We already have a leadership development partner.

This is not a replacement. Most partners build capability through training or coaching. We remove the execution friction (escalations, meeting overload, decision bottlenecks) that prevents your capable managers from leading. Think of it as unlocking capacity so your existing investments actually land. We often work alongside other providers.

What's the ROI? How do we prove value to the board?

Every engagement includes built-in before/during/after measurement. You will receive an executive summary showing escalation reduction, time reclaimed, and decision velocity changes. Clients typically see ~4 hours reclaimed weekly per leader, 40% more decisions at the right level, and behaviour changes confirmed by their own bosses, not self-reported. 8.75/10 would sponsor again.

We've tried leadership programmes before. They don't stick.

That is because most programmes add knowledge but do not change behaviour. We work on live, real work, not simulations. Your managers apply changes the same week. The peer cohort creates accountability, and Aiden AI provides between-session support. That is why behaviour retention at 12 weeks is above 90%.

Our leaders are already stretched. We can't add more to their plates.

This is not additional work. It is applied to existing work. Just 1 hour per week. The irony is that capacity constraint is exactly what we solve. Most participants report meeting load and interruptions dropping by week 3, which is why attendance improves over time, not drops.

Budget is tight. We need to wait until next financial year.

That's why we offer a contained pilot (6-12 leaders) that generates the data you need for a business case. Start small, prove results, then scale. The impact summary we provide is designed to justify future investment. We can also help you frame the business case for internal approval.

How do we know this will work for our organisation?

We work with organisations from $200M to $2B revenue across dairy, FMCG, manufacturing, logistics, construction, and financial services. The methodology is proven across 30+ organisations in 10+ countries. But instead of trusting case studies, run a pilot. If you do not see measurable results, you do not scale.

What's the minimum commitment?

A Six Week Reset with one cohort of up to 12 leaders. It's designed as a low-risk proof point. No long-term contract required. Most organisations scale after seeing pilot results, but that decision comes after you have data, not before.

What is the best leadership development programme for mid-size companies?

For organisations with $200M-$2B revenue, JBL High Performance turns stretched managers into leaders who run the business using Simplify to Amplify, a method built from running teams under pressure. Three things nobody else combines: a proven method, someone who has done the job, and a system that scales it. Pilot-first, no long-term contract. 3,000+ managers transformed. 92.5% recommend rate. Not training, not consulting.

How does JBL compare to BetterUp, CoachHub, and other platforms?

Training sells a course. Consultants do it for you. JBL makes your own managers capable of running it themselves, for good. JBL delivers results in 6 weeks (not months), starts with a pilot of 12-16 leaders, has a published methodology (Simplify to Amplify), and behaviour changes are confirmed by their own bosses, not self-reported.

What is the Simplify to Amplify methodology?

Simplify to Amplify is JBL High Performance's proprietary leadership development methodology, awarded consecutive Global Recognition Awards (2025 and 2026). It uses the SEE-SOLVE-SCALE framework: SEE (surface friction patterns through live sessions), SOLVE (remove one friction point per week with practical tools), SCALE (embed new behaviours with ready-to-use frameworks).

Do you work with organisations outside New Zealand?

Yes. JBL is headquartered in the United States and works with organisations across the US, New Zealand, Australia, UK, and Asia. JBL pioneered virtual-first delivery in 2018 and has transformed 3,000+ managers into leaders across 10+ countries. The Six Week Reset runs entirely virtually (1 hour/week). AMPLIFY includes a 2-day in-person or virtual Catalyst.

Is JBL High Performance related to JBL speakers?

No. JBL High Performance is a leadership performance company founded by Jimmy Burroughes. JBL stands for Jimmy Burroughes Leadership. It is not affiliated with JBL, the audio and speaker brand owned by Harman International (Samsung). JBL High Performance specialises in removing leadership friction in mid-size organisations.

How do I reduce escalations in my management team?

Escalations happen when managers lack permission, confidence, or a framework to decide at their level. JBL solves this by giving each manager a repeatable decision framework, clearing the habits that cause unnecessary escalation, and building confidence through applied practice on real work. Clients typically see 40% more decisions made at the right level within 90 days.

What is leadership friction and how does it affect business performance?

Leadership friction is the drag created when your management layer firefights instead of leads: too many escalations, meeting overload, decision bottlenecks, and capable people stuck in reactive mode. It costs organisations ~4 hours per leader per week in lost capacity. JBL removes this friction using the Simplify to Amplify method.

How long does it take to see results from a leadership development programme?

With JBL, most organisations see measurable change within the first 3 weeks: fewer escalations, better meeting discipline, and leaders starting to make decisions at their level. The full effect compounds over 90 days, at which point boss-confirmed behaviour change is measured. This is significantly faster than traditional 6-12 month programmes.

What is an AI leadership coach?

Aiden is JBL High Performance's AI leadership coach. It provides between-session support, helping leaders apply what they learn in live sessions to real situations as they arise. Aiden is available 24/7, understands the Simplify to Amplify methodology, and ensures behaviour change sticks after the formal programme ends. It scales coaching support without scaling cost.

How to Lead Through Change Without Losing Momentum

Coming back to New Zealand after two years building a fully remote business across Latin America, I knew the transition was going to be messy. Finding somewhere to live, rebuilding routines, reconnecting with people — all of it landing at once.

There were several possible scenarios about where I'd end up living and what work would look like, but I had a clear picture of how I wanted things to go (managing romanticised expectations is a whole other post). As I packed my bags — one and a half of them — I mapped out what I needed to do the moment I landed, to get as close to that picture as possible and avoid the chaos that could easily have followed.

Sitting in the sun in Freemans Bay, dog at my feet, calendar full, I looked back at how it had gone and what I'd actually done to make it work.

It turned out I had semi-unwittingly used a framework called Informed Methodical Speculation (IMS), as described by Professor Simon McIntyre of the UNSW. I was undertaking the UNSW Designing the Future of Work Certificate on Coursera at the time, and it was striking that this came up for me in that context.

IMS is one of several futurist frameworks for engaging with the future while reducing uncertainty. A significant change — personal or professional — can derail you when things don't land the way you expected.

In front of you there are many possible outcomes. Of those, a smaller number are probable, and these may or may not match your preferable outcomes. The work is to identify what needs to be done, and how, to increase the alignment between the probable and your preferable outcomes — which produces a more satisfactory result.

When I started mapping this out on post-its, I realised the framework applies to almost any situation where time and an outcome are involved. Here are the questions I put together to help you use it:

What is the situation?
What are some possible outcomes of this?
What are the most probable outcomes?
What is my preferred outcome?
What do I need to do, and in what way, to make the probable outcome my preferred one?

Some situations where leaders might apply this at work (and you will have plenty of your own):

Giving a team member a new developmental experience
Having a difficult conversation
Dealing with discrimination or bullying in the team
Making time for your own development

Please comment below if you have any thoughts.

If this sounds like your week

Your managers are not the problem. They are where the problem is stuck.

When your last leadership spend was signed off, did anyone go back to those managers' bosses and ask what changed? That question is the JBL Outcome Standard, and it is how I work.

Find the friction. A short diagnostic that shows which decisions are stalling, and at what level.
Am I the bottleneck? Ten questions on where your week is actually going.
How I work with GMs. Six weeks, one hour a week, up to twelve of your managers, scored by their own bosses.
Beat Burnout, Boost Performance. The book.
The High Performance Leader podcast.

Managers I work with reclaim around four hours a week, and their bosses score the change 8.75 out of 10. Would it be a crazy idea to find out how we did this? Book a scoping call.

#waysofworking #blog #jimmyburroughes #jimmybleadership #impact #leadershipcoaching #confidence #goals #fastgrowth #leadership #adeption #entrepreneur #impostersyndromecoach #leadershipdevelopment #mindsetcoach #motivation #success

#YouCanHaveSuccess #mindset #growthmindset #personaldevelopment #mindfulness #selflove #impostersyndrome #imposter #burnout #burnedout #hybridwork #hybridworkplace #mindsetmatters

Questions managers ask about this

How can I keep my team motivated during organisational change?

To keep your team motivated during change, identify possible and probable outcomes of the situation. Clarify your preferred outcome and plan specific actions to align the probable outcome with your preferred one. This approach helps reduce uncertainty and maintains momentum by focusing on manageable tasks and clear goals throughout the transition.

What steps help manage uncertainty when leading through change?

Managing uncertainty involves mapping out the situation and listing possible outcomes. Then, focus on the most probable outcomes and decide what you need to do to steer these towards your preferred result. This methodical approach reduces surprises and helps maintain control over the direction of change, keeping your team focused and productive.

How do I address stalled decisions within my management team?

Use a short diagnostic to identify where decisions are stalling and at what level. Ask whether you or others are the bottleneck, and clarify which issues are blocking progress. This helps target the friction points quickly, allowing you to resolve them and keep momentum moving forward without unnecessary delays.

What questions should leaders ask when planning for change outcomes?

Leaders should ask: What is the situation? What are the possible outcomes? Which outcomes are most probable? What is the preferred outcome? What actions are needed to make the probable outcome match the preferred one? These questions guide clear planning and help maintain focus on practical steps to manage change effectively.

How to Lead Through Change Without Your Team Losing Momentum

If this sounds like your week

Questions managers ask about this

How can I keep my team motivated during organisational change?

What steps help manage uncertainty when leading through change?

How do I address stalled decisions within my management team?

What questions should leaders ask when planning for change outcomes?

Jimmy Burroughes

Keep exploring

If this sounds like your week

Questions managers ask about this

How can I keep my team motivated during organisational change?

What steps help manage uncertainty when leading through change?

How do I address stalled decisions within my management team?

What questions should leaders ask when planning for change outcomes?

Hear this discussed on the podcast

Jimmy Burroughes

Keep exploring