Monday, November 09, 2026
The Icehouse publishes a price, dates and a turnover range for its Owner Operator Programme. Here is what that buys, who it suits, when one-to-one coaching fits better, and how co-funding may apply.
Last updated 12 November 2026. Published by Simple-Growth (Motherbase Limited). Market: New Zealand and the United States.
You've written the plan. You know exactly what the next move is — make the call, send the proposal, have the conversation you've been putting off. It's been on the list for three weeks. You want to be someone who does the hard thing the day you decide it matters. What's actually happening is you keep finding something else urgent to do instead, and telling yourself you'll start properly tomorrow.
The advice everyone gives is “just do it,” as if the gap between knowing and doing were a discipline problem you could willpower your way through. It usually isn't. Distraction is rarely the real obstacle — it's cover for a fear underneath: fear the call goes badly, fear the proposal gets rejected, fear the conversation confirms something you don't want confirmed. Until you name the actual fear, no to-do list app on earth will fix this.
Management researchers Paul Hersey and Ken Blanchard built a model for matching leadership style to a person's readiness for a specific task, rather than treating everyone, or every task, the same way. Turned inward, it's a useful question for the task you're avoiding: are you actually unsure how to do it, or do you know exactly how and you're just avoiding starting?
Kevin's own line on this is blunt: he's a classic procrastinator who's learned, over nine businesses, that the distraction is almost never about the task — it's about the fear hiding behind it. His fix isn't more discipline. It's deciding to embrace the fear directly: naming exactly what he's afraid will happen if he does the thing, out loud, then doing it anyway because the feared outcome is almost always survivable and the cost of not acting almost never is.
Try this on the one thing you've been avoiding: write down the actual sentence of what you're afraid will happen if you do it. Not “I don't have time” — the real fear underneath. Read it back. Most of the time it's smaller, written down, than it felt at eleven at night in your head. Then do the smallest possible first step today, not the whole task.
“Kevin has been a game changer for us. I had tried a couple of high-profile US entrepreneur programs but found these just talked about ‘mindset’, whereas Kevin gives practical advice to grow your business that you can implement immediately.”
Brett Abeille
Admitting you're avoiding something out of fear, not busyness, feels uncomfortable in a way “I'm just slammed” never does. This isn't for you if you're already someone who tackles the hard conversation the day it shows up — keep doing exactly that. For everyone else circling the same task for the third week running, a coach's real job often isn't giving you a new plan. It's asking the one question that makes you say the fear out loud.
Usually because distraction is covering for an unspoken fear about the outcome, not a lack of discipline.
A model from Hersey and Blanchard for matching leadership style to a person's readiness for a specific task, rather than using one style for everyone.
Ask honestly whether you're unsure how to do the task, or you know how and are avoiding starting — then fix the real problem, not the symptom.
Name the specific fear in one sentence, then do the smallest possible first step today.
This is a method article and does not rely on a market statistic. Published by Simple-Growth (Motherbase Limited). Last updated 12 November 2026.
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