of your teamwork. Stay connected to your supply chain.

Have you been able to identify any opportunities for your business as a result? 

Proper Crisps falls into the 'permissible treat' category which is key comfort in a time of crisis and stress!

Any thoughts on what will change for your business as a result of this disruptor?

Consumer buying patterns will undoubtedly change in the short to medium term - where and how people shop. Trade up or trade down is common during recessions when eating habits alter, and online buying appears to have benefited significantly through COVID-19. I’m hoping Kiwis love of potato crisps doesn’t diminish though!


Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.

 

As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough.

We have developed this 'Leading Through COVID-19' interview series to inspire and support a sense of togetherness as our region moves through and beyond this challenge.

In this interview, we talk to Caleb Hill, Manager/Director of Mortimer Upholstery and Nelson Shade Solutions. We have been very impressed with their ability to rapidly innovate, developing and producing PVC safety screens for essential service providers.

Has COVID-19 affected your business overall?

Yes. We are a manufacturer and service provider - 99% of our work is non-essential. We currently have nine team members at home unable to produce any income for the business.

As a leader, what has been key in keeping your team engaged?

Sincere, honest and clear communication. You must be honest and transparent with your team members and let them know why and how you are making particular decisions. If those decisions are going to affect the lives of your team they need to know sooner rather than later. 

Any learnings or advice you can pass on to other leaders? 

Your business and energy are needed in the 'now' - but it’s also important you keep playing the long game, working towards long term goals and things that are important to you. 

Through my experience adversity has always been a blessing in disguise. It has forced me to make decisions I would have never made in normal circumstances.

Have you been able to identify any opportunities for your business as a result? 

Yes. We manufacture products locally using soft textiles and I am sure that the new economy will present us with new opportunities. We have already adapted to develop a new product - manufacturing and supplying PVC safety screens to essential service providers.

Any thoughts on what will change for your business as a result of this disruptor?

I am estimating a 20-40% decline in turnover. We will have to adapt our company structure to suit. This is an opportunity to become a smarter, leaner and meaner business. In this process, I am 100% confident that our level of service and quality of product will not be sacrificed. We will have to improve these things to be more competitive in the marketplace and like many others will also have to adapt our business to meet new COVID-19 safe workplace guidelines.


Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.

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