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 senior leaders prepare star performers for management roles?

Senior leaders should provide early training, coaching, and mentorship before promotion. Combining formal education with tailored feedback helps develop management skills. Clear communication about expectations and support in setting realistic goals also prepares star performers to handle the challenges of their new roles effectively.

What are key challenges when promoting individual contributors to managers?

The main challenge is shifting mindset from individual performance to leading a team. New managers must avoid falling back into old habits of doing the work themselves, which can cause burnout. Building empathy and learning to guide and support others are essential to succeed in their new leadership role.

Why is managing expectations important for new managers?

Managing expectations helps new managers balance ambition with reality. Senior leaders should engage in transparent discussions and provide constructive feedback to clarify what is expected. This support helps new managers set achievable goals, avoid overwhelm, and transition smoothly into their leadership responsibilities.

What support should senior leaders offer to developing managers?

Senior leaders should provide resources, tools, and comprehensive training opportunities. They need to offer ongoing feedback and create an environment that encourages autonomous decision-making. This support fosters confidence, helps new managers celebrate achievements, and drives strong team performance.

How to Develop Your Next Layer of Managers

Senior leaders play a crucial role in nurturing and developing the next generation of talent within their organizations. This responsibility becomes even more compelling when it involves supporting star performers on their journey into management positions. Promoting these exceptional individuals not only sparks excitement but also acts as a catalyst for innovation, growth, and a thriving organizational culture.

In a recent episode of The Ways of Working podcast, the dynamic and insightful Eric Girard former Curriculum Manager for Worldwide AppleCare Training and now CEO of Gerard Training Solutions, and I discussed how senior leaders can unleash the full potential of their rising stars, guiding them through the thrilling process of transitioning into management roles to maximize their performance. Because after all – they are part of your team.

Together, we explored practical strategies that senior leaders can employ to unleash the full potential of their rising stars, guiding them through the transition into management roles for maximum performance. Because, ultimately, these individuals are invaluable members of your team.

One key aspect of this process is honing their management skills. Senior executives must go above and beyond by providing early training, coaching, and mentorship opportunities, even before their official promotion. By combining formal education with tailored feedback and guidance from experienced leaders, star performers can develop the mastery needed to overcome the challenges that lie ahead.

Managing expectations is another critical element. Senior leaders play a pivotal role in guiding their trailblazers to set realistic goals while maintaining a delicate balance between ambition and reality. Transparent dialogues, enlightening discussions, and support create an environment where the transition into a management role becomes a transformative experience. Senior leaders act as guides, offering constructive feedback that nurtures growth and propels success.

They also provide clarity on the expectations of the new managers, ensuring they avoid reverting to old habits of individual contribution that can lead to burnout.

Senior leaders provide star performers with the necessary resources, tools, and comprehensive training and development opportunities. This fosters an environment where individuals can make autonomous decisions, celebrate accomplishments, and achieve extraordinary results.

The transition from an individual contributor to a manager marks a pivotal moment in one’s career. It requires a shift in mindset, from focusing solely on personal performance to empowering and guiding a team. Building the “empathy muscle” is crucial during this transition, as it enables new managers to lead with compassion and insight, understanding the experiences and challenges of their team members.

To embark on this transformative journey, senior leaders must wholeheartedly embrace practical strategies. They become architects of support and guidance, propelling star performers through their metamorphosis into management roles. This investment in growth unlocks the boundless potential within individuals, resulting in a symphony of achievements that resonates throughout the entire organization. Through strategic leadership and pragmatic approaches, executives can cultivate a new generation of exceptional talent, driving tangible success and shaping a thriving future for their organization.

By providing the right support, opportunities, and guidance, senior leaders empower rising stars to reach new heights. The journey towards mastery begins with a dedication to excellence, building strong connections, and aligning leadership styles with individual strengths and weaknesses. These exceptional individuals, driven by curiosity and armed with available resources, embark on a quest to master the art of leadership.

So, senior leaders, it’s time to unleash the potential of your rising stars. Invest in their development, provide the necessary tools, and guide them through the transition into management roles. Together, let’s create a thriving future where talent flourishes and organizations thrive.

LI newsletter caption – 🌟 Unlocking the Power of Rising Stars: Senior Leaders’ Guide to Supporting Star Performers’ Journey to Management 🌟

Are you ready to embark on an extraordinary leadership adventure? Join me as I dive into the captivating world of nurturing and empowering star performers on their path to management. In this thought-provoking blog, we explore best practices and glean insights from industry expert Eric Girard’s appearance on The Ways of Working podcast. Discover how senior leaders can ignite the flames of success, foster growth, and create a supportive environment for emerging talents. Let’s unlock the potential of our rising stars together! 🔥💫

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.

#blog #LeadershipDevelopment #ManagementTransition #RisingStars #EmployeeEmpowerment #SuccessJourney #waysofworking #jimmybleadership

How to Develop Your Next Layer of Managers Before They Leave

If this sounds like your week

Questions managers ask about this

How can senior leaders prepare star performers for management roles?

What are key challenges when promoting individual contributors to managers?

Why is managing expectations important for new managers?

What support should senior leaders offer to developing managers?

Jimmy Burroughes

Keep exploring

If this sounds like your week

Questions managers ask about this

How can senior leaders prepare star performers for management roles?

What are key challenges when promoting individual contributors to managers?

Why is managing expectations important for new managers?

What support should senior leaders offer to developing managers?

Hear this discussed on the podcast

Jimmy Burroughes

Keep exploring