Are You Project-Ready? 5 Questions to Ask Before You Hire a Consultant

Hiring a consultant can be a game-changer for your business, providing the expertise, focus, and fresh perspective needed to tackle a critical project. Whether you're launching a new product, upgrading IT systems, or entering new markets, the right partner can accelerate your success.

However, a common pitfall we've seen at Josty is businesses engaging consultants before they're truly project ready. This lack of preparation can lead to stalled projects, wasted money, and frustrated teams. Being project-ready means more than just having an idea; it means your business has clarified objectives, aligned stakeholders, allocated resources, and created a solid foundation for collaboration. Without this essential groundwork, even the best consultant will struggle to deliver the outcomes you expect.

At Josty, we believe in setting businesses up for sustainable success. That's why we've developed a simple checklist of five critical questions to help you assess your readiness. By asking these questions before you hire, you'll protect your investment, avoid wasted time, and maximize the value of your consultant engagement.

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The 5 Questions to Ask Before You Hire a Consultant

1. Do You Have Clarity on Your Project Objectives?

A consultant can't help you reach your destination if you don't know where you're going. The first step to project readiness is having clear, measurable objectives. Vague statements like "we need to improve operations" are not objectives, they are ambitions.

Why clarity matters:

• Consultants need a clear anchor for their recommendations.

• Ambiguity leads to scope creep, budget overruns, and conflicting expectations.

• Clear objectives allow you to measure success and hold everyone accountable.

Checklist for clarity:

• What specific problem are we solving?

• What outcome would define success?

• Are the objectives SMART (Specific, Measurable, Achievable, Relevant, Time-bound)?

Example: Instead of "upgrade IT systems," a clear objective is: “Implement a new ERP system within 12 months to improve inventory accuracy by 30% and reduce order fulfillment time by 20%.”

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2. Can Your Current Team Balance Operations and the Project?

This is one of the biggest reasons businesses fail with consultants: they expect staff to maintain daily operations while simultaneously leading a major project. Your team may be talented, but their bandwidth is finite.

We've seen this play out countless times. In one case, staff were asked to manage customer service and a system upgrade at the same time. The result? Customers were neglected, staff burned out, and the project was eventually abandoned.

Key considerations:

• Do we have the capacity to take on a project without sacrificing performance?

• Who will be responsible for project leadership?

• Will we need external support for backfilling daily roles?

• Are we willing to dedicate internal champions who can work alongside the consultant?

The framework: Think of a project like rowing a boat. If half your crew is also trying to bail water, the boat will move much slower or worse, it might sink. Consulting works best when clients allocate dedicated time and people to collaborate with external experts. Business readiness means honestly assessing your team's capacity to avoid the trap of asking a consultant to carry the full weight of the project alone.

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3. Have You Defined Scope, Timelines, and Resources Realistically?

Projects often collapse not because of poor consulting, but because of unrealistic planning. One of the first things we assess at Josty is whether a client has a grounded definition of their scope, timelines, and resources.

Common pitfalls:

• Expecting "too much, too fast" (e.g., launching into new markets in six weeks with no research).

• Underestimating the budget (e.g., expecting an enterprise-grade solution on a small-business budget).

• Overloading the scope (e.g., trying to roll out three new systems at once).

Business readiness questions:

• Is the scope clearly defined and agreed upon?

• Have we built in contingency for time and budget overruns?

• Are our expectations aligned with industry benchmarks and consultant recommendations?

• Do we have a resourcing plan for people, technology, and funding?

A consultant thrives in a structured environment. Without a defined scope, timelines, and resources, they spend their time firefighting instead of delivering value.

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4. Do You Have Internal Alignment and Stakeholder Buy-In?

Even the best project plan can fall apart if internal stakeholders aren't aligned. We've worked with businesses where one department is excited about change while another fiercely resists it. The consultant gets caught in the middle, and momentum is lost.

Signs of poor alignment:

• Conflicting messages from leadership.

• Teams treating the project as "management's idea" rather than a shared initiative.

• Stakeholders withholding cooperation until they see proof of benefit.

Business readiness checklist:

• Have all relevant departments been consulted in the early planning stages?

• Has leadership agreed on the importance of this project?

• Are communication channels in place to keep everyone informed?

Part of being project-ready is ensuring a united front. Consultants cannot replace leadership buy-in. If your leaders are divided, staff will mirror that uncertainty. Hold an internal readiness workshop to clarify roles, address concerns, and create a sense of shared ownership.

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5. Are You Prepared to Collaborate Effectively with a Consultant?

Finally, ask yourself: are you ready to treat your consultant as a partner rather than a vendor? Many businesses view consulting as a "handover" exercise: "Here's the problem, fix it." But sustainable outcomes only happen when the client collaborates actively.

Effective collaboration requires:

• Transparency: Sharing the full picture, not just selective information.

• Responsiveness: Making decisions promptly when consultants need input.

• Trust: Respecting the consultant's expertise while contributing your business knowledge.

• Accountability: Recognizing that project outcomes are shared, not outsourced.

The business readiness mindset is this: you don't hire a consultant to "do the project for you." You hire them to accelerate, guide, and strengthen your project journey. The consultant brings external expertise, but you bring the critical context, commitment, and execution capacity.

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Final Thoughts: The Reality of Project Readiness

Engaging a consultant can be a turning point for your business, but only if you're ready. The five questions in this guide reflect the real-world challenges we’ve seen businesses face at Josty: unclear objectives, over-stretched teams, unrealistic timelines, weak stakeholder buy-in, and poor collaboration.

By asking yourself these questions, you're not just protecting your investment, you're empowering growth and setting yourself up for success. Readiness doesn't mean perfection; it means clarity, alignment, and commitment.

The question isn’t just whether you need a consultant. The real question is: are you project-ready?

The Crushing Weight of Deception: How the Ministry of Health's "Customer Service" is Failing Patients and Frontline Staff

 

The term "customer service" often evokes images of polite interactions, efficient problem-solving, and a genuine desire to assist. However, my recent experience with the health system in Auckland, New Zealand, has exposed a far more insidious reality: a systemic failure of empathy, a blatant disregard for patient well-being, and a deeply concerning practice of institutionalized dishonesty that leaves both patients and frontline staff in an untenable position.

My ordeal began with a glimmer of hope, a letter received 17 weeks ago informing me that my first consultation with a consulting surgeon, ahead of a much-needed operation, would occur within eight weeks. For someone living with daily pain, this news was a beacon, a promise of relief on the horizon. It allowed me to mentally prepare, to adjust my expectations, and to believe that progress was being made towards addressing my health needs. This hope, however, was built on a foundation of deceit.

The shattering truth arrived during a recent phone call, a follow-up prompted by the now long-passed "eight-week" deadline. The stark confirmation was that the actual wait time would be a year at best, a devastating blow that sent waves of frustration and despair crashing over me. The additional months of enduring pain, of putting my life on hold, felt like an unbearable burden, amplified by the initial, false promise.

But the true depth of this institutional failing became chillingly clear during my conversation with the individual on the other end of the line. A seemingly routine inquiry about the discrepancy in timelines unearthed a disturbing practice. With a palpable weariness in her voice, the staff member at the District Health Board (DHB) confessed that the Ministry of Health has been deliberately instructing them to mislead patients in their correspondence since the COVID lockdowns. They are compelled to disseminate letters containing inaccurate timelines, essentially perpetuating a lie that offers fleeting hope before ultimately delivering a crushing disappointment.

The implications of this policy are far-reaching and deeply damaging. For patients like myself, already navigating the anxiety and uncertainty of health issues, this calculated dishonesty erodes trust in the very institutions meant to care for us. The initial hope ignited by the misleading letter is not just extinguished; it is replaced by a profound sense of betrayal and anger. Living with chronic pain is a constant battle, and the anticipation of treatment becomes a vital psychological anchor. To have that anchor yanked away by a deliberate falsehood is not merely inconvenient; it actively harms our mental and emotional well-being. It forces us to readjust our lives based on a false premise, delaying crucial personal and professional decisions, and prolonging the physical and emotional suffering.

Beyond the direct impact on patients, this culture of dishonesty casts a dark shadow over the dedicated frontline staff within the DHBs. These are the individuals who bear the brunt of the Ministry's deceptive practices. They are the ones who have to answer the phone calls from anguished, frustrated, and often angry patients who have been led to believe that help was imminent. They are forced to deliver the bad news, to explain the inexplicable delays, and to witness firsthand the emotional fallout of a system that prioritizes a misleading facade over honest communication.

The ethical burden placed upon these frontline workers is immense. They are compelled to participate in a system that actively deceives the very people they are meant to serve. This dissonance between their professional obligation to care and the institutional mandate to mislead must take a significant toll on their morale and job satisfaction. It breeds cynicism, erodes trust in their leadership, and ultimately puts them in a position where they are seen as the bearers of bad news, even though they are merely cogs in a dysfunctional machine.

The Ministry of Health's rationale for this policy, shrouded in the aftermath of the COVID lockdowns, remains opaque and unconvincing. While the pandemic undoubtedly placed immense strain on the healthcare system, resorting to systematic deception is not a sustainable or ethical solution. Transparency, even when delivering difficult news, fosters understanding and allows patients to make informed decisions about their care. Lies, on the other hand, breed resentment, distrust, and ultimately exacerbate the anxiety and frustration of those already in vulnerable circumstances.

The flow-on effects of this dishonesty are significant. Beyond the individual suffering, it damages the overall reputation of the healthcare system and erodes public confidence. When patients feel they cannot trust the information they receive from health authorities, it can lead to a breakdown in communication and a reluctance to engage with the system. This ultimately undermines the very purpose of a public health service, which is to provide reliable and trustworthy care to the population.

It is time for accountability. The Ministry of Health must acknowledge the detrimental impact of this policy of misleading patients. They owe it to the patients who have been given false hope and to the frontline staff who have been placed in an impossible position. A fundamental shift towards transparency and honest communication is urgently needed. While addressing the systemic issues within the healthcare system that lead to these long waiting times is crucial, it must be coupled with a commitment to treating patients with the respect and honesty they deserve.

As someone directly impacted by this egregious failure of "customer service," I implore those in positions of power, including Simeon Brown, to take note of this unacceptable situation. I am willing to discuss this further, to share my experience in the hope that it can contribute to meaningful change. However, words are no longer enough. The Ministry of Health must move beyond platitudes and demonstrate a genuine commitment to honesty, transparency, and the well-being of both patients and the dedicated frontline staff who are struggling under the weight of institutional deception. The people of Auckland, and the wider New Zealand community deserve better.

Structured vs Ad-hoc IT Systems: A Foundation for Business Growth

 
Many small and medium-sized enterprises (SMEs) and startups begin their journey with a focus on core business activities: building products, finding customers, and managing cash flow. Technology is often an afterthought, resulting in an ad-hoc IT system with a patchwork of quick fixes and cheap tools that serve immediate needs. This approach may work at first, but as a business grows, it creates significant inefficiencies, security risks, and a major barrier to scalability.

A structured IT system, by contrast, is a deliberate, strategic investment. It is an IT architecture designed from day one to align with your business planning, support your processes, and scale with your growth. While it may seem like a luxury for a new business, a structured system is the most cost-effective and resilient approach in the long run.

The reality is that unstructured IT costs far more than you think. From my own experience as an ICT manager, I’ve seen how much time, money, and effort is needed to untangle ad-hoc IT chaos. The difference a structured system makes is transformative it boosts productivity, reduces risk, and ensures a business can scale with confidence. This blog post explores the hidden costs of ad-hoc IT and the clear benefits of a structured approach.

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The Allure of Ad-hoc IT and Its Hidden Risks

Why do so many businesses fall into the ad-hoc trap? The reasons are simple: limited budgets and the pressure to move fast. In the early stages, free or cheap tools seem like a smart way to save money. The “we’ll fix it later” mindset is common, but “later” often comes when the business is already under pressure, and the cost of fixing a messy system is far greater than the initial savings.

Without dedicated IT expertise, business owners often choose tools based on convenience rather than strategic alignment. This leads to data security vulnerabilities, as systems lack proper backups and security protocols, leaving sensitive information exposed. It also creates integration failures, where different tools don't communicate, forcing staff to do duplicate, manual work. Over time, these inefficiencies erode productivity and lead to staff frustration. The costs become unpredictable, as businesses constantly spend money on emergency fixes instead of planned, strategic investments.

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Key Benefits of Structured IT

A structured IT system is more than just hardware and software; it's a foundation for success.

• Scalability: A structured system allows you to add users, locations, or new services seamlessly. For a growing retailer, this means expanding to a new store without rebuilding the entire IT infrastructure.

• Cost Efficiency: With a clear IT roadmap, you can make planned, predictable investments. This eliminates the expensive firefighting and reactive spending that plague ad-hoc systems.

• Security: By embedding security and compliance from the start, a structured system protects your data and builds trust with customers and partners. It turns security into a business enabler, not a reactive roadblock.

• Productivity: Structured IT eliminates redundant tasks and integrates systems, allowing your team to focus on their core roles rather than troubleshooting technology. This directly translates to higher output and employee satisfaction.

• Future Readiness: Technology evolves fast. A structured system is flexible enough to adopt new tools like AI and automation without major disruption, keeping your business competitive in the long term.

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Moving from Ad-hoc to Structured

The first step in transitioning from an ad-hoc to a structured IT system is to recognize the signs that your current approach is holding you back. These include staff constantly struggling with tech, data being scattered across different devices, and rising IT costs with no clear return on investment.

Once you’ve identified the problem, you can follow a clear transition framework:

• Audit Your Current Systems: Take a complete inventory of every tool and license.

• Identify Pain Points: Find where your biggest inefficiencies, risks, and hidden costs are.

• Design a Structured Roadmap: Create a strategic plan that aligns technology with your business goals.

• Plan the Rollout: Implement new systems in phases to minimize disruption.

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Partner with Josty for Structured Growth

At Josty, we understand that many business leaders feel overwhelmed by the complexity of IT. Our role is to simplify the process and bridge the gap between your business strategy and your technology.

We offer:

• Independent IT assessments to identify risks and opportunities.

• Recommendations for a structured IT architecture that aligns with your strategy.

• Guidance on technology planning and process management.

• Practical support to implement scalable infrastructure.

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Final Thoughts: From Chaos to Confidence

Every business leader should ask: Is your IT system structured or ad-hoc? The answer is a clear indicator of your business’s ability to grow, scale, and succeed.

Ad-hoc IT may offer short-term convenience, but it eventually leads to significant costs and limits your ability to scale. Structured IT, on the other hand, is a powerful growth enabler that builds a foundation for long-term success. The investment of time and resources into a structured system pays back in productivity, security, and the freedom to grow without fear of system failure.

It’s far better to plan structure from the start than to have to retrofit it later. If your IT feels fragmented or reactive, it’s time to take action. Contact Josty today to discuss how we can help you build the technology foundation your business needs to thrive.

The Two-Sided Coin of Respect: Earned in Drops, Lost in a Deluge

 

I've had the privilege of working with countless leaders and professionals at every level. If there’s one universal truth I’ve observed, it’s this: respect in the business world is incredibly difficult to earn, but astonishingly easy to lose.

We often think of respect as a given, a default setting that comes with a title or a position. But it's not. It's an intricate mosaic-built brick by painstaking brick. It’s the sum of a thousand small actions: keeping your promises, showing up with unwavering integrity, listening more than you speak, and treating the intern with the same courtesy you afford the CEO. It’s the quiet consistency of your character that people observe and trust over time. You earn it in drops, a timely follow-up, a shared credit, or a moment of empathy in a difficult conversation. Each drop is a deposit into a bank of trust that, over time, creates a powerful and resilient foundation.

And yet, that hard-won foundation can crumble in an instant, something I've seen happen far too often. One moment of arrogance. A single lie. A decision made without integrity. A public slight. A drop in quality. A missed deadline. A failed promise. It only takes one misstep to erode years of trust and respect. The drops of respect you've accumulated are no match for the flood of doubt that a single breach can unleash.

This dynamic plays out on both the internal and external stages of a business.

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Internal Respect: The Glue of High-Performing Teams

Within an organisation, respect isn't just a soft skill; it's the essential glue that holds high-performing teams together. It's the unspoken agreement that allows for healthy debate and constructive conflict without fear of personal attacks. When respect is present, colleagues feel safe to voice innovative ideas, challenge the status quo, and admit mistakes without fear of retribution. This psychological safety is the engine of creativity and problem-solving. A leader who respects their team's expertise empowers them to take ownership, innovate, and contribute their best work. When team members respect one another, collaboration becomes fluid and efficient, and collective goals take precedence over individual agendas.

Conversely, in a disrespectful environment, communication breaks down, silos form, and talent stagnates. Gossip and backbiting replace honest feedback, leading to a toxic culture where no one feels valued or motivated to do more than the bare minimum. A lack of internal respect is a direct line to employee turnover and a decline in quality, as no one feels personally invested in the collective outcome.

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External Respect: The Currency of Enduring Partnerships

Externally, respect is the currency of enduring partnerships and customer loyalty. How a company interacts with its clients, vendors, and the wider community is a direct reflection of its values. When a business consistently acts with integrity, communicates transparently, and honours its commitments, it earns the respect of the market. This respect translates into brand reputation, repeat business, and powerful word-of-mouth referrals. Customers are more likely to forgive minor setbacks when they know they are dealing with a company that respects their time and investment. Similarly, vendors are more willing to go the extra mile for a partner who treats them fairly and pays their invoices on time.

A business that shows disrespect to its customers perhaps through deceptive practices or poor service will quickly find its reputation tarnished. In today's interconnected world, a single negative experience can be amplified across social media, and that one lost drop of respect can become a tidal wave of public disapproval. The moment a company fails to deliver on a promise or lets quality slip, it’s not just a transaction that’s lost; it’s a piece of its reputation.

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So, How Do We Navigate This?

Respect is a daily, mindful practice. It is the foundation of every successful relationship, both in and out of the office.

1. Prioritise Integrity Over Expediency: Don't take shortcuts. The respect you gain from doing the right thing, even when it’s hard, is far more valuable than any short-term gain.

2. Be a Consistent Role Model: Your actions speak louder than your words. People are always watching how you handle success, failure, and everything in between.

3. Own Your Mistakes: When you fall short, admit it. A genuine apology and a clear commitment to do better can sometimes salvage a situation and even deepen respect.

4. Embrace Humility: The most respected leaders I know are often the most humble. They know they don't have all the answers and value the contributions of others, creating an environment where everyone feels respected and heard.

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Final Thoughts

Ultimately, the journey of building respect is a marathon, not a sprint. It’s an ongoing commitment to upholding your values in every interaction, from the smallest email to the most critical negotiation. The most successful professionals understand that respect is a fragile asset that must be protected at all costs. It’s the ultimate measure of your professional character and the true bedrock of your long-term success. What drops are you adding to your foundation today? 

Ready to dive deeper into business strategy? Explore more insights on our website at Josty.NZ.

When the Lights Go Out: Is Your Business Ready for an Outage?

A couple of weeks ago, I had a power outage at home. It wasn’t the usual culprit, not a storm, not a car accident involving a power pole, and not a tree falling on the lines. Instead, it came down to something far more ordinary: the age of the fuses in the roadside box feeding electricity to our house.

The failure happened late at night, which was a blessing. Only a few appliances were running, and the timing meant no disruption to work or family commitments. Within 90 minutes, a linesman arrived, replaced the failed fuses, and restored the power. It was an inconvenience but not a disaster. Why? Because we were prepared.

We had backup power options, candles, and fully charged phones. The interruption was short-lived and manageable.

But that experience raised a bigger question in my mind: How would your business cope with a 90-minute outage?

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Why Preparation Matters

For a household, a short outage is a nuisance. For a business, even a brief interruption can mean serious consequences. A 90-minute power cut might not sound long, but consider what could happen in that timeframe:

• Lost sales: A café, bar, or restaurant could lose peak service revenue. Customers might walk out, and you may never see them again.

• Interrupted operations: Manufacturers or workshops could face stalled production, equipment resets, or even wasted raw materials.

• Customer dissatisfaction: If your business relies on online platforms, call centres, or deliveries, clients may experience delays or failed transactions damaging your reputation.

• Data risks: If systems shut down without warning, unsaved data or corrupted files could add hours (or days) of recovery work.

The reality is that every business is more dependent on power than it often realises not just for keeping the lights on, but for keeping operations smooth, customers happy, and teams productive.

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What Businesses Can Learn from a Small Outage

 My brief experience at home illustrates a critical point for business leaders: outages don’t always come with warnings, and they’re not always dramatic. Sometimes it’s the small, ageing piece of infrastructure, like a fuse, that can suddenly put everything on hold.

This is where business resilience planning comes in. It’s not about imagining once-in-a-lifetime disasters but about anticipating the everyday failures that are far more likely to occur.

Ask yourself:

• Does your business have backup power solutions such as UPS systems or generators?

• Are your staff trained to handle outages safely and efficiently?

• Do you have contingency plans for customer service when systems go offline?

• How quickly can your business bounce back from even a 30–90 minute interruption?

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Turning Risk into Strategy

At Josty, we work with businesses to uncover the vulnerabilities that could quietly erode performance or profits. A 90-minute power cut might be rare, but the ability to withstand and adapt to disruptions is what separates resilient businesses from fragile ones.

Resilience is not just about technology; it’s about culture and strategy. Do your people know what to do? Do your processes allow for quick pivots? Do your systems have redundancies built in?

The outage at my home was a reminder that resilience isn’t about avoiding every problem it’s about being prepared enough that when problems come, they don’t knock you off course.

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Final Thoughts

A power outage at home may only cost you a couple of candles and a late-night wait for the linesman. But in business, the same event could mean lost sales, unhappy customers, wasted stock, or shaken confidence in your reliability.

So, here’s the challenge: if your business faced a 90-minute outage tomorrow, would you be ready?

At Josty, we believe that resilience planning is not optional, it’s a performance driver. Preparing for the unexpected allows businesses to protect their bottom line, strengthen their reputation, and deliver consistent value to customers.

The question isn’t whether outages or disruptions will happen, they will. The real question is whether your business is prepared to handle them without missing a beat.

Business Culture as a Performance Driver

 A thriving business culture isn't a happy accident; it’s a powerful engine for performance and organisational success. For any business in New Zealand, the workplace environment is not just a place to work; it is the very force that drives productivity, innovation, and profitability. The genuine culture of a company, the shared values, beliefs, and behaviours, is the invisible hand that can either propel a business forward or hold it back.

As a business consultant, I've seen countless examples where a disconnect between a company’s intended culture and its lived reality has led to significant pain points. A classic case is when owners and management believe they have a collaborative, team-oriented culture, while the staff feel micromanaged and undervalued. This strategic mismatch creates friction, erodes trust, and hampers productivity. At Josty, our philosophy is that a business's culture should be a natural extension of its people and goals, unique to its specific context. We don't believe in a one-size-fits-all approach because every team and every business is different.

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The DNA of a High-Performing Culture

A business's culture is its operating system. When this system is healthy, it can drive extraordinary results. We've seen two distinct yet successful cultural archetypes: the family/team culture and the corporate/revenue culture. Each, when nurtured correctly, can be a powerful performance driver.

The family/team culture thrives on a sense of belonging and mutual support. In this environment, people are more than just employees; they are colleagues who genuinely care for each other's success. This fosters a deep-seated loyalty where people willingly do the "bit extra" because they are working for a common purpose. This sense of collaboration and collective responsibility can lead to remarkable productivity. Employee engagement is naturally high because individuals feel valued, respected, and heard. The result is a highly motivated workforce where talent retention becomes a natural by-product.

Conversely, the corporate/revenue-based culture is often characterised by a focus on individual achievement and tangible rewards. In this setting, people are driven by clearly defined goals, performance metrics, and the pursuit of career progression and higher earnings. This can be a highly effective model, particularly in fast-paced, competitive industries. It fuels a culture of ambition, but leadership must balance individual aspirations with the need for communication and teamwork, ensuring the pursuit of revenue doesn't come at the expense of employee well-being or ethical conduct.

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Leadership as the Catalyst for Change

The most common and most damaging pain point we encounter is a fundamental disconnect between the cultural aspirations of management and the lived reality of the staff. This is where Josty's strategic thinking and leadership development expertise come into play. We believe that leadership is the primary driver of culture. Leaders set the tone, model the behaviour, and define the values.

Therefore, any cultural transformation must begin at the top. This is not about forcing a new set of rules; it’s about guiding leaders to understand and strategically influence their own behaviour. We work with business owners and leadership teams to honestly assess their existing culture and define the desired state that aligns with their business goals. Through our leadership development programmes, we coach leaders to embody the new culture, helping them with change management by ensuring consistency from the top. A cultural shift can fundamentally change the whole business from morale to staff engagement, from profit to customers.

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The Enduring Impact of a High-Performing Culture

A business’s culture is its most valuable, and often most underutilised, asset. It is the intangible force that dictates everything from employee engagement to overall organisational success. The journey to a high-performing culture is not a quick fix; it is a continuous, guided process that requires genuine strategic thinking and a commitment to change management.

At Josty, our role is to act as your trusted business consultant, helping you navigate this journey. We’ve seen firsthand how addressing the disconnect between leadership and staff views on culture can revitalise a business, boosting morale, improving profits, and creating a workplace environment where everyone is aligned and motivated. It’s the most crucial investment you can make in your business's future, ensuring sustained business growth and a legacy of organisational success.

Certification: Do You Really Need It?

 

Business Certification and Professional Credentials – Worth the Investment?

Not all certifications are created equal. Some, like food safety certificates or trade registrations, are essential to operate legally. Others, such as ISO certification, can boost credibility and open new opportunities but require careful consideration of the costs versus benefits. It is crucial for businesses to distinguish between these mandatory compliance certifications and those that are simply “nice to have.” At Josty, we help businesses decide which certifications are necessary and how to strategically leverage them for growth.

Why Certification Matters

In the business world, certification is often a mark of credibility and professionalism. For some businesses, it's not a choice. A café can't legally operate without a Food Safety Certificate, and an electrician can't work without a registration and practicing licence. These are non-negotiable requirements that form the foundation of compliance and consumer protection.

Beyond these mandatory certifications, there is a separate category of credentials that, while not legally required, are seen as pathways to growth. These include ISO certifications like ISO 9001 (quality management), ISO 14001 (environmental management), or ISO 45001 (occupational health and safety). They can make your business more competitive, especially when tendering for contracts, but they also come with significant financial and operational costs.

This raises a key question for many New Zealand businesses, particularly SMEs: is an optional certification worth the investment if it's not a legal or tendering requirement? Some companies invest heavily only to see little return, while others gain access to new contracts and strengthen customer trust. The real question is not simply “Do you need certification?” but rather, “Which certifications genuinely add value, and how can you leverage them effectively?” At Josty, we help business owners make these strategic decisions, ensuring that certification becomes a lever for growth, not just a tick-box exercise.

The Two Faces of Certification

Compliance-Based Certification – The Non-Negotiables

Certain certifications are absolute requirements for a business to operate legally and safely. These include:

• Food Safety and Hygiene Certificates: Essential for any business handling and serving food.

• Liquor Licences: Required for hospitality venues that serve alcohol.

• Trade Registrations and Practicing Licences: Mandatory for professionals like electricians, gas fitters, and builders.

Failing to maintain these exposes a business to legal risks, fines, and even shutdowns. Business owners have a non-negotiable responsibility to ensure their company and employees maintain these certifications.

Strategic Certification – Optional but Influential

Other certifications are not legally required but can provide a competitive edge. These include:

• ISO 9001, 14001, 45001: Certifications that validate a company's commitment to quality, environmental, or health and safety standards.

• Industry Association Accreditations: Credentials from professional bodies that boost credibility and trust.

These certifications serve as external validation of a company’s professionalism and can be a deciding factor when competing for contracts, especially with larger clients who prioritize suppliers who meet specific industry standards.

Case Studies: When Certification Works and When It Doesn’t

The Positive Example – ISO 9001 Opening Doors

In a previous role, I saw first-hand the tangible impact of ISO 9001 certification. While the upfront costs and implementation were significant, the certification was a prerequisite for tendering for certain contracts. Without it, we wouldn’t have even been considered. The certification didn’t guarantee a win, but it gave us a seat at the table where our expertise and competitive pricing could be evaluated. The return on investment was clear and substantial.

The Negative Example – Certification Without Return

Conversely, I’ve seen smaller businesses chase certifications without fully assessing the potential return on investment. They might pursue ISO certification because it’s listed in a tender document, hoping it will unlock lucrative contracts. However, without the scale or resources to compete effectively, they secure little or no work. They are left with an expensive certification that delivers little practical value.

Framework for Deciding if Certification Is Worth It

Josty recommends a structured approach to evaluating any certification:

1. Regulatory Check: Is this certification legally required to operate in your sector? If so, it’s a non-negotiable.

2. Customer Expectations: Do your clients expect you to have this certification? If it’s a key factor in their purchasing decisions, it becomes necessary.

3. Market Access: Does certification open the door to new markets, contracts, or partnerships?

4. ROI Assessment: What are the costs (time, money, resources) versus the potential gains (higher sales, reduced risk, improved efficiency)?

5. Long-Term Strategy: Does this certification align with your business model and growth strategy?

Weighing the Pros and Cons of Certification

Advantages:

• Builds credibility and trust with customers.

• Differentiates you from competitors.

• Creates access to new markets and tenders.

• Enhances internal systems and quality control.

• Shows commitment to industry standards.

Disadvantages:

• High upfront and ongoing costs.

• Time-consuming audits and compliance checks.

• Risk of investing without a tangible ROI.

• Can become a “tick-box” exercise rather than a driver of real business improvement.

Josty’s Role – Guiding and Advising on Certification

At Josty, we are more than just consultants. We act as strategic advisors, helping businesses answer crucial questions: Is this certification essential or optional? Does it align with your growth strategy? How can it be leveraged to win new business? Our approach ensures that these decisions are integrated into your broader business model.

The next time you consider certification, ask yourself: Do you really need it? If the answer is yes, make sure it’s for the right reasons, and that it strengthens your business in the ways that matter most.