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 Turn Lessons Learned Into Actual Changes

Last Thursday we welcomed leaders from all over the world to our monthly mastermind where we discussed how “lessons learned can grow your business”. I’m always amazed at the gems of knowledge shared in these sessions – the network is incredible. To that end, I felt it would be good to share one of the moments with you.

Lessons learned tend to have a bad wrap in my view. They are the thing that is done at the end of a project, and designed (in most cases) to pick up all the things that we “don’t want to do again”.

Sadly, too many times, these lessons get put into a weighty report, added to someone’s reading list for “when there’s time”, and subsequently life moves on – without the lessons ever being read, internalized or embedded.

You might be thinking this sounds extreme but the numbers tell the truth. In just the Fortune 500 companies, $35Bn is left on the table from lessons not being learned or communicated effectively. Add to that all of the other businesses in the world and you can detect there may be some upside from doing this more effectively.

We pinned it down to 3 simple things that can be improved:

1 – have a better process for uncovering lessons learned- both positive and negative in a short, impactful time period. Ask what went well as well as what didn’t? This will uncover the things you want to do more of. Then plan will you do next with this information and what might get in the way? If you are interested in the format we use with teams, book a call and I can talk/walk you through it and

2 – get team members to embed and internalize the lessons that have been learned. Ask them how they are going to personally change behaviors and processes to make sure these lessons are capitalized upon. Too often emailing a report of lessons bounces off people’s psyche and they don’t embed it.

3 – create a process of checking that the internalization has taken place. Most teams who do complete lessons learned, have great intentions to make changes and they might adopt new ways of doing things for a few weeks, but when the pressure is on and people are stressed, the old ways have a habit of creeping back in. I have seen this happen so many times. Create a follow-up process. Equally, this process can surface more lessons or refinements to further boost performance.

There are lots of other best practices that could be shared but honestly, these are the three that make the most difference to most teams. Why not give it a try in your next meeting?

Speak soon,

Jimmy

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 #waysofworking #jimmyburroughes #jimmybleadership #gamechangingdevelopment #leadershipcoaching #confidence #goals #fastgrowth #entrepreneur #highperformanceleader #gamechangers #gamechangingleadership #leadershipdevelopment #mindsetcoach #motivation #success #beabetterleader #YouCanHaveSuccess #mindset #growthmindset #personaldevelopment #mindfulness #selflove #impostersyndrome #imposter #burnout #burnedout #mindsetmatters

Questions managers ask about this

How can I make lessons learned more effective in my team?

Focus on three key steps: first, have a clear process to identify both positive and negative lessons quickly. Ask what worked well and what didn’t. Second, get team members to commit to specific behaviour or process changes based on those lessons. Third, establish a follow-up system to ensure new behaviours stick and old habits don’t return under pressure.

What is the best way to capture lessons learned from a project?

Use a short, focused session that covers what went well and what didn’t. This balanced approach helps identify actions to repeat and actions to avoid. Avoid lengthy reports that go unread. Instead, aim for impactful discussions that lead to clear next steps and identify potential obstacles to implementing changes.

Why do lessons learned often fail to result in real change?

Lessons often fail because they end up in reports that no one reads or applies. Without team members internalising the lessons and changing their behaviour, the knowledge doesn’t stick. Also, without follow-up checks, teams tend to revert to old habits when under stress, so changes need reinforcing over time.

How can I ensure my team actually changes after lessons learned?

Ask each team member how they will personally change their behaviour or processes based on lessons learned. Then, create a follow-up process to check these changes are being maintained. This helps prevent slipping back to old ways, especially when workloads increase or stress rises, ensuring lessons lead to lasting improvements.

How to Turn Lessons Learned Into Changes That Actually Happen

If this sounds like your week

Questions managers ask about this

How can I make lessons learned more effective in my team?

What is the best way to capture lessons learned from a project?

Why do lessons learned often fail to result in real change?

How can I ensure my team actually changes after lessons learned?

Jimmy Burroughes

Keep exploring

If this sounds like your week

Questions managers ask about this

How can I make lessons learned more effective in my team?

What is the best way to capture lessons learned from a project?

Why do lessons learned often fail to result in real change?

How can I ensure my team actually changes after lessons learned?

Hear this discussed on the podcast

Jimmy Burroughes

Keep exploring