Inspire
“Practise 20 seconds of courage every day.” That’s the advice of businessman Paul Wright to conquer every challenge in life – exemplified by his own success in a leadership team taking Harcourts from 12 branches nationwide to almost 1000 across 10 countries. Metropol editor Nina Tucker talks to the man investing all his energy into developing Christchurch’s youth.
“I’ve learned over many years that true joy only comes from helping others become successful,” says Paul Wright. That’s his ‘why’ and it’s never changed.
Appointed an Officer of the New Zealand Order of Merit in the 2026 New Years Honours list for services to real estate and philanthropy, Paul was taught by Christchurch property tycoon Steve Collins that personal success comes from helping others succeed. “And when you’ve enjoyed some financial success, bought the cars, taken the trips, bought the baubles, you soon learn they don’t bring you joy. Helping others – family, friends, business owners, young people – that’s where the real joy, the real sense of achievement comes,” he says.
“Each time I’ve been offered a role, promotion or growth opportunity, I’ve taken it,” Paul reflects, offering his ‘do what scares you’ perspective. “Always say yes, when you’re asked to do anything: speak, celebrate, go out, play sport, do a challenge, start something, help out, or the scarier: bungee, skydive, keynote speech. It’s so easy to get into the habit of saying no first. Say yes, and if you can’t do it, figure out a way you can or postpone and then do it.” He set his own example.
HOW REDUNDANCY CATALYSED SUCCESS
Paul was 20 years old when made redundant from a job in land surveying. He was young, energetic, and determined to view it as opportunity instead of failure. Paul started a small engineering survey business and soon built this into a great success story, surveying tens of thousands of hectares of Canterbury farms for irrigation design. Then, with no experience and all courage, he landed himself in Steve Collins’ real estate team, arguably the best in Christchurch at the time.
Collins Real Estate merged with then Harcourt & Co to create Harcourts Real Estate Ltd and Paul was soon entrusted with running the Riccarton team, followed by the Christchurch region (he enjoyed selling but realised he could list more and let the other sales people sell so he could lead). Steve was more than an inspirational leader and mentor, he instilled in Paul many of the guiding values that would shape his success. “He showed us the power of having a vision,” Paul says.
At Harcourts, that vision was national domination. So high standards, clear vision and values, hiring and upskilling great talent, as well as creating a connected ‘family’ laid the foundation to make that happen. The team invested, trained, expanded to 90 national offices, franchised, and bought it from then owner Tower Corp. National domination, tick.
They kept climbing. From launching into Australia and starting a mortgage arm to leaping into the world wide web, “None of which we had a clue how to do. But we’d established our vision. Within three years we’d done all four,” Paul remembers.
When Steve decided to step away, Paul purchased the company with current CEO of Harcourts International Mike Green. Together, they expanded globally to the near 1000 offices worldwide Harcourts boasts today. “It’s been possible because Mike and I believe in hiring great talent, sharing business success, having clear values and a bold vision, recognising effort as much as results – and having fun along the journey.”
At 55, Paul left the office and executive roles, took on chairmanship, before selling entirely to only remain an independent director of the board – a happy passing of the baton and welcome sabbatical for himself and wife Jill.
Paul’s trajectory was swift and proved the success of manifesting goals. Years earlier, he’d taken a course that asked for written life objectives (family, work, personal, education, investment, travel) and most seemed like fantasies. When he looks back at his notes, almost all came true. “The more goals you write down the more come about,” he says.
Success “only takes time, single-minded determination, discipline, and a diarised schedule,” Paul says. “I’ve learned the only way to accelerate is to surround yourself with like-minded, hard-working, talented people who share your vision and values,” he quotes elite mental performance coach Gilbert Enoka – “then, you become unstoppable.”
INSIDE INSPIRE FOUNDATION
On his return to Christchurch, he was met with a proposal to start a new charity foundation from longtime friend Bob Davison, who had established the Mainland Foundation. Paul and Mike had started the Harcourts Foundation years earlier, yet both were constrained in giving money to promising individuals. Bob and Paul firmly saw a need for more investment in ‘future leaders’ (“encouraging and developing them to succeed and make a difference in their community is key to addressing the challenges our society faces”). The well-versed Harcourts model set the groundwork.
The Inspire Foundation launch made a splash like any practised Harcourts event: musicians, break dancers, and world-class guest speakers including Gilbert Enoka and then All Blacks coach Wayne Smith. It left everyone ‘inspired’. Now 15 years on, Inspire has given more than $2 million to 800 grantees and regrantees, built a family of returning donors (all donations are held in a trust) expanded to Marlborough, and become the catalyst for many local success stories through investing in, supporting, educating, and developing talented
young chairman.
“As the ‘10%-ers’, they have a responsibility to support the other 90% who don’t have their ‘gifts’ – their drive, their skills, their support,” Paul explains. Recently-appointed general manager (and former grantee) Jake Bailey is driving Inspire Foundation forward, and a dedicated team of volunteers empower grantees’ financial and personal wellbeing. So again, Paul’s success will be proven once he and Bob have built a talent base to produce enough funding to secure the foundation’s future. “We want to have raised sufficient capital to fund it long after we’ve released it to the new generation running it,” Paul says.
THE COST OF IT ALL
“I don’t believe there is a work life balance. To get what you want, do what it takes.” Of course, Paul’s success didn’t come without sacrifice – but he knew to let priorities (and a ruthlessly organised diary) dictate his schedule. “I put my holidays, kids and grandkids birthdays, and family events (we’re talking about an annual holiday for a family of 14) in my diary for the year first and then fit everything else I can around them. Not everything fits but it’s a great framework to start with,” he says. “I used to leave my phone in my car once I got home when we had a young family. I need discipline to ensure the important things get done.
“If you want a family life, you must spend time with them, quality time is a myth. There is only quantity time and in that you have some quality.” Finding more freedom these days, Paul ferries five grandkids to school every chance he gets before his first appointment of the working day begins at 9.15am. His early hours begin with a gentle workout and coffee after with his gym buddies. Fitness is fundamental for Paul’s lifestyle outside the office – diving, boating, fishing, and the most activity-inducing of them all, being a granddad. “I love spending time with my grandkids, biking, swimming, walking, laughing, getting into mischief with them, and yes, spoiling them in a way I wouldn’t with my own kids.”
