Author: Kendall Langston

I am a Christchurch based partner of Pivot & Pace, Strategic Adviser & a professional company director.
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Farm & Family Business Succession: A Personal Reflection

Succession in a family business isn’t a transaction. It’s a test of leadership, patience, and values.

For our family, it was a journey that took more than a decade—from the first conversations with Mum in 2012 to final settlement in May 2025, just months after she passed.

Article content
Mum with one of her Angus Bulls.

It began with a shared intent: keep the family farm in the family. But living that intent took time, courage, and compromise.

My brother had returned home post-earthquake and was working alongside Mum. I knew I didn’t want to farm it full time—but I did want a clear plan that honoured our family’s legacy and I did want to retain a connection with the land.

We engaged advisors. Ran workshops. Explored different options. At times, the conversations broke down. Progress was slow. Emotions & frustrations at times ran high.

Eventually, we explored a buyout option, and after 8 months of negotiation, we agreed: he would retain the farm, stock, and plant; I would retain a small bush block; and we would settle with a cash component.

Then, just weeks later, and before we could action a formal contractual agreement, Mum passed away quite suddenly.

Article content
Mum: A registered nurse before 40 years farming – always a farmer at heart.

It was a powerful reminder that succession planning must account for the unexpected. Without a plan, we would have faced increased financial risk, a lengthy process, and family strain—right in the middle of personal grief. We had to navigate a funeral and the probate process which added complexity.

Thankfully, we had a foundation plan in place. Not perfect. But one that we could implement with minor amendments.

What I’ve personally learned:

  • Create a clear pathway. One that gradually leads to an agreed and aligned plan—don’t leave it to chance.
  • Start early. Succession is a process, not an event. It takes far longer than you might think.
  • Expect the unexpected. Illness, death, or external pressure can shift everything and quite suddenly.
  • Know the role. For several years prior to her death I had the financial power of attorney for Mum and the responsibility and governance that brings. It added unexpected complexity and conflicts that were hard to balance. The requirement to do the right thing on Mums behalf (business and care) whilst balancing the interests of my brother & my self as we explored the options for farm transition.
  • Fair ≠ equal. Seek outcomes that are pragmatic, fair and respected, not just based on accounting numbers. It comes back to being clear what each party wants and managing expectations.
  • Anchor to shared intent. Our north star was Mum’s wish to keep the farm in the family. We were able to return to this when it got hard and it brought us back on track.
  • Use trusted external advisers. They really help you to work through the conflicts that arise. They bring logic, neutrality, experience and structure to difficult conversations. Pay for the best advice and use it.
  • Learn from others who’ve done it well. Hearing the experience of others shortens the journey and protects relationships. Every situation is very different but there are many common issues – consider this lived experience and adapt it and apply it.
  • Stay connected as a family. Through birthdays, shared meals, and simple check-ins—relationships need their own care. So many families lose their way and relationships never recover.
  • Stay invested. I chose to leave funds in the farm to support my brother and his family’s success. That decision honoured our mother’s intent and legacy—and my own values. I will always love the farm, the land and my family and as such will always be supportive and want it to remain a family jewel.

Succession is the ultimate long game. It’s not about control—it’s about stewardship. Not about what’s fair today—but what’s sustainable and sets up future generations.

If you’re on this path: take your time, talk openly, and build a plan before you need one.

You will need courage and guidance to navigate many options and decisions.

I say trust the process. Inaction is not an option because we all have to face it.

Because when succession is done well, it strengthens more than a business. It strengthens a family. If done poorly it can destroy the bonds of any family and sadly, after a lifetime of success and achievement a lasting legacy will be about how you exit and the way the remaining family feels.

Article content

If you’re navigating succession in a family business, I’m always happy to connect, share, or listen. #SuccessionPlanning #FamilyBusiness #Leadership #Governance #Legacy #Agribusiness

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Leading With Intent

“Leaders are not paid to make the inevitable happen.”

This year has been a reminder that leadership is never static. For many people and organisations across New Zealand and Australia, 2025 has been demanding. Economic pressure, talent shortages, and persistent productivity challenges have been constant themes. Within that context, Pivot & Pace continued to evolve—stretching how we work, embracing AI-enabled processes, and ultimately delivering our strongest financial results to date. That outcome belongs to our entire team.

Greg has been instrumental in our ongoing success. His diligence, capability as a speaker and consultant, relentless work ethic, good humour and steady guidance anchor our business. Marie has continued to be the backbone of our client support and internal business operations, particularly as our service model and tools have evolved significantly. This year we reshaped our support team and welcomed Lisa, who has already strengthened our rhythm and capacity in her Associate and Executive Support role.

Our board also experienced important renewal. We farewelled two outstanding contributors, Denis Snelgar and Stuart Chrisp, whose wisdom and governance stewardship have shaped the firm’s journey. We also welcomed Mark Revis, who brings fresh energy, property and governance experience as we look to our next horizon. What has got us here won’t get us to where we are going!

As a firm, we continued to build on strong strategic partnerships with John Spence, the University of Canterbury, and through our third year sponsoring the Canterbury Civil Contractors’ Annual Awards and fourth year as a key sponsor of the Canterbury Institute of Directors. These relationships, alongside other professional services partnerships, have contributed to our learning, resilience, market insight and, importantly, enduring professional friendships. It also our way of giving back to those who support us.

Alongside the organisational story sits the personal one. Losing Mum in early January brought the year into sharp focus. Acting as executor alongside my brother was challenging but meaningful, and it also enabled us to complete our family farm succession—transitioning it after 110 years to my brother. That is something I am really proud of. It took compromise, challenging conversations and time to achieve my mothers intent & legacy.

This year marked my 21st year of self-employment, our 19th year of marriage (thanks to my wife for the endless support), and Pivot & Pace’s seventh year as a branded entity. I taught two postgraduate university courses, spent 36 days working in Australia across five trips, and managed seven weeks of leave. Our eldest daughter graduated with her Bachelor of Commerce, made the Dean’s List, and earned a scholarship to continue developing her tech start-up (very proud Dad) & our youngest two thrived at school and sport. The death of a good Army mate (who did some work for us at P&P) was tough reminder of how quickly life shifts and its fragility. In April I was awarded the ED by the NZ Army and made the decision to leave the Army on 1 December, concluding 34 years of service.

The data from the year reinforces my ongoing commitment to discipline and wellbeing—something that is a constant challenge. This years numbers include:

• 145 alcohol-free days – started tracking this year: scary

• 10,008 average daily steps – nailed the 10k

• 89 weights sessions and 133 cardio sessions – whew they hurt!

• 467.7 km fast-walked in dedicated workouts – Infantry knees hanging in there!

• 43 minutes of exercise per day on average (up from 34 in 2024) – Yay

• Average sleep of 7 hours 19 minutes – zzzzz need it!

• Cardio fitness above average – LOL I’ll take that as a win thanks Apple watch!

• 78 flights and 46 nights away from home working – It felt a big travel year & was.

• 31 business and biography books read – most things in the world have already been done….learn from others!

We are lucky enough to work closely with many of New Zealand’s admired businesses as they seek to improve, navigate change and implement their strategic goals. The learning is continuous, the expectations are high and the relationships are ones requiring high trust. I am grateful for the opportunities this presents and am constantly amazed at the international, national, industry and regional awards many of our clients have achieved.

It has also been a tough year for all leaders and businesses. Change has been constant. There have been really tough decisions, many courageous conversations and all have worked hard. Some industries have struggled while others have thrived. Through it all there has been a need to exercise judgement and to support key decisions – leadership is never easy.

From a client delivery perspective—relating to my own client work— annual highlights included:

• 26 executives coached individually within our Executive Leadership Programme

• Working closely as a strategist and advisor contracted to 18 different senior leadership teams and a number of Boards.

• 43 board meetings in a formal governance (chairing 34) including my first Australian board chair role.

• 41 strategic implementation planning sessions

• Four keynotes delivered and a black-tie dinner hosted

Across all of this, these key leadership lessons/reflections were my top 5;

  1. When we don’t reflect, we repeat. Reflection, self-awareness and understanding how we are perceived remain such underdeveloped skills in many senior leaders. Without reflection, mistakes recur, opportunities are missed and agility is lost. At a national level, persistent low productivity reflects this gap. Reflection is not a luxury—it is foundational to resilient leadership and building high-performing organisations.
  2. Leaders who avoid the frontline lose relevance. Tied in to point 1, absence at the frontline means leaders are not situationally aware. This erodes customer insight, safety awareness, operational understanding and credibility. Worse than that the opportunity to influence and motivate is lost. Teams acutely feel the absence of their invisible leaders. Leaders who are visible, curious and connected make better decisions—because they are grounded in reality, not assumptions.
  3. A three-year strategy without a long-term vision creates risk. Too many organisations anchor themselves to short-cycle planning that masquerades as strategy. Without a 10-year (or longer) vision and a clear mid-term strategy, companies drift into lists of operational preferences. Long-term intent forces discipline, prioritisation and investment thinking; without it, businesses default to being transactional, constantly needing to react & decline.
  4. Succession remains one of leadership’s biggest failures. Weak talent pipelines, unclear pathways and avoided conversations create disengagement among the very people organisations most need to keep. Boards who have directors with no clear tenure and no succession create the same in their management teams. This year I have seen banks seeking reassurance about board and CEO succession before lending—a signal of how material this risk has become. Succession is not an event; it is an ongoing critical process that requires strong leadership and courage.
  5. Exploitation dominates while exploration is neglected. Many organisations optimise relentlessly for today while underinvesting in exploration. This imbalance increases mid-term risk and erodes long-term value. The leaders who will win the next decade are those who rebalance intentionally and very few organisations invest in the processes to allow both activities to occur concurrently.

Leading with intent does not mean getting everything right. It means owning the learnings, staying connected to people, and intentionally committing to disciplined improvement.

It has been a full year—one I look back on with a mix of satisfaction and pride. Reflection highlighted to me just how much happens over twelve months: the mistakes, the learning & growth, the moments of overwhelm, and of course the wins! It is so easy to forget the great stuff that happens! Being able to laugh, take time out, work as a team and confide in like minded professionals keeps things real and grounded.

A long summer break now beckons. I look forward to returning in 2026 to review & challenge our own business vision and strategy implementation plan – live what we teach! Then to continue the journey alongside the leaders and organisations we are privileged to support as they work to “get it done” amid the complexity of modern business.

What have you learnt in 2025?

Click here to read: My personal family farm succession journey & reflections

Click here to watch a short video outlining what we do and how we do it.

Posted on

Farm & Family Business Succession: A Personal Reflection

Succession in a family business isn’t a transaction. It’s a test of leadership, patience, and values.

For our family, it was a journey that took more than a decade—from the first conversations with Mum in 2012 to final settlement in May 2025, just months after she passed.

Article content
Mum with one of her Angus Bulls.

It began with a shared intent: keep the family farm in the family. But living that intent took time, courage, and compromise.

My brother had returned home post-earthquake and was working alongside Mum. I knew I didn’t want to farm it full time—but I did want a clear plan that honoured our family’s legacy and I did want to retain a connection with the land.

We engaged advisors. Ran workshops. Explored different options. At times, the conversations broke down. Progress was slow. Emotions & frustrations at times ran high.

Eventually, we explored a buyout option, and after 8 months of negotiation, we agreed: he would retain the farm, stock, and plant; I would retain a small bush block; and we would settle with a cash component.

Then, just weeks later, and before we could action a formal contractual agreement, Mum passed away quite suddenly.

Article content
Mum: A registered nurse before 40 years farming – always a farmer at heart.

It was a powerful reminder that succession planning must account for the unexpected. Without a plan, we would have faced increased financial risk, a lengthy process, and family strain—right in the middle of personal grief. We had to navigate a funeral and the probate process which added complexity.

Thankfully, we had a foundation plan in place. Not perfect. But one that we could implement with minor amendments.

What I’ve personally learned:

  • Create a clear pathway. One that gradually leads to an agreed and aligned plan—don’t leave it to chance.
  • Start early. Succession is a process, not an event. It takes far longer than you might think.
  • Expect the unexpected. Illness, death, or external pressure can shift everything and quite suddenly.
  • Know the role. For several years prior to her death I had the financial power of attorney for Mum and the responsibility and governance that brings. It added unexpected complexity and conflicts that were hard to balance. The requirement to do the right thing on Mums behalf (business and care) whilst balancing the interests of my brother & my self as we explored the options for farm transition.
  • Fair ≠ equal. Seek outcomes that are pragmatic, fair and respected, not just based on accounting numbers. It comes back to being clear what each party wants and managing expectations.
  • Anchor to shared intent. Our north star was Mum’s wish to keep the farm in the family. We were able to return to this when it got hard and it brought us back on track.
  • Use trusted external advisers. They really help you to work through the conflicts that arise. They bring logic, neutrality, experience and structure to difficult conversations. Pay for the best advice and use it.
  • Learn from others who’ve done it well. Hearing the experience of others shortens the journey and protects relationships. Every situation is very different but there are many common issues – consider this lived experience and adapt it and apply it.
  • Stay connected as a family. Through birthdays, shared meals, and simple check-ins—relationships need their own care. So many families lose their way and relationships never recover.
  • Stay invested. I chose to leave funds in the farm to support my brother and his family’s success. That decision honoured our mother’s intent and legacy—and my own values. I will always love the farm, the land and my family and as such will always be supportive and want it to remain a family jewel.

Succession is the ultimate long game. It’s not about control—it’s about stewardship. Not about what’s fair today—but what’s sustainable and sets up future generations.

If you’re on this path: take your time, talk openly, and build a plan before you need one.

You will need courage and guidance to navigate many options and decisions.

I say trust the process. Inaction is not an option because we all have to face it.

Because when succession is done well, it strengthens more than a business. It strengthens a family. If done poorly it can destroy the bonds of any family and sadly, after a lifetime of success and achievement a lasting legacy will be about how you exit and the way the remaining family feels.

Article content

If you’re navigating succession in a family business, I’m always happy to connect, share, or listen. #SuccessionPlanning #FamilyBusiness #Leadership #Governance #Legacy #Agribusiness

Posted on

2023: A Year in Leadership – Reflections and Learnings

Heraclitus, an ancient Greek philosopher, once said, “Out of every one hundred men, ten shouldn’t even be there, eighty are just targets, nine are the real fighters…Ah, but the one, one is a warrior.”

This last year I have been very fortunate to support so many of these “warriors”…..the professional leaders charged with the future success of their organisations.

The clarity of a full year of experiences often comes only with some distance. In the thick of the daily grind, time rushes by, filled with daily challenges and tasks. As my 19th year of self employment year ends, an extended break creates that valuable opportunity to pause and reflect.

At Pivot & Pace, we’ve had a dynamic year, providing comprehensive support to diverse & market leading companies. Our focus has remained on helping these organisations to define, adapt, and implement their strategies in the face of ongoing market fluctuations, change and disruption. We’ve seen our Executive and Operational Leader Programmes thrive, catering to the evolving needs of our clients. Our commitment to enhancing governance and succession planning has been ongoing.

In terms of expansion, we’ve broadened our horizons to Auckland and Queenstown, not just with a presence but also in strategic alliances. These partnerships, formed with academic, professional, and commercial entities, are guided by a crucial question: “How do we appear where our future clients are?” This philosophy has streamlined our approach to building trusted relationships and facilitating high value niche services alongside like minded partners.

The year wasn’t without its challenges, marked by highs and lows that are part and parcel of navigating a growing business in a competitive industry. Leadership, to me, is a never-ending journey of personal growth, a constant balance of self-awareness, decision-making, professional judgement and learning to thrive in ambiguity.

As a tradition, I like to reflect on my leadership roles – as Managing Partner, Board Chair, director, father, coach, and strategist – and to identify my key learnings. Here are my significant ones from 2023, in no particular order:

  1. Competition happens at the bottom. Those leading any industry are collaborating together. This year we have focussed on continuing to build on & formalise our strong strategic partnerships. When there is trust, alignment of shared values and mutual respect, this is a game changer in terms of making an impact to clients. Strategic partnerships take time, focused effort, resources and most critically they require the exchange of genuine value & goodwill between all parties involved.
  2. To have a diverse team you need to set them up to succeed. We all know the benefits of having diverse thinkers at the table (different cultures, ages, genders, experiences, education, industry expertise) but in order for them to make an impact and thrive some real consideration is needed to ensure the structures, behaviours and norms evolve to leverage this impact. Too often those who bring much needed different thinking don’t stay because they feel they don’t fit and can’t make an impact. If nothing changes, nothing changes.
  3. Giving time to help others has been some of my most fulfilling work in 2023. Each year I give back to others through some unpaid work. I have coached startup entrepreneurs, emerging directors, post graduate students and others who have who have simply needed a bit of support just to help them through a tough spot. I have personally learnt a lot from these people and they have helped me to explore different thinking and to be more empathetic. The giving works both ways!
  4. “The magic you are looking for is in the work you are avoiding”. Often we gravitate to the work we know, love and get energy from by default. But innovative thinking and the exploration & development of new ideas gets parked simply because of the energy needed and the time to prioritise it. This year I have been encouraged by several mentors to take reflection, listening, curiosity and questioning to another level. This has allowed better insights and has helped me to prioritise what I should be doing for future success.
  5. Real talent is exceptionally hard to find. Our business thrives on talented individuals who are all rounders – they can navigate complex client relationships and deliver strategic insights with impact. Identifying and nurturing such talent remains a key focus & challenge as we move into 2024.
  6. The “sandwich” generation is tricky. 2023 was such a full one year professionally and also personally. Juggling professional demands with personal responsibilities in a year filled with significant family milestones, young children and elderly parents challenges, has been a leadership learning curve in itself.
Our Purpose: “To make an Intentional Impact”

My own key personal achievements this year include:

  1. Wrote the content of a masters level ‘self leadership” paper. This is one of the papers on the University of Canterbury Online Post Graduate Diploma of Strategic Leadership and was a good challenge.
  2. Presented a University of Canterbury MBA & Executive Education Masterclass.
  3. In November 0f 2023 I completed the Institute of Directors “Advanced Directors” Course in Wellington. This was an amazing leadership course alongside a cohort of very experienced directors and with input from some of New Zealand’s most prominent professional directors. I learnt a vast amount about governance, myself and how to navigate complexity and ambiguity in the board room and CEO environment.
  4. Building (with help) a wooden fence around the garden. Sounds simple but over 6 days, 54 post holes (Concreted) with gates and wooden railings this was one of my most satisfying achievements of 2023.
  5. Spoke as the guest speaker at my hometown civic ANZAC service. In fact undertook a number of keynotes and panel events throughout 2023.
  6. Organised a joint 80th birthday party to celebrate both of my parents in November. This was a such a fun experience with 90 family and friends.
  7. Attended my brothers wedding in April which was an awesome farm & family celebration.
  8. Attended the 35th anniversary weekend of my Army Officer Graduating class. This was a great reconnection with good friends who undertook 12 months of leadership training together in a challenging environment.

Some key measured personal metrics of 2023:

  • Facilitated 47 strategic planning sessions.
  • Conducted 218 one on one executive coaching sessions.
  • Attended 60 board meetings as in my capacity as a director (Chairing 28 of them).
  • Advised 14 Boards of Directors.
  • Worked with 19 different Executive Leadership Teams.
  • Consulted to 32 different organisations internationally.
  • Attended 36 networking events.
  • Completed 5 CEO annual appraisals and reviews.
  • Led 20 customised leadership workshops.
  • Travelled on 73 flights, including international.
  • Completed an Oxford University Masterclass and the Advanced Directors Course.
  • Took 8 weeks of annual leave to recharge.
  • 17th year of marriage, 19th year of self employment.
  • 3 healthy children who are all growing, exploring, learning and active.
  • Contracted a clever virtual EA to support my practice.
  • Read 56 books (business and biography).
  • Maintained over the 12 months an average of 7 hours 37 minutes of sleep per night, 30 minutes of exercise each day, and daily average steps of 8625 (7.1km).

2023 was a busy and fulfilling year, one I look back on a think – that was hard but a lot happened! It was a year of post covid normalisation (a new normal), one of constant hustle and one that required a lot of energy.

Luke, Greg, Me: Dec 23

I love what I do and the people I get to share our mission with. I want to acknowledge my business partner Greg Allnutt, MNZM for his endless hard work, laser focus and professional expertise. Complementary skills allow both of us to play to our strengths and this is definitely the leadership & implementation (Combat) multiplier that drives our business success. I also want to thank our team and our independent directors at Pivot and Pace for their hard work and the positive impact they have each day.

To our strategic partners and our valued clients. Thank you, thank you for the opportunity to work with you and to be a small part of your business and leadership success. John Spence, our strategic partner in the USA – you rock!

We have big plans and some great initiatives planned for 2024 and I look forward to starting that journey soon…..maybe after another week or two recharging.

What are your reflections of 2023? What did you learn? What did you achieve?

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The Impact of Disruptive Strategy: Harvard Business School Insights

Early in 2022 I spent a couple of busy months doing some post graduate study through the Harvard Business School on the topic of “Disruptive Strategy”. So many companies feel they are disrupting their industry by being niche, agile and innovative only to discover that as they grow and scale they face the same challenges as their more established competitors. They are not actually disruptive at all.

Disruptive strategy, first introduced at Harvard Business School in the 1990s, is a concept that has had a significant impact on the business world. The idea behind disruptive strategy is that companies can achieve success by targeting and serving overlooked or underserved segments of the market, rather than competing directly with established players.

The concept of disruptive strategy was first introduced by Clayton Christensen in his 1997 book, “The Innovator’s Dilemma.” In it, Christensen argued that established companies often miss out on new opportunities because they are too focused on serving their existing customers and protecting their current business model. He argued that, instead, companies should look for ways to create new markets by introducing products or services that are simpler, cheaper, and more accessible than what is currently available.

Over the years, the concept of disruptive strategy has evolved and been applied in various ways. One popular example is the rise of digital platforms, such as Uber and Airbnb, which have disrupted traditional industries by creating new ways for consumers to access goods and services. These companies have also disrupted traditional business models by using technology to connect customers directly with providers, cutting out intermediaries and reducing costs.

However, not many companies have been successful in truly applying disruptive strategy. Some have failed to identify new opportunities or have been slow to adapt to changing market conditions. Others have struggled to scale their disruptive business models or have been outmaneuvered by established players.

Despite these challenges, the concept of disruptive strategy remains a powerful tool for companies looking to achieve growth and success. Today, businesses are looking for new and innovative ways to create value for customers and disrupt established markets. This can be achieved through a variety of means, such as through the use of technology, business model innovation, or by targeting untapped segments of the market.

To sum up, disruptive strategy is a powerful tool for companies looking to achieve success in today’s business world. By identifying and serving overlooked or underserved segments of the market, companies can create new opportunities for growth and disrupt established markets. It is important to remember that disruptive strategy requires a deep understanding of the market and the ability to bring a completely new solution to the market that is cheaper, scaleable and more innovative than the way it has been been done before.

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2022: Leadership Lessons I Learnt

Did we have a good year? 

That’s the question I put to my business partner Greg Allnutt on the 16th of December 2022 at our team function as we shared a number of Central Otago Pinot Noirs.

It might be an odd question and although I knew it had been a good year, we were both exhausted that afternoon and eager to start a 4 week summer break.

The year had screamed past in a blur for all of us at Pivot & Pace!

We have grown our business & our team, launched a new service into the market, invested in ongoing learning & education, sponsorships, grown partnerships with other like minded professional organisations & focussed relentlessly on helping our clients to grow, evolve, change…..to get break throughs. 

The outcome was a range of client metrics & client successes we are proud of. A lot of work but upon reflection fun work, challenging work and meaningful work. It has been a year of leading change, planning, supporting governance and business restructures, being involved in funding/capital raises, business sales & merges, innovation projects, training, coaching, learning, studying, collaborating, facilitating, networking and at times counselling. As a company and team we made definitely a big impact in 2022!

As I reflect, there were times I felt overwhelmed at the amount of work and complexity of it, It seemed far more serious than other years and sometimes I felt quite isolated given the amount of travel and the requirement to work alone away from the office and team support. I know that many directors and CEO’s have felt the same way and in reality it was year 3 of the covid pandemic & there are a myriad of other converging uncertainty we face in the business world.

In fact many executive teams and individuals reported feeling exhausted mid year and again in October and many were like me…..eagerly anticipating a good summer break.

What leadership lessons did I learn? I looked back over my reflections journal and there are many, many learnings. Here are my top 5 big ones.

  1. Leadership is not a popularity contest. Not a new learning but perhaps a good reminder. Not everyone will like you, your approach, your decisions or how you do it….. & that’s ok. There have been a number of times I have had to stop, reflect, challenge my thinking, reflect on values and either change or be comfortable that it is OK. Moral courage, a documented leadership philosophy and values have paid dividends in time of constant change & lots of ambiguity. Lead yourself well before expecting to do well in other areas of leadership. Remain humble, always seek to be better & don’t take yourself too seriously!
  2. When you care you give a bit of yourself. When woking closely with good leaders as their trusted adviser it is hard not to take on some of their stress. When dealing with complex issues at board and executive level & constant, ongoing change it takes a toll. The regular breaks, keeping fit and pursuit of personal interest are important to maintain and easy to skip. Plan and stay focussed.
  3. Be connected & Keep Learning. A network of mentors, like minded professionals, coaches, friends and family are critical for support & to keep you grounded, on track and to have a bit of fun. Success makes you soft (certainly it is a lousy teacher). Stay true to who you are and when things go off track – reflect, regroup and start again.
  4. We are in a period of ongoing and relentless change (& it is just beginning!). With that comes risk (for sure) but more importantly huge opportunities for those leaders and organisations that can remain agile, focussed and who have a long term vision. Disrupt Business as usual to ensure the important stuff is being implemented rather than just the next urgent thing. A ten year Vision allows you to adjust the strategy many times.
  5. Give back. Each year I work with a number of future leaders and organisations (for no pay) because I love their passion and potential. Some of these investments have paid huge dividends in terms of the impact it has made, the networks it has allowed me to join and the leaders who have gone on to do many things. Givers definitely get….in may ways. Serve with pride.

Always be prepared – Opportunities do not schedule appointments

Key personal achievements over the year;

  • Our business and team has grown. Those in the company have worked hard, contributed 100% and made an impact. 
  • Successfully completed a course of study at Harvard Business School in Disruptive Strategy.
  • It was my 18th year of self employment.
  • Professionally exited two boards as an independent director at the end of my tenure (EMD Advantage Ltd & Groundline Engineering Ltd) and joined two other boards (Oderings Garden Centres & The Connect Group Ltd).
  • As a company we launched the “Operational Leader Programme” which was developed at the request of client feedback. This is an extension of our Executive Leadership Programme.
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Gisbourne Bull sale week. Talking bull with the Chair of Angus New Zealand.

Some key personal stats over the year that I track annually; 

  • Completed 215 fitness/physical workouts. Averaged 32 minutes per day & 8725 steps per day across 2022.
  • Averaged 7 hours and 23 mins of sleep per night over the year.
  • Took 49 flights for work including 3 trips to Australia with clients.
  • Over 2022 I worked as a strategic adviser to 21 different executive leadership teams
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  • Worked on 9 boards of Directors (transitioning off 2 & being appointed to 2 more) and worked as a Strategic adviser/strategist to 9 other boards.
  • Across 2022 attended (as a director) 58 Board meetings chairing 23 of them
  • Facilitated 42 strategy sessions.
  • Facilitated 16 customised leadership workshops for various executive teams.
  • Delivered 211 one on one formal coaching sessions for 42 different Executive leaders.

2022 was a busy and professionally rewarding year.

Lean in! Today I begin the 2023 work year and all the opportunities it brings.

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Perspective: What is Success?

The last words of Steve Jobs, billionaire, dead at 56:

“I have reached the pinnacle of success in business.” In other people’s eyes my life is a success.

However, aside from work, I’ve had little joy.

At the end of the day, wealth is just a fact I’ve gotten used to.

Right now, lying on my hospital bed, reminiscing all my life, I realize that all the recognition and wealth I took so much pride in, has faded and become meaningless in the face of imminent death.

You can hire someone to drive your car or make money for you, but you can’t hire someone to stand sick and die for you.

Material things lost can be found again. But there is one thing that can never be found when it is lost: Life.

Whatever stage of life we are currently at, in time we will face the day the curtain closes.

Love your family, spouse, children and friends… Treat them right .

Cherish them.

As we get older, and wiser, we slowly realize that wearing a $300 or $30 watch both give the same time

Whether we have a $300 or $30 wallet or purse, the amount inside is the same.

Whether we drive a $150,000 car or a $30,000 car, the road and the distance are the same, and we reach the same destination.

Steve Jobs

Whether we drink a $1000 or $10 bottle of wine, the hangover is the same.

Whether the house in which we live is 100 or 1000 square meters, loneliness is the same.

You will realize that your true inner happiness does not come from material things of this world.

Whether you travel first class or economy class, if the plane crashes, you go down with it…

Therefore, I hope you realize, when you have friends, brothers and sisters, with whom you discuss, laugh, talk, sing, talk about north-south-east or heaven and earth,… this is the real happiness!!

An indisputable fact of life:
Don’t raise your children to be rich.

Educate them to be happy.

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Accessing the Right Strategic Advice at Board Level

“Excellence is never an accident. It is always the result of high intention, sincere effort, and intelligent execution; it represents the wise choice of many alternatives – choice, not chance, determines your destiny.”

Panel event Christchurch: Aug 22

We recently hosted a well attended panel event for the Canterbury Institute of Directors which included a mix of experienced directors with diverse & extensive governance experience.

Directors are mandated to work in the best interests of a company and to ensure (among other things) the entity is purposeful, successful, compliant, safe and future focussed. Inherent with this is the challenge of successfully navigating growth pains and the uncertainty of executing new or innovative strategic initiatives. As a company evolves and grows it will need access to different advice at various times in order to mitigate risk or to manage/navigate complexity. 

The 10 key insights outlined by the panel included;

  1. Whilst there is real value in long term advisers who deeply know the business, a company can outgrow existing advisers for a variety of reasons. A key indication can be where they no longer really challenge ideas nor present alternate solutions/insights.
  2. Many new advisers will be introduced via the network of independent directors and certainly referral is the most common approach. That said a board should not discount going to the market and seeking advice from outside an immediate network.
  3. Advisers can support board sub-committee initiatives/projects and join a board for select agenda items. This adds real value and expertise whilst also changing the conversation.
  4. It takes courage for a company founder to form a board and to then seek advice on a regular basis. Those that do tend to get business break throughs and lift the growth trajectory of the business.
  5. Specialist advisers can address sensitive topics in an un-emotive way backed up by data and examples which allows the topic to be explored in different ways. Clever/experienced leaders often need to be gently reminded of the options to ensure the best decision for the organisation is made.
  6. It is important to note that Advisers cannot resolve all the issues a business faces. Sometimes there is real value in the organisation working through challenging topics and reaching the solution internally.
  7. There are times a long term adviser might be conflicted ie where they advise shareholders/family trusts. As a company grows a board can feel the need to seek independent/unencumbered advice for the directors.
  8. As advisers are engaged they should fit the business culture, understand the business and earn the trust of the board. There are times it is more appropriate for advisers to be engaged/retained by the board vs by the CEO/management team.
  9. Candid discussions are often required to add real value whereby an adviser challenges ideas and is prepared to push back on status quo thinking to ensure new ideas are explored fully. Those who can “straight talk” often make a real impact.
  10. Every board and company situation is quite different and a mix of technical expertise, judgement and EQ skills are essential for a skilled adviser.

Without a doubt there is real value in accessing the right advice at the right time to actively contribute to key break throughs or important decisions. Some advice can be quite transactional, project based or specialist whilst other advisers may need to work alongside the company longer term complementing the board of directors.

Regardless of the type of advice or length of engagement this is an effective way to inform key decisions or to maintain momentum or speed of execution.