General Manager Petter Skovholt never imagined that the company’s turnover would nearly double after his six-month absence from the office. What happened?
The stress had been ongoing for a year and a half already, when Easter of 2023 was approaching. Master painter and general manager Petter Skovholt, who ran the painting company that bore his name, didn’t fully understand what was happening.
But one thing was certain: he had taken on all tasks, big and small himself. No one was to blame for how the busy company was run—it had just “always been like this.” Ever since 2010, when Petter—who had worked as a painter for 40 years—founded the company.
– So this was the daily routine for over 13 years?
– Ha-ha, yes. Actually.
Petter laughs. He can do that now. Even though there’s nothing funny about hitting a wall, it is quite amusing to double turnover after returning from six months away from work.
– What happened?
– Well, let me paint you a picture.
Took on employees’ tasks – became a bottleneck
The master painter describes an “ocean” of notes. Piles of memos, invoices, papers, and documents requiring his signature were scattered all over his desk. Malermester Petter Skovholt was a growing and popular company, so a lot needed to be done.
– But I was the one doing everything, says Peter.
– I always said, ‘just leave it with me’ for anything that needed follow-up, without realizing that I was practically digging our own grave. I handled everything from health and safety to invoices, payments, and assignments—it literally piled up over my keyboard, my calculator. And if my desk was full, then there were even notes left on my office chair, says Petter.
He smiles.
– You see, we all realize now how chaotic that was!
Petter had tried to ease the workload for his 30-plus employees—especially his three project managers—so much that he himself became overwhelmed. It had to go wrong.
Had to realize that letting go was better
Just before Easter 2023, Petter sat in a meeting with HR. A conversation that was initially about another employee, but during the talk, HR managed to "fish out" Petter’s own struggles.
– I shared everything with her, and then she said: ‘Go on your Easter vacation and relax – we’ll look at this when you come back.’ But, you know, I didn’t relax at all, he says.
– Why not?
– I was just dreading going back to the office!
So he didn’t return. Sitting in his cabin, in the middle of nature, feeling inexplicably anxious, made him realize he had to ask for sick leave. Eighteen months "too late."
– The workload had become a habit. You rarely want to give up control, and leaders naturally feel a sense of ownership over their company. But since we had joined HG, I gradually managed to trust that someone would step in. And having that support system was a real relief, says Petter.
Delegating tasks led to doubled revenue
It took six months before he logged into his email again. When he was finally ready to return to work, he was in for a surprise.
– The project managers had completely kept the ship afloat. They allocated my tasks among themselves, and each of them took responsibility for finances and progress in their own projects. They decided to implement a new, simpler digital system for accounting and invoicing, and they agreed that everyone—not just me—should be registered as users going forward. Everyone took ownership, and things moved so much faster, says Petter.
– You avoided being a bottleneck?
– Exactly.
– How was it coming back?
– Everyone was eager to show what they had done—they had grown enormously. So when I returned to work in the fall of 2023, we secured a number of projects. What happened next was that, in the course of 2024, we nearly doubled our revenue because I was able to spend more time on sales! We have now hired ten new people and have never been more profitable.
Employees now bring in million-dollar contracts
When the boss was effectively forced away from his overloaded desk—and the employees had to, and wanted to, take responsibility—it ultimately led to the company cleaning itself up. The business was "cured." Now, employees proudly walk in the door with million-dollar contracts in hand, saying: "Look, I landed this deal." The sense of ownership over the company became something entirely different.
– Last year, we went from 39 million in revenue to 71 million. That’s pretty amazing, says Petter.
– To whom do you give the most credit?
– The initiative of the employees. Of course, they were supported, but they handled 90% of the tasks themselves. Because of that, they’ve grown tremendously, developed their skills, and improved in all areas. I’m also grateful for the support both they and I received from other business leaders in HG. I got phone calls from all over the country!
HG "scans" businesses to identify measures that prevent leaders from burning out
Many business leaders will likely recognize themselves in Petter Skovholt’s story. That’s why it’s good to know—for all companies that are part of HG—that you don’t have to take on all the responsibility alone.
HG’s regional manager for Greater Oslo, Tore Buer, was one of the people Petter’s project managers could rely on in the absence of their general manager. Buer explains that many are afraid of losing control.
– And they often think, ‘I’ll just do it myself, that's faster,’ says Tore Buer.
– There’s some irony in that?
– Yes, because it doesn’t always go faster, nor is it done as thoroughly as it should be. Not when the company is growing, generating more revenue, and the tasks become too many. Then, such a structure becomes very demanding, he says.
The biggest lesson: Let others step in
The greatest lesson from his own experience, says Petter Skovholt, has been to allow himself to delegate tasks and responsibilities. And to recognize that he is "by no means indispensable." It took many years and a serious burnout for Petter to understand this. But on the other side of the tunnel, it’s all bright.
The company still uses the new accounting system and has also introduced a more user-friendly digital system for HSE, quality assurance, and time tracking.
– If one of us is away for a day or two, we can access each other’s projects. If a customer calls and asks for a quote, we can go straight in and find it—and provide help much faster. Previously, this was much more cumbersome, says Petter.
Everyday work has generally become much easier for Petter Skovholt and his team. Regional manager Tore Buer has also noticed a big difference—both in Petter and in the company as a whole.
– They have grown a lot, in every way. And that is really great, especially in today’s market. Petter has also ensured that the company has become Eco-Lighthouse/ISO-certified by delegating tasks. So that is an incredibly well-done job!
