The Kiwi Delegation Dilemma: Why Our “Number 8 Wire” Spirit Can Hold Leaders (and Teams) Back
New Zealanders pride ourselves on being practical, resilient, and able to fix just about anything with a bit of number 8 wire and determination. It’s a beautiful part of our culture. It is born from our colonial history, our remoteness, and the need to simply get on with it....But when it comes to leadership and delegation, this same strength can quietly become a limitation.
True leadership in a New Zealand shouldnt be about rolling up your sleeves and jumping in every time. Its more about consciously choosing where your energy is most useful, delegating effectively, and communicating the bigger picture so your team feels supported rather than resentful.
I’ve lived and worked in 8 different countries, and the contrast is striking. In many places, leaders are expected to stay at a strategic level like in Germany but here in New Zealand, I often see capable managers in manufacturing, trades or operations heading straight to the workshop floor, job or factory when something needs doing. One leader I coached was brilliant at problem-solving and loved getting hands-on. His team respected his willingness to “get stuck in,” but they were also frustrated because projects kept copping and changing, decisions were delayed, and the leader was constantly exhausted.
When he started blocking time for strategic planning, coaching his team members, and delegating the day-to-day implementation — while clearly explaining to the team why he was spending time this way — everything shifted. Productivity rose, team members grew into new responsibilities, and the leader finally had space to work on the things only he could do. The team didn’t resent him; they felt invested in because he was spending more time with them in a mentoring capacity.
Our “number 8 wire” mindset is a genuine superpower — it fosters resourcefulness, humility, and a strong work ethic. Teams notice and appreciate when leaders aren’t afraid of hard work. However, when leaders default to doing everything themselves because “it’s quicker” or “I enjoy it” or “they’ll think I’m not pulling my weight,” it creates hidden costs:
Teams miss opportunities to develop skills and ownership.
Leaders stay stuck in the weeds, burning out and neglecting big-picture strategy.
The belief that “I must be seen to be busy” persists, even though most people respect a leader who is focused and intentional more than one who simply looks busy.
The antidote is thoughtful delegation rooted in self-awareness. Before jumping into the next task, pause and ask yourself:
“Where would my energy be most useful today?”
Sit down with your task list and be ruthless:
What tasks only I can do? (Protect these.)
What can be delegated, even if it’s not perfect the first time?
If there’s genuinely no one to delegate to right now, make a list of the tasks you wish you could hand over. That list becomes gold — it clarifies exactly what the next role, job description, or hire needs to cover. You’re no longer guessing what your team needs; you’re building the future capacity your leadership demands.
Delegation isn’t about abdicating responsibility. It’s about trusting your team’s capability (just as you trust your own resourcefulness) and giving them the chance to grow. When you communicate clearly — “I’m spending this time on strategic planning and mentoring because it will help all of us move forward” — the old “seen to be busy” fear dissolves. Your team sees a leader who is present, strategic, and invested in their success.
As Tao reminds us, sometimes the most powerful thing we can do is create space. In New Zealand’s hardworking culture, that space — for thinking, coaching, and leading — might just be the most valuable use of a leader’s time.
