Leading the Way: Five Timeless Goals for Every Leader

What Defines Great Leadership? Beyond the Title, Beyond the Scale.

Leadership the word itself evokes images of strong figures, decisive actions, and impactful decisions. But what truly defines effective leadership, regardless of the arena? Is it vastly different to steer a small business than to guide a nation? Or to coach a youth sports team versus running a multinational corporation? The answer, surprisingly, is that the fundamental goals of impactful leadership remain remarkably consistent across all these scales.

At its heart, leadership is about people, vision, and progress. It’s about channeling collective energy towards a common objective, fostering growth, and navigating challenges with integrity. While the complexities and stakes may vary, the core principles that elevate a manager to a true leader transcend job titles and organizational charts. Let's explore these five timeless goals that every leader, from the sideline to the world stage, strives to achieve.

1. Fostering an Inclusive, Unified Culture

This is the bedrock of all successful leadership. A leader's primary goal is to intentionally create a culture where every individual feels a sense of belonging, and their unique identity, background, and perspective are not just tolerated, but celebrated. This involves actively building bridges between people and different groups, promoting respect, and ensuring that everyone feels heard, valued, and safe. A unified team, built on a foundation of inclusion, is a powerful force.

Think about it:

• For a kids' sports coach: This means ensuring every child, regardless of skill level, feels like a vital part of the team, gets playing time, and is encouraged. It's about building camaraderie and mutual support, not just winning.

• For the owner of a SME: It's about cultivating a tight-knit workplace where every employee feels their contribution matters, fostering an environment where ideas are freely shared, and differences are seen as strengths.

• For the CEO of a multi-national company: This scales up to creating a global culture that embraces diverse nationalities, work styles, and beliefs, ensuring that employees across continents feel connected to the company's core values and mission.

• For the leader of a country: It's the monumental task of uniting diverse populations, cultures, and political viewpoints under a shared national identity, ensuring all citizens feel represented and valued.

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2. Inspiring a Shared and Inclusive Vision

A leader's vision must resonate with everyone. The goal is to develop and communicate a compelling vision for the future that is broad enough to include diverse perspectives and goals. By co-creating this vision with the team, a leader ensures that everyone feels invested in the mission and understands how their individual contributions, no matter how different, are vital to achieving the collective objective.

Consider the parallels:

• For a kids' sports coach: The vision might be "to learn, have fun, and improve as a team," clearly communicating what success looks like beyond just the scoreboard.

• For the owner of a SME: It's articulating where the company is headed, what its unique value proposition is, and how every employee contributes to its growth and success.

• For the CEO of a multi-national company: This involves crafting a strategic vision that aligns thousands of employees across diverse business units towards common corporate objectives, such as market leadership or sustainable innovation.

• For the leader of a country: It's about presenting a national narrative, a vision for prosperity, security, or social progress that inspires citizens to work together for the greater good of the nation.

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3. Empowering Individuals and Promoting Team Growth

Great leaders recognize that a team is only as strong as its members. A key goal is to empower each person by providing the resources, autonomy, and opportunities they need to grow. This includes thoughtfully delegating tasks, providing mentorship, and promoting from within. By creating an environment where individuals feel empowered to take ownership and contribute their best work, leaders not only develop their people but also build a more resilient and dynamic team.

This applies everywhere:

• For a kids' sports coach: It means teaching skills, assigning different roles, and giving kids the confidence to try new things, make decisions on the field, and learn from mistakes.

• For the owner of a SME: It's about trusting employees with responsibilities, investing in their professional development, and creating pathways for career advancement within the company.

• For the CEO of a multi-national company: This involves building robust talent development programs, succession planning, and creating a culture where employees are encouraged to innovate and lead projects.

• For the leader of a country: It means investing in education, healthcare, and infrastructure to empower citizens, fostering entrepreneurship, and ensuring opportunities for all to thrive and contribute to society.

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4. Driving Equitable Results and Innovation

Leadership is about achieving goals, but it's also about how you get there. This goal focuses on guiding a diverse team to deliver results by leveraging the unique strengths of each member. An inclusive leader ensures that decision-making processes are fair and that everyone has an equal opportunity to contribute. This approach not only leads to better outcomes but also fuels creativity and innovation, as varied perspectives can lead to novel solutions and breakthrough ideas.

The principle holds true:

• For a kids' sports coach: Results might be improved teamwork, skill development, and good sportsmanship. Innovation could be trying new plays or strategies based on the team's unique talents.

• For the owner of a SME: It's about achieving business objectives efficiently, identifying new market opportunities, and encouraging creative problem-solving among staff.

• For the CEO of a multi-national company: This involves setting ambitious performance targets, fostering a culture of continuous improvement, and driving R&D to stay competitive and relevant globally.

• For the leader of a country: It's about implementing policies that lead to economic growth, social welfare, and national security, while also encouraging scientific and technological advancement for societal benefit.

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5. Leading with Authenticity, Empathy, and Integrity

The most effective leaders lead by example. This goal involves consistently demonstrating a strong moral compass, being transparent, and showing genuine empathy for others. By owning their mistakes, being vulnerable, and acting with integrity, leaders build trust and psychological safety. This kind of authentic leadership is what truly unites people and inspires them to follow, as they know their leader is a person they can depend on and a force for positive change.

This is universal:

• For a kids' sports coach: It's about being fair, supportive, and modeling good sportsmanship, teaching kids not just how to play, but how to act.

• For the owner of a SME: It's about running an ethical business, treating employees and customers fairly, and being transparent in decision-making.

• For the CEO of a multi-national company: This involves upholding corporate ethics, demonstrating social responsibility, and communicating openly and honestly with shareholders, employees, and the public.

• For the leader of a country: It's about governing with honesty, compassion, and a commitment to public service, earning the trust of the populace through consistent ethical conduct.

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Final Thoughts: The Enduring Power of Principled Leadership

As we've seen whether you're rallying a group of excited youngsters on a soccer field, steering a burgeoning startup, navigating the complexities of a global enterprise, or guiding the destiny of a nation, the core tenets of effective leadership remain steadfast. The specific challenges and contexts may differ dramatically, but the human element at the heart of leadership, the need to unite, inspire, empower, drive progress, and act with integrity, is a constant.

True leaders understand that their most profound impact comes not just from their decisions, but from their ability to cultivate a culture where every individual can flourish. It's about building bridges, not walls; fostering inclusion, not division; and always striving to leave the people and the organisation in a better, more unified, and more empowered state than they found them. This enduring commitment to people and principles is the hallmark of truly impactful leadership, no matter the scale.

Post written by Jason Jost

Price vs Value: Why Matching Price Means Matching Offer

 

Same Price, Different Value

Introduction

In business, the idea of “price matching” often feels like an easy fix. If a competitor sets their coffee at $5, you do the same. If another law firm charges $300 per hour, you match it. The thinking goes: if the price is the same, customers will stay.

But here’s the catch, price is only one part of the equation. Customers don’t just see the number on the receipt; they experience the whole package. If your offer doesn’t actually match the competitor’s, then your “price match” isn’t really a match at all. It’s a shortcut that risks eroding trust and damaging your reputation.

This blog explores why businesses need to look beyond numbers when competing on price, with practical examples that highlight the difference between matching price and matching value.

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Coffee Example: Same Price, Different Cup

Picture two cafés on the same street. Both advertise coffee for $5. One café serves a regular-sized cup, while the other serves a noticeably smaller cup for the same price. On paper, both are “competing fairly.” But in reality, the smaller cup café isn’t matching the offer.

Customers may not complain the first time, but they will notice. And once they do, they won’t just question the coffee size, they’ll question the fairness of your business overall.

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Tea Example: Quality vs Cost

Now take tea. One café matches its competitor’s $5 tea price but cuts corners by using supermarket tea bags, while the competitor serves premium loose-leaf tea. To the customer, the price is the same but the quality difference is obvious.

In this case, the café has matched cost but not value. Customers who expect a quality tea-drinking experience will feel short-changed. Worse, they’ll start telling others about it. Word of mouth spreads fast, and what began as a strategy to keep customers may actually drive them away.

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Fish and Chips Example: Portion Size Matters

Think about your favourite fish and chip shop. Imagine one matches its competitor’s $9 price, but when you open the paper, you find fewer chips and smaller fish. Technically, both shops charge the same, but the customer’s perception of value is completely different.

Customers will always compare what they get, not just what they pay. A smaller portion may lower your costs, but it will also lower repeat business. People don’t just remember the price, they remember whether they left full and satisfied.

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Law Firm Example: Experience vs Hourly Rate

Professional services face the same challenge. A law firm may decide to match a competitor’s $300 hourly rate but assign a junior lawyer with one year of experience instead of a senior partner with two decades of expertise.

On paper, the rate is identical. But in practice, the value delivered is vastly different. Clients expect comparable service for a comparable price. When they discover they’re getting less for the same money, they don’t just lose faith in one lawyer, they lose faith in the entire firm.

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The Bigger Picture: Trust and Loyalty

The common thread in all these examples is simple: customers aren’t comparing price alone, they’re comparing value.

When businesses rely on price matching to boost profits without enhancing quality or value, they risk their current profits and customer base. Customers can see through that quickly. And once trust is lost, it’s almost impossible to regain.

The smarter approach is to recognise that value is multi-dimensional. It includes quality, service, expertise, reliability, and even the emotional reassurance that comes from choosing the right provider. Price matching without matching the offer ignores these dimensions and leaves your business vulnerable.

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Final Thoughts

Price matching might win by increasing the profits in the short term, but it won’t secure loyalty in the long term unless the offer also matches the expectation. Businesses that see opportunity increase prices to match with competitors risk creating dissatisfied customers and damaging their own reputation.

The lesson is clear: if you’re going to match the price, you must also match the offer. Otherwise, focus on differentiating your value instead of chasing numbers.

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As a business leader, ask yourself: Are we competing on price alone, or are we delivering a value proposition that truly stacks up?

If you’ve ever struggled with balancing price and value in your business, let’s talk. At Josty, we help businesses build strategies that strengthen both pricing and customer trust.
Empowering Growth, Securing Success.

Visit Josty.nz to learn more or get in touch today to explore how we can help your business compete on value, not just price.

Price vs Value: What Are You Really Paying For?

 

What Are You Really Paying For?

Introduction

We live in a world where price is often the first thing people see, the number we compare, and the lever we pull when making decisions. But ask yourself: What are you really paying for?

I was reminded of this today while getting my Warrant of Fitness (WOF). I could have booked elsewhere in town for slightly less, but that would’ve meant waiting one or two days. Instead, I chose to pay a little extra to have it done immediately. What I was really paying for wasn’t just a check on my car, it was also convenience and immediacy.

This small example highlights a bigger truth: price is not the same as value. Let’s explore why.

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Price Is Only Part of the Value Equation

Most of us have been trained to see price as the measure of worth. Cheaper equals better savings, right? Not always.

Price reflects only the upfront cost. Value, however, is everything you get in return. And sometimes, the value is hidden until you step back and ask, “What’s included? What problem is this actually solving for me?”

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A Sales Story: Why Higher Price Can Mean Higher Value

In my sales career, I often faced pushback on pricing. Clients would compare us against competitors and wonder why we were more expensive. On paper, their numbers looked sharper. But the reality? We weren’t selling the same thing at all.

Our solutions included far more than equipment:

• Design: Tailored to the unique needs of each client.

• Build & Programming: Systems crafted for seamless integration.

• Testing: Every solution was plug-and-play ready, reducing downtime.

• Quality Components: Only the best parts, guaranteeing longevity and reliability.

The competitor’s offer may have been cheaper at first glance. But clients who chose us weren’t just buying hardware, they were buying certainty, peace of mind, and time saved later.

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The Hidden Layers of Value

So, what are you really paying for? Often, it’s one or more of these layers:

1. Speed
   Sometimes, you’re paying for something to be done right away. Like my WOF experience, the faster option cost more, but the value was in getting my car back on the road without delay.

2. Expertise
   You’re also paying for the knowledge and skill behind a product or service. Expertise ensures fewer mistakes and better outcomes.

3. Reliability
   The cheapest option may look appealing, but how reliable is it? A reliable solution saves you from costly breakdowns or repeated purchases.

4. Experience
   This isn’t just about customer service it’s about reducing stress. A smooth, professional process can be worth more than a small saving.

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The Hidden Cost of “Cheap”

It’s easy to be drawn to the lowest number. But the cheapest option often comes with hidden costs:

• More time lost in waiting.

• Extra repairs or replacements later.

• Frustration from poor service.

• Missed opportunities because the job wasn’t done right the first time.

In other words, the price you see isn’t always the price you end up paying.

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Everyday Examples of Paying for More Than Price

• Flights: A budget airline may cost less, but add up baggage fees, lack of flexibility, and poor service suddenly, the “cheaper” flight isn’t so cheap.

• Technology: A bargain laptop may save money upfront but need replacing in two years, while a higher quality one lasts twice as long.

• Professional Services: A cut-rate consultant might deliver a report, but an experienced advisor gives insights, strategy, and implementation support.

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Asking the Right Question

So, when you’re making your next decision, don’t just ask, “How much does it cost?” Instead, ask:

• What am I really paying for?

• What is included in this price that I might not see at first glance?

• What will this save me in time, stress, or future expense?

When you shift your focus from price to value, you make smarter, longer-lasting choices.

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Final Thoughts

Price is simple to compare. But value? That requires thought. The truth is, you’re rarely just paying for the item or service itself. You’re paying for the expertise behind it, the reliability it offers, the convenience it brings, and the confidence that it will solve your problem the right way.

The next time you’re weighing up your options, resist the temptation to focus solely on the price tag. Instead, ask yourself: What am I really paying for? Because often, the cheapest option costs the most in the long run, while the right choice delivers the value where it matters to you.

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At Josty, we help businesses uncover and communicate their true value, so customers see more than just a price tag. If you’d like to explore how to position your business on value rather than cost, get in touch with us today.

Post written by Jason Jost

Your Business is Your People

Your business doesn’t grow because of systems, processes, or products alone it grows because of people. High-performing teams are built by leaders who prioritise wellbeing, set clear direction, and foster positive culture. Attitude spreads from the top, and staff who feel valued give more of themselves in return. Too many businesses let performance slide by failing to support staff under pressure, or worse, by replacing people instead of helping them thrive again. By looking after your team, you look after your business.

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Introduction: Why People Are the Heart of Your Business

Every business leader dreams of growth, resilience, and consistent performance. We talk about strategy documents, efficiency systems, and bold goals. But behind all of that lies the one truth often overlooked: your business is your people.

It doesn’t matter if you’re building a tech start-up, running a manufacturing plant, or scaling a professional services firm your success ultimately depends on the mindset, energy, and ability of the people in your team. You can have the best plan on paper, but if your team isn’t aligned, motivated, or supported, it won’t translate into results.

The most effective leaders know that their role goes far beyond managing tasks or hitting numbers. Their real responsibility lies in shaping an environment where people feel valued, cared for, and proud of their contribution. When you get this right, performance follows naturally.

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Leadership Shapes Performance

A team’s attitude doesn’t come out of thin air. It reflects the leadership they see every day. If leaders are positive, clear, and consistent, the team will adopt those qualities. If leaders are inconsistent, disengaged, or dismissive, performance and morale will quickly unravel.

• Clarity matters. People perform best when they know what’s expected of them and why it matters.

• Consistency builds trust. When leadership behaviour is predictable and fair, people feel safe and engaged.

• Positivity spreads. The way leaders talk about challenges influences how teams respond to them.

In short: leadership is the mirror in which team culture is reflected.

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Wellbeing and Performance Go Hand in Hand

Performance isn’t just about skills or effort; it’s deeply tied to wellbeing. A stressed, unsupported, or unwell team member cannot perform at their best no matter how capable they are.

Too often, businesses see underperformance and jump straight to disciplinary measures or even dismissal. But here’s the reality: many times, the problem isn’t the person’s ability it’s their state of wellbeing.

I’ve seen too many businesses let go of talented people simply because they were going through a tough patch with health or stress. Instead of supporting them, businesses cut ties. The irony? With the right care and support, many of those employees could have been back to their best within months thereby saving the business recruitment costs and retaining valuable knowledge and skills.

Supporting wellbeing isn’t charity; it’s smart business. People who feel looked after come back stronger, more loyal, and more committed.

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Building a High-Performing Culture

High-performing teams are not built by chance, they’re built intentionally. Leaders need to consciously design and reinforce a culture where people thrive.

Key elements include:

1. Recognition and Appreciation – A simple “thank you” or public acknowledgement goes further than many leaders realise. Recognition fuels motivation.

2. Growth Opportunities – Training, mentoring, and career progression show staff they’re valued long-term.

3. Flexibility and Balance – Where possible, give people room to balance work with life. Flexibility is often repaid with greater effort and loyalty.

4. Shared Purpose – People perform at their best when they understand how their work contributes to the bigger picture.

Culture isn’t posters on the wall or values in a handbook. It’s what people feel every day at work.

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The Ripple Effect of Attitude

One of the most overlooked truths about performance is that attitude is contagious.

A negative, cynical team member can quickly bring down the energy of those around them. Conversely, one motivated, positive individual can lift the entire group. This ripple effect is why leadership behaviour is so critical because leaders set the tone.

When leaders bring energy, resilience, and focus, their teams mirror it. When leaders demonstrate care and respect, those values flow through the team. The result? Better collaboration, more innovation, and stronger outcomes for the business.

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Final Thoughts: People First, Always

At the end of the day, businesses don’t succeed because of spreadsheets, systems, or slogans. They succeed because of people who believe in the mission and are supported to do their best work.

If you’re a business owner or leader, ask yourself:

• Am I creating an environment where my team can thrive?

• Do I support my people through tough times, or replace them when challenges arise?

• Is my leadership setting the tone for the culture I want?

When you put people first, performance follows. Not only will your business see stronger results, but you’ll also build a workplace where people are proud to belong.

At Josty, we help businesses strengthen leadership and culture to unlock the full potential of their teams. If you’d like to explore how to build a high-performing, people-first business, get in touch.

Because at the end of the day, your business is your people.

Post written by Jason Jost

Why Customers Stay or Leave a Supplier

For any business, the question of customer retention is fundamental. Why do some customers stay loyal for years, while others leave after a single transaction? The answer directly impacts profitability and long-term growth.

Customer loyalty is never a given. In both B2B and B2C, it must be continuously earned. While many organizations focus on acquiring new customers, the real foundation for growth is a loyal customer base. Retaining an existing customer is far more cost-effective than acquiring a new one. Loyal customers buy more, refer others, and become brand advocates. Conversely, a single negative experience can result in a customer leaving, and once they're gone, it's difficult to win them back.

This blog explores the reasons customers stay and leave, highlighting the strategies that can help you reduce customer churn and build a resilient business.

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Why Customers Stay

The decision to stay is a mix of rational and emotional factors. When customers feel valued, they're less likely to look elsewhere.

Trust and Reliability

At the heart of every strong supplier relationship is trust. Customers need to know you'll deliver on your promises. In a B2B setting, a missed delivery can halt production, costing thousands. In B2C, a late or faulty product damages confidence and discourages repeat purchases. Businesses that build a reputation for reliability gain loyalty because customers know they can depend on them.

Service and Product Quality

Service quality is often the deciding factor. Customers want accessible support, fast response times, and proactive problem-solving. A supplier who takes ownership of mistakes and resolves them quickly demonstrates a commitment to customer satisfaction. Similarly, product quality is non-negotiable. When quality slips, customers start looking for alternatives. Beyond quality, innovation plays a crucial role and suppliers who regularly improve their offering signal that they are forward-thinking and committed to long-term value.

Strong Supplier Relationship

A strong supplier relationship is more than just a series of transactions. It's built on transparent communication, shared goals, and aligned values. Personalised engagement, regular check-ins, and collaborative problem-solving strengthen the partnership and make it harder for competitors to disrupt.

Perceived Value and Convenience

Price matters, but it's rarely the only factor. Customers stay when they perceive that they are receiving greater overall value, which includes quality, service, and reliability. Additionally, high switching costs, whether financial or just the effort involved in changing, can keep customers with existing suppliers. For B2C customers, convenience and habit play a similar role.

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Why Customers Leave

Just as loyalty is earned, so is disloyalty. Customers leave when they feel undervalued, disappointed, or neglected.

Missed Promises and Inconsistency

Nothing erodes trust faster than a broken promise. Delays, frequent errors, or inconsistent service drive customers away. When businesses repeatedly fail to deliver, customers begin to doubt every commitment.

Poor Quality and Competitor Advantage

When product or service quality declines, customers notice. They may tolerate minor issues initially, but repeated failures will push them toward competitors who offer better solutions. In a competitive market, if a rival offers more innovative or cost-effective solutions, customers may switch.

Lack of Communication

Customers want to feel valued. A lack of communication, whether ignoring feedback, failing to provide updates, or not checking in, makes customers feel invisible. If you don't engage with your customers, your relationships will weaken over time.

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Why New Customers Don't Return

Securing a new customer is only half the battle; retaining them after their first transaction is the real test. First impressions matter. A confusing onboarding process or unmet expectations will lead to quick churn. If the experience doesn't match the marketing, a new customer feels misled and has no reason to return. Transactions alone rarely build customer loyalty.

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Strategies to Improve Customer Retention

Businesses can actively shape retention outcomes by prioritising strategies that strengthen relationships.

• Continuous Customer Feedback: Gathering and acting on feedback builds trust and reveals problems before they lead to churn. Customers who feel heard are more loyal.

• Proactive Problem-Solving: Mistakes happen, but a proactive recovery can turn dissatisfaction into loyalty. Taking ownership and resolving issues quickly demonstrates your commitment to customer satisfaction.

• Build a Retention-Focused Business Strategy: Retention should be central to your business strategy, not an afterthought. Set KPIs for churn, embed customer-focused processes, and train your staff in relationship management.

• Invest in Service and Supply Chain Management: A reliable supply chain is essential. Investing in logistics, technology, and staff training improves consistency and reduces errors, which directly impacts customer loyalty.

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Final Thoughts

Customers rarely leave for no reason. They leave because expectations were not met, promises were broken, or competitors offered more. They stay when they feel valued, supported, and confident in your ability to deliver.

At Josty, we believe every organization should invest as much energy in retention as in acquisition. Customers who stay provide stability, advocacy, and long-term profitability. Understanding why customers stay and why they leave is the first step toward building strategies that Empower Growth and Secure Success.

Post written by Jason Jost

The CEO's Playbook: Winning Business Strategy for 2035

In today's rapidly changing global economy, CEOs of small-to-medium businesses face a mix of unprecedented opportunities and significant risks. A long-term strategy that balances innovation, technology integration, and sustainability isn't just an option, it's essential for survival and growth. This playbook outlines practical frameworks and future-proofing techniques to help leaders craft a winning strategy for the next decade, ensuring growth, resilience, and a lasting competitive advantage.

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Why Strategy Demands a New Mindset

The pace of change has never been faster. Emerging technologies, shifting consumer expectations, and intensified global competition are reshaping industries, leaving little room for complacency. The strategies that worked five years ago are unlikely to be effective in the decade ahead. For New Zealand businesses, the global market is more accessible than ever, but it also brings new vulnerabilities. Digital transformation, automation, and AI are democratising opportunity while simultaneously intensifying competition. Meanwhile, sustainability and ESG (Environmental, Social, and Governance) responsibilities are now critical factors shaping investment and customer loyalty.

At Josty, we believe empowering growth requires more than reacting to trends. It demands a proactive approach to business model innovation, underpinned by clear strategic planning, robust leadership development, and a commitment to continuous corporate development. The next decade will reward businesses that blend market analysis, data analytics, and risk management with a culture of agility and resilience.

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Core Elements of a Winning Business Strategy

A long-term strategy provides stability and direction in a world defined by volatility and uncertainty. Key factors driving this need include:

• Globalisation: SMEs must both compete globally and defend against international competitors in local markets.

• Technological disruption: Technology presents both a risk (e.g., cybersecurity threats) and an opportunity (e.g., automation).

• Customer expectations: Modern consumers demand innovation, sustainability, and digital-first experiences.

Future-proofing your business is about adaptability, not just efficiency. You must invest in innovation to stay relevant and build resilience into your operations by diversifying supply chains and adopting flexible business models.

Here are the core elements to focus on:

• Market Analysis and Foresight: A deep understanding of the market is the foundation of strategic planning. Use data analytics to track customer needs, competitor moves, and industry shifts. Conduct regular market analysis and invest in scenario planning to test the resilience of your strategy against multiple futures.

• Technology Integration and Digital Transformation: Digital tools are no longer optional. Implementing automation can reduce costs, while leveraging AI can enhance forecasting and customer personalisation. Prioritise cybersecurity to protect your business in a digital-first world.

• Building Competitive Advantage Through Leadership and Culture: A winning strategy is executed by people. Strong leadership and a resilient organisational culture are crucial differentiators. Foster a culture of innovation, invest in leadership development at every level, and encourage cross-functional collaboration to enhance agility.

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Practical Frameworks for the Next Decade

• Data-Driven Decision-Making: Data analytics is a central driver of business innovation. Leaders must embed data into everyday decision-making, using analytics for predictive modelling and customer insights.

• Sustainability and ESG Considerations: Sustainability is no longer a choice it's a requirement from investors, customers, and regulators. Embedding ESG principles into your strategic planning can drive efficiency and enhance brand reputation.

• Risk Management and Adaptability: The only certainty about the next decade is uncertainty. Build risk management into your strategy by identifying key risks, creating contingency plans, and building flexibility into your organisational structure to pivot quickly.

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Emerging Trends Every CEO Must Watch

• AI, Automation, and Data Analytics: These technologies will redefine industries, driving efficiency and unlocking new opportunities. Businesses that embrace them early will establish a significant competitive advantage.

• Talent Management and Leadership Development: Future success hinges on your people. Retaining top talent requires a focus on organisational culture, flexible work models, and continuous leadership development.

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Expanding the Playbook: Strategic Priorities

• Customer-Centric Innovation: Place your customers at the heart of every decision. Use technology for personalisation and build feedback loops to act on customer insights in real-time.

• Strategic Partnerships and Ecosystems: No business operates in isolation. The future will reward companies that build strong ecosystems of partners and suppliers. Explore cross-industry alliances and consider mergers and acquisitions to accelerate growth.

• Agility in Business Model Innovation: The ability to pivot quickly will define the winners of 2035. Treat business model innovation as an ongoing process, whether through new subscription models, platform strategies, or hybrid operations.

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A 10-Step CEO Action Plan for 2035

1. Define Your Long-Term Vision: Create a clear strategic direction for the next decade.

2. Conduct Deep Market Analysis: Use data analytics to understand customers, competitors, and regulatory changes.

3. Prioritise Digital Transformation: Invest in automation, AI, and cybersecurity as core enablers.

4. Embed ESG into Strategy: Align operations with sustainability goals.

5. Strengthen Organisational Culture: Build a culture of innovation, wellbeing, and leadership development.

6. Diversify and Build Partnerships: Reduce dependency on single suppliers and explore collaborations.

7. Adopt Agile Business Models: Be ready to pivot with new revenue streams and offerings.

8. Build Robust Risk Management Frameworks: Prepare for supply chain, financial, and technology disruptions.

9. Set Measurable KPIs and Governance: Track progress with clear metrics and leadership accountability.

10. Commit to Continuous Adaptation: Treat your strategy as a living framework, refined regularly to align with new trends.

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Final Thoughts: Building the Strategy for 2035

The path to 2035 won't be linear. The challenges of globalisation, technological disruption, and sustainability will continue to reshape industries. However, with the right long-term strategy, small-to-medium New Zealand businesses can thrive.

At Josty, we are committed to empowering growth and securing success for businesses across New Zealand. Our expertise in strategic planning, leadership development, and corporate advisory equips SMEs with the tools they need to build winning strategies for the decade ahead. The next 10 years will reward organisations that act boldly, innovate consistently, and cultivate resilience at every level.

Post Written by Jason Jost

Protecting Brand Reputation from Employee Actions

 

How Employee Behaviour Impacts Business Reputation

Introduction

Brand reputation is often thought of as something that lives online: the reviews on Google, the posts on LinkedIn, the comments left on Facebook. While those are important, the reality is that your brand reputation exists everywhere your logo is seen. When your employees wear company uniforms, use branded apparel, or drive vehicles with your business name on them, they are acting as brand ambassadors in public. Their behaviour, positive or negative, shapes how the public perceives your organisation.

This is a risk many leaders underestimate. Reputation can be damaged not by what happens in the boardroom but by what happens in a carpark, a café, or at after-work drinks. Unlike a controlled marketing message, these are unfiltered moments of truth that leave lasting impressions.

It is worth asking: are your employees unintentionally damaging your brand’s reputation through their actions in public? This question is not about distrust; it is about recognising the connection between personal conduct and organisational identity. Leaders who fail to address it risk allowing one individual’s poor decision to overshadow years of careful brand building.

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The Hidden Risks of Visibility

Uniforms, branded apparel, and company vehicles are powerful marketing tools. They extend visibility, reinforce professionalism, and signal trust. Yet visibility comes with responsibility. When your name is on display, the public no longer separates the individual from the organisation.

Consider these scenarios:

• A branded vehicle parked illegally in a disabled space. To the passer-by, it is not the driver at fault it is the company whose name is on the side of the car.

• An employee misbehaving during after-work drinks while still in uniform. The personal actions of one person reflect directly on the organisation.

• A staff member wearing company clothing while cutting into a queue or arguing in a café. The brand becomes associated with rudeness or disregard.

Each of these examples demonstrates how quickly reputation can be undermined. The damage does not require headlines in the media. A single negative interaction can shift public perception in a local community. When multiplied, these moments can erode trust and credibility, undoing the work of your marketing and sales teams.

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Social Media Amplification

In today’s environment, these issues rarely remain private. Smartphones and social media create an always-on public lens. A single poor decision can be recorded, shared, and amplified within minutes.

Imagine an employee in uniform engaging in a heated argument. Ten years ago, perhaps only a handful of witnesses would have seen it. Today, one bystander can post a video that reaches thousands or even millions overnight. The commentary that follows often connects the incident directly to the company’s brand, not the individual.

The same risk applies online behaviour. If an employee posts inappropriate or offensive content while wearing branded clothing in a photo, or with a company vehicle visible in the background, the link to your organisation is unavoidable. Social media collapses the boundary between personal and professional actions, and businesses that ignore this reality put their reputation at risk.

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Lessons from the Navy

In the Navy, there is a strong and consistent message: when you are in uniform, your actions represent the Navy itself. Whether on duty or not, sailors are reminded that the public views them as ambassadors of the service. Leadership continually reinforces this principle, ensuring that behaviour aligns with the values and reputation of the organisation.

This disciplined approach provides an important lesson for business leaders. While most companies do not emphasise conduct outside of work hours, the reality is the same: when your brand is visible, your organisation is being judged. Employees must understand that their actions reflect not only on themselves but on the business as a whole.

Unfortunately, many businesses fail to provide this clarity. Employees may not realise that their behaviour in public has reputational consequences. Without leadership setting expectations, they are left to assume that what happens outside of work is irrelevant. The Navy shows us the value of clear communication, consistent reinforcement, and collective accountability. Businesses should adopt a similar mindset.

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Framework for Business Leaders

Protecting your brand from reputational damage requires more than hoping employees will act appropriately. It requires leadership, systems, and culture. Below is a simple five-step framework to guide business leaders:

1. Set clear behavioural expectations

   • Make it explicit: when wearing uniforms, using branded vehicles, or otherwise representing the business, employees must act professionally.

2. Train and educate staff

   • Go beyond policies. Provide training sessions that connect personal actions to brand impact, using real-life scenarios for context.

3. Reinforce accountability through recognition

   • Highlight positive examples. When employees act as excellent brand ambassadors, acknowledge and celebrate it. Reinforcement builds culture.

4. Monitor and respond quickly to issues

   • Address incidents promptly, whether minor or major. Silence or inaction sends the wrong message and weakens accountability.

5. Lead by example

   • Leaders must model the behaviour they expect. If executives or managers disregard the standards, employees will follow suit.

By applying this framework, organisations can move from reactive reputation management to proactive reputation protection.

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Conclusion

Reputation is fragile. It is built slowly but can be damaged instantly. Employees, whether they realise it or not, are brand ambassadors every time the logo is visible. Their behaviour on the road, in public spaces, at social events, or online shapes how others see your business.

The risks are real: a branded car in the wrong place, a uniform at the wrong event, or a photo on the wrong platform can create a negative association that undermines customer trust. Yet with leadership, clear expectations, and training, businesses can turn this risk into a strength. Employees who understand their role as brand ambassadors can actively enhance reputation, building trust and credibility in the community.

At Josty, we believe protecting brand reputation starts with culture and leadership. Businesses that take this seriously not only avoid reputational harm but gain a powerful advantage in trust and visibility.

If you would like to explore how to strengthen your policies, training, and culture to ensure your team represents your brand positively, contact Josty today.