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 Different Views on Value Lead to Better Decisions

Most leaders I work with are clear on what they value personally. Fewer have stopped to ask what their business actually rewards when the numbers are under pressure.

In ethics, value denotes the degree of importance of a thing or action, with the aim of determining what actions are best to do or what way is best to live, or to describe the significance of different actions.

In economics, economic value is a measure of the benefit provided by goods or services to someone else. It is measured relative to units of currency, and the interpretation is based on the maximum amount of money a specific actor is willing and able to pay for the goods or services.

Over the last couple of weeks, I have been exploring value in the ethical realm. What are your core values and what do you value? Both are important things to be in touch with. Then I moved to what your team values, the things that matter most to them and whether you, as a leader, are aware of those.

This week I wanted to look at the economic side of value. Businesses need money to function, and the question for any leader is how you create value as an organisation, as a team, and for the people who work for you.

Value is measured in currency, but also in customer loyalty, brand power, and numerous other ways. I remember during my MBA the long conversations we had around customer lifetime value. Later, working for a bank, I watched announcements go out to close brick-and-mortar branches in favour of digital services. It was a tough lesson. A local branch serving the community is a good thing, but the majority of customers who use a branch are not high-value customers. They are mostly older people getting out for the day to cash pension cheques, or small businesses banking their takings. Closing the branches had a net positive value effect on the bank without disrupting high-value customers, and therefore added economic value to the share price. Much was made of the lack of ethical values in removing this fixture from various Kiwi towns, but that concern seemed to carry less weight in the final decision.

So is economic value the primary consideration for leaders? I would like to believe it should be balanced, but in most businesses money comes before people. Am I wrong?

The key to a post-COVID value proposition is one that meets a number of criteria. PwC published a helpful model (below) to think through the trends leaders need to be considering. The question remains whether organisations double down, pivot, or disappear only to be reinvented in a new form.

If you are a leader considering how you add value in 2021, take a look at this model and book an Unlock session. We can discuss where you are, where you want to be, and make a plan to get there.

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

Questions managers ask about this

How do personal and business values differ in leadership?

Personal values reflect what an individual leader considers important, while business values are about what the organisation rewards, especially under financial pressure. Leaders should recognise both to make better decisions that balance ethical considerations with economic realities.

What role does economic value play in business decision-making?

Economic value measures benefits in financial terms, like customer lifetime value or share price impact. It often drives decisions, such as closing low-value branches, even if this conflicts with ethical or community concerns. Leaders need to understand this to align strategy with financial sustainability.

How can leaders identify where decision-making is stuck in their teams?

Leaders should diagnose where decisions stall, often at the management level rather than with individual managers. Asking if they themselves are the bottleneck helps pinpoint issues. This approach focuses on understanding friction points to improve overall team performance.

What balance should leaders aim for between money and people in business?

While economic value is crucial for business survival, most organisations prioritise money over people. Effective leadership seeks a balance where financial goals align with the needs and values of the team, recognising that sustainable success depends on both.