In our analysis of 500 executive coaching sessions, commercial and business acumen ranked third overall — 14% of all insights across every sector. In construction and infrastructure, where leaders are directly accountable for margins, pricing, and project outcomes, it ran at 18%. The pattern is consistent: leaders who move up, or who build businesses to scale, often outpace their commercial literacy. The business gets more complex. The financial stakes get higher. And the leader is still making calls on gut feel and revenue line.

We recently analysed 500 executive coaching sessions across 100+ leaders. People and relationships came in second overall — 22% of all coaching insights, across every sector, every seniority level, every business size. Just behind structure and planning. Well ahead of strategy, commercial acumen, and culture.

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

I read a lot of books. Every now and then one comes along that contributes significantly routines I have been implementing for years while also adding new insights. Rest: Why You Get More Done When You Work Less by Alex Soojung-Kim Pang is one of those books and is well researched.

Succession is one of the most significant leadership decisions you will make — and sadly one of the most consistently delayed. There is always a good reason to push it out: markets are uncertain, the numbers aren’t quite right, the next generation isn’t ready, or you are simply too busy running the business. So many leave it too late.

We analysed a sample of 500 executive coaching sessions across 100+ leaders, spanning every major sector — construction, manufacturing, professional services, retail. Different industries. Different pressures. Different personalities.

One theme came up more than any other. Not strategy. Not culture. Not commercial acumen.

Structure and planning. 24% of every insight, every breakthrough, every lightbulb moment — came back to the same thing: personal discipline as a leadership skill.

Everyone nods when you say it. "We need to be more strategic." The room agrees. Someone writes it on a whiteboard and then underlines it as if to make it more important. And then Monday arrives, the inbox fills up, a client rings with a problem, and everyone goes back to doing exactly what they were doing before. The key is finding the discipline, time and space to rise above it.

Last week we hosted the second Institute of Directors Deep Dive on governing for growth amid uncertainty after the first session sold out quickly. With more than 40 directors in the room again, the discussion reinforced just how relevant this topic is for boards navigating tight and volatile market conditions.

The results from the Pivot & Pace CEO Leadership Research Survey are in, and the headline finding is uncomfortable but important.

P&P Partner Greg Allnutt reflects on the leadership lessons he learned during his foray into the world of rock stardom.

Click below to read Greg’s blog.

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Businesses can’t let latest economic data lull them into a false sense of security as the ‘Trump era’ promises both uncertainty and, for those who are ready, opportunity.

Click below to read our latest media release by P&P Partner, Kendall Langston.

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Many executive teams today label themselves as a “high-performing team”, a “great team”, or a “tight team.” But in reality, many are just pseudo teams—teams in name only, lacking the depth, connection, and performance necessary to truly lead the business forward.
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We find that too often companies fail to seek regular feedback from their clients about their products and services. Those that do survey clients, often don't feed that back widely across their staff and analyse the good the bad and the ugly to assist their continuous improvement.
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As the end-of-year rush intensifies, New Zealand businesses are juggling the demands of wrapping up 2024 while positioning themselves for a successful 2025. With many companies closing for the summer break, this period is critical for taking strategic actions that ensure a strong start to the new year

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Over the last year, our focus has been on helping businesses not just survive, but thrive in a challenging economic environment. While some in the media are pushing the "survive until '25" mantra, I believe business leaders should aim much higher. So, how can companies ensure they thrive in 2025 and 2026?

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In the realm of business operations, efficiency and effectiveness are not merely goals; they are imperatives for sustained success. Establishing robust operational processes and precise measurement systems is crucial. Here’s how organisations can streamline their operations and enhance their decision-making capabilities.

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Too many New Zealand businesses are too humble and try to grow in secret. We need to defeat the ‘tall poppy’ syndrome of NZ business. In the competitive landscape of modern business, must be bold and have a clear market focus and a strong branding strategy is essential. Companies must not only understand their addressable market and competitors but also truly know and connect with their target audience. Here’s how businesses can refine their market focus and elevate their branding to stand out and succeed.

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We discovered that businesses often struggle with a lack of clear vision, strategy, and goals. This absence of clarity hampers their ability to effectively execute strategies and prioritise efforts. Consequently, this results in misalignment, leading to the inefficient allocation of scarce resources to areas that do not add value. Here are six themes that business leaders have identified to help mitigate these issues:

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42% of businesses indicated that they lacked adequate staff capability and expertise in essential roles. They found it challenging to recruit and retain qualified staff and were unable to identify crucial training and growth opportunities. This shortfall in capacity presents challenges in managing workloads and obstructs the scaling efforts of businesses. Here are five concepts that help mitigate these challenges and allow business to sustainably grow and succeed:

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We discovered that businesses often struggle with a lack of clear vision, strategy, and goals. This absence of clarity hampers their ability to effectively execute strategies and prioritise efforts. Consequently, this results in misalignment, leading to the inefficient allocation of scarce resources to areas that do not add value. Here are six themes that business leaders have identified to help mitigate these issues:

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