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 can strong board-executive relationships improve decision making?

Strong relationships between boards and executives reduce tension and align organisational culture. When these groups work well together, it sets a positive tone throughout the organisation, enabling faster, more effective decisions and better overall performance.

What should I consider before moving into a governance role?

Assess your motivations and interest in governance. Gain experience by connecting with current board members and attending relevant events. Starting on not-for-profit boards can provide practical exposure without high initial demands. Also, ensure your financial situation can support a potential income drop from executive to governance roles.

How do I manage financial risks when transitioning to a board position?

Ensure you have sufficient financial stability before moving into governance, as board fees are often lower than executive salaries. This stability allows you to cover expenses without relying solely on board income and gives you the flexibility to step down if the organisation's governance no longer meets your standards.

How Effective Governance Produces Better Decisions

Are you ready to take your leadership and decision-making to the next level? In a recent episode of The High Performance Leader Podcast, I had the pleasure of speaking with Julian Smith, a seasoned board member and governance expert. We delved into the world of governance and why it’s crucial for leaders striving for high performance.

In the world of leadership, the role of governance often remains a mystery to many. Julian Smith, with his extensive experience, shed light on the significance of understanding governance dynamics and how it can impact the success of any organization.

Building Strong Relationships Between Executives and Boards

One key takeaway from our conversation was the importance of fostering strong relationships between executives and boards. In most cases, there might be tension or frustration between these two groups. Julian emphasized that this tension often indicates a lack of cultural alignment. Culture starts at the top of the organization, and the way the board and executive team interact sets the tone for the entire organization.

For leaders aiming to perform at their best, understanding the governance structure and developing positive relationships with the board is critical. Boards are not just about governance; they play a significant role in setting the culture of the organization, affecting its overall success.

Governance and Management: Understanding the Difference

Another key insight from our conversation was the difference between governance and management. Governance focuses on the long-term strategic vision of the organization, while management deals with day-to-day operations. Boards are responsible for holding the executive accountable, ensuring compliance, and creating a leadership environment that allows employees to thrive.

For those with governance aspirations, it’s essential to recognize these distinctions and understand that governance roles are often more about working on the business, not in the business. As a governor, you play a pivotal role in overseeing and guiding the organization’s direction.

Transitioning to Governance Roles

If you’re considering transitioning to governance roles, Julian provided some valuable advice. First, identify your motivations and explore what interests you about governance. Understanding your passion for this field is crucial.

If you don’t have prior experience with boards, reaching out to seasoned board members or securing an introduction can help you gain insights and learn about the role of directors. Attending events organized by professional bodies for directors can provide a solid introduction to governance.

For those looking to dip their toes into governance, Julian recommended starting with not-for-profit boards in areas you’re passionate about. Not-for-profit boards often offer opportunities for learning without requiring extensive governance education upfront.

De-risking Your Transition

As you consider a transition to governance roles, it’s vital to assess your financial situation. Transitioning from an executive career to governance can lead to a significant drop in income. To mitigate risk, ensure that you have sufficient financial stability and can cover your expenses without relying solely on board fees. Maintaining personal financial stability will also give you the flexibility to resign from a board if you ever feel uncomfortable or lose confidence in the organization’s governance.

In the ever-evolving landscape of leadership, understanding governance and its impact is a key component of high performance. Julian Smith’s insights shed light on the importance of positive board-executive relationships, distinguishing between governance and management, and making a successful transition to governance roles.

For a deeper dive into this critical aspect of leadership, check out the full podcast episode. Your journey to becoming a high-performance leader may just get the boost it needs with these insights into the world of governance.

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.

How Effective Governance Produces Better Decisions Faster

If this sounds like your week

Questions managers ask about this

How can strong board-executive relationships improve decision making?

What is the difference between governance and management roles?

What should I consider before moving into a governance role?

How do I manage financial risks when transitioning to a board position?

Jimmy Burroughes

Keep exploring

If this sounds like your week

Questions managers ask about this

How can strong board-executive relationships improve decision making?

What is the difference between governance and management roles?

What should I consider before moving into a governance role?

How do I manage financial risks when transitioning to a board position?

Hear this discussed on the podcast

Jimmy Burroughes

Keep exploring