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.

Why the Best Leaders Break the Ice Before Anything Else

I was on a call recently with a group of leadership thinkers; talking about the actively futurist leader. I shared this idea of leadership being similar to an icebreaker. A few people came up with different definitions, which I thought was really interesting, and so I thought I’d share that with you here.

An icebreaker in a kind of corporate sense is that little activity you do at the start of a meeting or the start of a conference where everybody kind of gets to know each other a little bit, and you help people feel a little bit more at ease. That icebreaker gets kind of people warmed up so they can perform better in the rest of the event or the conference, or whatever it is. Being a leader is a little bit like that. You have to put people at ease. You need people to be trusting and feel psychologically safe, so they can do their best work.

But if we think back to the historical definition of an icebreaker, it was actually a boat that went in front of the ships as they were going through frozen waters, which literally broke the ice. Its job was to create a path through the frozen water, so the ships could move more rapidly. It had a really hard front or bow, strong engines that would smash the ice and allow the ship to sail behind it through smoother, calmer waters.

Much like that original historical icebreaker, I think a leader is an icebreaker for his or her team. So they’re there to break the ice to smooth the path for their team to do a great job. This requires influence, vision, and strategy setting.

So just two ways of looking at your role as a leader. Are you the one who is helping your team to be psychologically safe to operate at their best in their environment? Are you the one breaking the ice and helping them to do their best work through calmer waters? Or are you do you have a different definition of an icebreaker that might be shared here?

Have a great week and I’ll catch up with you on the next one.

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.

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Questions managers ask about this

Why is breaking the ice important for team performance?

Breaking the ice helps create a sense of psychological safety and trust within the team. When people feel at ease, they are more likely to communicate openly and perform better. Leaders who act as icebreakers smooth the path for their teams, allowing them to work through challenges more effectively and maintain focus on their goals.

How can leaders create psychological safety for their teams?

Leaders can create psychological safety by fostering trust and openness. This involves encouraging honest communication, showing empathy, and supporting team members without judgment. Setting a clear vision and strategy also helps, as it provides direction and reduces uncertainty, enabling the team to focus on their work without fear of negative consequences.

What does it mean for a leader to be an icebreaker?

Being an icebreaker means a leader actively removes obstacles and creates a smoother path for their team. Like an icebreaker ship cutting through frozen waters, the leader uses influence, vision, and strategy to break down barriers. This enables the team to move forward more quickly and work in a calmer, more productive environment.

How can a leader identify if they are the bottleneck in their team?

Leaders can identify if they are the bottleneck by assessing where decisions stall and which issues repeatedly require their intervention. Reflecting on whether tasks or approvals are consistently delayed at their level can reveal this. Understanding these friction points helps leaders delegate more effectively and streamline team processes to improve overall performance.