Andrew Barnes was mid-air when he had a revolutionary idea about work.  

The New Zealand-based entrepreneur was on flight in 2018, flipping through The Economist. A survey result caught his eye: people are productive for just two and a half hours a day.  

The Perpetual Guardian founder and non-executive director couldn’t help but wonder: was that true in his own business?   

“That survey got me thinking about what the real issue around productivity is,” he says. “Business leaders often assume that the number of hours worked equals productivity. But if the research is right, people are only productive for small chunks of time, which suggests that much of the workday is spent just filling time.”  

The findings rang true for him personally: “Well, think about it. How many meetings do you go into that are unstructured, could be dealt with in five minutes, but pull in a cast of thousands and drag on forever?”  

He began questioning the belief that longer hours produce better results.  

“I thought, what if I challenged the workforce to figure out how they could do their jobs in four days instead of five? If they can deliver the same output in less time, the reward is time off.”  

By the time he got off the plane, he had already emailed Perpetual Guardian’s head of HR, saying: “I’ve got a great idea – we’re going to try a four-day week.”  

Small fix, big results 

Not long after, Barnes developed the 100:80:100 model.  

“I pay you 100%, you work 80% of the time, but I still need to get 100% productivity,” says Barnes. 

He launched a trial at Perpetual Guardian in February that year. 

New employees start by working five days to understand the expected output. If they switch to four days but fail to meet the agreed benchmark, they return to five.  

“It’s not a free lunch.” 

During the trial, Barnes found workers were interrupted every 11 minutes on average and took 22 minutes to return to full productivity. 

Drawing on Dr Glenn Wilson’s 2005 study on the effect of constant workplace distractions, he says: “If you’re working in an open-plan office, that’s the equivalent of having a 10-point drop in your IQ or operating under the influence of marijuana. Massive impact.” 

He incorporated a small experiment. 

“We gave people a quiet hour, put a flag in a pot or something, and you couldn’t be interrupted. That hour now generates the equivalent of about three hours of normal productivity across the board. 

“If you do that every day – if you’re normally productive for only two and a half hours – then by adding a quiet hour, you’re already increasing output simply by changing a couple of things,” says Barnes. 

Bottom-up transformation 

Besides introducing quiet hours, Barnes restructured the business around the 100:80:100 framework. 

“I’ve done enough restructuring in businesses in my time to know that there are often useless processes that no one questions – simply because they’ve always been there. 

“If you think about it, in a conventional restructure, someone might say, ‘Well, if I tell you about that, maybe part of my job is gone, or maybe you’re going to give me something else to do.’ 

“This model changes that. When the incentive is ‘I’ll get time off,’ people start eliminating things they’d otherwise leave in place,” he says. 

By trading time-filling tasks for time off, the trial saw a significant drop in the time workers spent on the internet. 

“People want the time off, so they change their behaviours, their business process as well as their environment. 

“What people don’t understand about a four-day week is that it’s really about bottom-up processes and business re-engineering. This creates the opportunity to give people more time off without costing the business,” Barnes explains. 

Better home life, stronger work drive 

Barnes ran the trial for eight weeks, with results suggesting it was beneficial for the business and employees.  

“Our research shows people value the time off. So they’ve got a strong incentive to make it work,” says Barnes. 

“As a result, they have more time at home, they’re better rested, their home life improves and they become more engaged at work. 

“And if they’ve got more time off, that’s theirs – they don’t need to use work hours for things like hospital visits or doctor appointments. So you end up seeing sick days go down by about 60%.” 

Among other benefits, Barnes says recruiting is easier and employee turnover has dropped significantly.  

Beyond work-life balance 

By the end of 2018, Perpetual Guardian made the four-day week permanent, with 80% of staff taking part. 

“We ask people, ‘What time off do you want?’ Some want to take a full day, others prefer two half days. Some working parents might want to work five days but with compressed hours. And then there are those who say, ‘I just want to work the normal five days a week.’ Fine, knock yourself out,” says Barnes. 

“Nobody gets paid more. It’s simply output-driven, and it forces you to work out what output is and how to measure it.” 

It’s more than just work-life balance, he adds, it’s an opportunity to reshape thinking. 

“This is really about being honest as a business leader, knowing what’s really happening in your business. Not just making a glib argument like, ‘I pay people for 38 hours a week, so I should get 38 hours of productivity.’ No, you don’t.” 

Instead of taking a financial hit, the trial helped the company perform twice as well per capita as its biggest competitor. 

The success quickly gained global traction. In 2019, Barnes and his wife Charlotte Lockhart launched 4 Day Week Global, a programme helping companies run trials worldwide. 

XSBI data shows consistent underperformance over the past 12 months, with Kiwi small business sales falling by 0.1% year-on-year (y/y) in the June quarter, following a modest 1.1% y/y rise in the March quarter and a 0.5% y/y decline in the December quarter.

These results are well behind the long-term national average of 6.3% y/y (Jan 2017 – Jun 2025). It’s also a step behind Australia’s 3.0% sales growth in the June quarter.

One of the few bright spots in the national data is a 4.4% y/y rise in sales in the month of June – the strongest monthly increase since April 2024.

Sales weakness was concentrated in the North Island, with Northland (-3.5% y/y), Wellington (-3.1% y/y) and Auckland (-1.3% y/y) all recording declines.

In contrast, South Island centres outperformed the national average, with Otago (+3.9% y/y) and Canterbury (+1.8% y/y) showing resilience.

Agriculture sector performs well over quarter

A closer look at the XSBI sales data shows the agricultural sector is charting its own course and bucking the national trend with sales growing 10.9% y/y in the June quarter.

This follows strong growth of 11.1% y/y in the March quarter and 14.9% y/y in the December quarter, reversing 18 months of tepid performance in the sector.

Industries more sensitive to discretionary spending and interest rates are facing tougher conditions. Construction sales fell 6.4% y/y in the June quarter, a decline that started in late 2023.

Bridget Snelling, Xero’s country manager – Aotearoa New Zealand, says: “This is particularly concerning given construction’s multiplier effect across the economy, from retail to manufacturing.”

Keep a close eye on costs

Retail sales in June 2025 were unchanged compared to the same month in 2024, following four consecutive quarters of year-on-year declines.

“While the pace of decline has eased in recent quarters, this moderation suggests only tentative signs of recovery,” says Snelling.

Meanwhile, hospitality sales fell by 2.1% year-on-year in the June quarter, marking the fifth straight quarter of contraction for the sector.

“These subdued sales figures highlight an ongoing challenge for Kiwi small businesses,” says Snelling.

“Despite consistent OCR cuts by the Reserve Bank since August 2024, we’re yet to see the expected boost to consumer and business activity. While there are some bright spots like agriculture, the overall picture remains muted,” says Snelling.

“Planning is particularly difficult right now, with global economic uncertainty adding to the pressure. In these conditions, it’s more important than ever to stay on top of cash flow, get paid promptly and keep a close eye on costs.

“For anyone feeling the pinch, working with an accountant or bookkeeper to understand the ins and outs of your business can be monumentally helpful to steer you and your business in the right direction.

“Additionally, upskilling your own financial literacy can give you a more intimate knowledge of your business and where opportunities are for cost saving.

“Know Your Numbers is a free financial literacy programme created by Xero to support all small businesses and non-profits  – Xero customers or not – to empower them with tools and support to help with their long-term success.”

The rise of AI, the shift to flexible work arrangements and changing employee expectations have transformed what it means to be an effective leader. 

Leading recruitment firm Robert Walters highlights the urgent need for businesses to invest in strong leadership, warning that weak leadership could be costing organisations significantly in lost productivity and turnover. 

The true cost of poor leadership 

According to Robert Walters’ latest findings, 43% of employees would leave a job due to poor leadership, making it the leading cause of workplace dissatisfaction. 

A significant 92% of employees say their manager significantly impacts their happiness at work – highlighting just how important effective leadership is to retention and engagement. 

Robert Walters’ 2025 Salary Survey also reveals that 13% of employees cite poor leadership as their primary reason for leaving a job. It ranks just behind monetary reasons such as lack of career progression (22%) and unsatisfactory pay (19%). 

CEO of Robert Walters Australia and New Zealand Shay Peters, pictured above, warns that businesses ignoring the leadership challenge are paying a high price.

“Good leadership is the foundation of any successful organisation. Leaders who inspire, communicate effectively and foster an inclusive work culture build motivated, high-performing teams.

“On the other hand, weak leadership leads to disengagement, high turnover and ultimately, lost business potential.” 

Further backed by Forbes, disengaged employees – often caused by ineffective leadership – can cost businesses up to 34% of an employee’s annual salary in lost productivity and recruitment expenses. 

What employees expect from leaders in 2025 

Business Director of Executive Search at Robert Walters New Zealand Neil Munro notes that leadership has undergone a major shift in recent years.

“The traditional, top-down, hierarchical leadership style no longer works. Today’s leaders must engage with their teams, support their career growth and create an environment where employees feel valued. It’s a shift from dictating to collaborating.” 

With more than a decade of experience recruiting senior executives, Munro has identified four key areas where leadership expectations have shifted significantly:

1. Equity, diversity and inclusion (ED&I)

“A decade ago, ED&I was barely mentioned in job descriptions. Now it’s something most businesses are prioritising. Leaders are expected to not only champion diversity but actively create inclusive environments where all employees feel valued and heard.”  

2. Flexible working 

The transition to hybrid and remote work has posed new challenges for leaders. “Many managers and senior employees are still learning how to effectively lead remote or hybrid teams. When hiring for top C-suite positions, we often find that flexibility and adaptability are among the most in-demand leadership traits.” 

3. Emotional intelligence  

“When we’re recruiting for top-level executive roles, of course experience is key, but personality and emotional intelligence are just as crucial. It’s no longer enough to simply deliver results. Employees want leaders who listen, support and inspire. They want real people who they can get on a level with and relate to.” 

4. AI 

Beyond traditional leadership skills, the integration of AI is reshaping executive expectations. “In the past, leaders only needed a high level understanding of technology. Now, they are expected to fully grasp how AI can be used to drive business growth and efficiency.” 

As AI continues to disrupt industries, organisations are seeking leaders who can harness its potential while maintaining a human-centric approach to management.

“Technology is advancing rapidly, but the ability to lead and inspire people remains irreplaceable,” Munro explains.  

Finding the right leaders

With workplace expectations shifting and leadership demands evolving, finding the right executives has never been more complex.  

“Today’s leaders must navigate a rapidly changing environment,” says Munro.

“The right leadership isn’t just about experience. It’s about adaptability, emotional intelligence and the ability to inspire teams in a rapidly evolving world. Getting it right is absolutely critical to businesses success.”  

InternetNZ’s latest annual Internet Insights survey found nearly half of New Zealanders who can work from home would like to do it more. Yet the actual number of people working remotely dropped from 46% in 2023 to 38% in 2024.

Working from home became mainstream during the Covid-19 lockdowns.

InternetNZ CEO Vivien Maidaborn, pictured above, explains: “Over half of the New Zealand workforce have the technology to work from home, thanks to the internet. The changes made out of necessity during the pandemic are still deeply embedded for many of us as a workforce.”

While employers are reconsidering WFH arrangements and are modifying their policies, employees are still keen to work remotely.

So, why has that figure dropped eight percentage points?

Why are more people back in the office?

The survey reveals the most common reason people don’t work more from home is the requirement to work in the office for a certain number of days. Other factors include the need for face-to-face meetings and employer attitudes.

“The new trend away from working from home so much, coupled with the persistent desire for options, will affect organisations,” says Maidaborn.

A separate study from NZ recruitment firm Cultivate found that Kiwi workers value flexible working. Nearly half would consider quitting their jobs if these options were reduced.

Flexibility remains a top priority – InternetNZ survey respondents were also willing to relocate if they could keep their current job.

Among those working from home, 46% would consider moving. Meanwhile, 52% have jobs that can be done remotely.

The annual Internet Insights research covers topics including internet use, concerns, online safety and AI.

The full survey results can be found on the InternetNZ website.

Following research by Clarity Insights, career experts are warning companies that many employees may be considering new opportunities.

Career consultancy, amp’d reveals that nearly four in ten New Zealand employees feel a lack of clarity about their next steps career wise within their own organisation.

Amp’d says that this uncertainty will prompt thousands of workers to explore new roles in search for that professional growth.

In 2024, over 9500 public sector roles were cut from industries such as media, construction and healthcare.

But business confidence surveys are tracking the right direction and showing strong indications that the economy will become more stable in the coming year.

This will likely lead to an increase in job opportunities and Kiwi workers are ready to take advantage, says amp’d Co-founder Sharon Spence.

“In 2024, many employees felt the need to hunker down and stay put during the turbulent redundancy-heavy period. But as we move into 2025, the improving economy is giving them the confidence to begin to think about what’s next and explore new opportunities,” she says.

“Disengaged employees also have a major impact on productivity.”

Read more: What do workers want in 2025?

Current statistics show that the cost of a disengaged employee is 18% of an annual salary and can reduce team productivity by up to 34%.

“If employers care about productivity, they have to ensure that workers remain engaged in not only the roles they’re doing today, but also where those roles could lead them in the future,” adds Spence.

“Our new research shows that many employees simply don’t feel that their employers are doing enough in terms of career development.”

In times like this, most people would consider changing jobs for a promotion.

Amp’ds research reveals that one in five Kiwis see taking on a new role as the most significant driver of their career growth if companies don’t provide development pathways.

“Career development often takes a backseat to the daily demands of running a business,” says Spence.

“But neglecting this area has real consequences. Employees who feel undervalued or unsupported are far more likely to leave.

“With more jobs coming to market, workers will have a greater choice of prospective employers.”

In times like this, Spence says it is vital that New Zealand organisations review and consider how they might take a fresh approach to career development practices, as current practices are not delivering.

As joint managing director of a family-owned business, what does your general day look like?

My day is pretty dynamic, and a lot of it revolves around collaboration. Our business covers a lot of ground with sales, service and manufacturing teams all working together to create great experiences for our customers. So, a large part of what I do is ensure everyone’s on the same page and working smoothly together. One of the things I really love is connecting with both our team and customers – it’s important to me that everyone feels appreciated. Whenever I can, I like to personally greet our new TrailLite family members on their handover day. This is such a big moment for them and it’s nice to share in that excitement. It also gives me the chance to hear directly from them about their experience with us and any ways we can do even better.

How does having family members as colleagues impact how you operate? Have you learnt to deal with conflict and when you might not see eye to eye?

I’m very close to my two brothers, and we enjoy being on this journey together. From a practical point of view, it’s incredibly helpful to have other people help with decision-making. We’re very closely aligned but have different strengths. Sometimes, one of us will see an angle or perspective that the other misses. We have very high levels of trust in each other, and I think that helps with minimising conflict. We might disagree, but if a brother feels particularly strongly about something, then I’m prepared to reconsider my position or roll with it this time around.

Did you always know you were going to take over the family business or were there other pathways you did and/or wanted to explore before being appointed?

None of us showed any interest in the business beyond school holiday jobs. It wasn’t until we were older and had some life experience that we could see what Dad had built. The business had great products and an excellent reputation. When I started looking closer it became an incredibly exciting opportunity to build on that base with some of the experience I’d gained elsewhere. The experience my brothers and I gained outside of the business has been critical to our success, and I’m pleased we forged our own paths initially.

Read more: On the road since 1954: TrailLite celebrates 70 years in business

Having been around the business since you were young, what would you say is the biggest change you have seen in TrailLite?

The motorhome and caravan lifestyle has become much more popular since I joined the business, and the business has grown with it. Caravanning had its heyday in the ’60s and ’70s but hit the wall in the ’80s. When my father bought the company in 1980, they had two staff. Slowly, the lifestyle has been growing in popularity, and more recently, it has become a very popular lifestyle choice for a wide range of ages, including families. Our largest demographic, however, remains baby boomers who are nearing retirement or recently retired. They’re healthy, active and enjoy the social side of motorhome and caravan travel. They travel with friends, visit family and attend events. The freedom and active lifestyle that a new generation of retirees are looking for has seen the industry grow significantly in product range and profile.

As a business with over 70 years of history, how do you continue to stay ahead of the game, especially when global brands have made it to New Zealand?

While we look overseas to track trends and identify innovation, most of our best ideas come from our customers. We sell directly and are lucky to have a close relationship with the people using the product daily. The way people use motorhomes and caravans is different in New Zealand, with a much greater emphasis on self-contained freedom camping. That uniqueness has allowed us to ensure our products are as good as possible for that style of travelling. We also decided early on to target the premium end of the market, where we can differentiate ourselves and move the conversation away from price. As a New Zealand manufacturer, it’s impossible to compete on price with much larger international competitors. It’s been important to understand where our value lies, how we can differentiate ourselves and go all in on that.

What do Kiwis want the most? 62% of workers are wanting a pay rise, with millennials and baby boomers wanting it the most.

Megan Alexander, Managing Director at Robert Half says the real reason for the drive for pay rises is the concern that inflation outpaces salary increases in 2025.

“Kiwi workers aren’t just looking for a pay bump, they’re seeking financial security. With inflation biting, employees want to ensure their pay is not going ‘backwards’,” she says.

“Businesses need to demonstrate a genuine understanding of their employees’ financial realities and offer a compensation package that is a true reflection of their skills and experience as they progress in their role. Ignoring salary concerns could lead to increased employee dissatisfaction and higher turnover rates.”

In Robert Half’s research, surveying 500 full-time office workers, 32% have a pay rise at the top of their list.

“Given the current inflationary environment and rising living costs, employees are understandably seeking strong financial security and comprehensive benefits,” adds Alexander.

“Money still talks, but flexible work hours, professional development and other benefits have become more commonplace as pay alternatives in the modern workplace.”

Read more: What are businesses concerned about in 2025?

In second, following a pay rise, is flexible hours, with 12% of Kiwis having it at the top of their list.

Gen Z are coming in strong as the generation that wants it the most at 45%.

More benefits and a promotion come in next, with 10% of Kiwis having it at the top of their list.

“When it comes down to it, employees want to feel valued and appreciated for their contributions. Competitive pay and benefits are a tangible way for organisations to demonstrate that they are committed to the welfare of their staff,” she adds.

For when employers can’t meet the pay requests from its employees, Alexander says there are four ways to approach it.

First, consider options. Though a salary can’t be met, focus on other areas that the employee values, such as increased flexibility, professional development and more.

Next, be transparent about the financial situation on why the pay rise cannot be fulfilled.

When a pay rise can’t be met, consider cost-effective ways to invest in the employees, such as secondment placements, mentoring, upskilling or career advancements.

Finally, foster a supportive work environment. By creating a workplace that the employee enjoys heading into, the intangible benefits will outweigh the rest.

Shannon Karaka, Country Head of HR platform Deel for Australia and New Zealand says that when it comes to the workplace in 2025, these trends will redefine how people work and collaborate with each other.

The employee experience will be vastly different thanks to new work arrangements and innovation in productivity.

What can we expect?

Hushed Hybrid

Return to office mandates are increasing but employees are tiptoeing their way back into the office. What was expected as mainstream a couple of years ago will now be kept ‘hush hush’ within managers and their teams.

Rules will be bent, and whispers of flexibility will be prevalent.

Karaka says hushed hybrid will be the workplace version of a secret club.

Coffee Badging

Defined as employees popping into the office just long enough to grab a coffee and clock in, then dash off to work somewhere else.

Karaka says this can be considered as a “quick caffeine pit stop” to show employers that they are there. Consider it a “cheeky” way to be hybrid.

But for employers, this will pose a challenge: how to make the office a place to hang out and stay.

Alonement

If working hybrid is no longer an option, employees are looking for alternatives, including secluded spaces in the office to get that feeling of ‘alonement’.

In the Idealog office, there is a hushpod, perfect for those who want their own quiet space.

These ‘alonement’ spaces are going to pop up now more than ever, giving employees a cozy hideaway and their own sense of solitude without leaving the office.

Read more: The rise of co-working spaces with my Logitech Casa Pop-Up Desk companion

New-Collar Worker

A new collar has entered the mix alongside blue and white, and this is defined by those with no degrees, shaking up the hiring industry.

These workers prove that those without diplomas can snag a top-tier job on skill alone.

“Welcome to the era where skills pay the bills,” adds Karaka.

Naked Quitting

This trend first emerged in China and is now making its way across the world. ‘Naked Quitting’ looks at workers ditching their jobs without having a backup plan.

Karaka says this comes from the amount of pressure and rigidity that workers are starting to feel.

Now, workers are seeking roles that prioritise wellbeing and work-life balance and if companies can’t adapt and meet these expectations fast enough, workers are ready to quit immediately.

Progressive time-off policies

There is a new wave of leave policies that workers are looking for in hopes to cover heartbreak, menstrual, pawternity and even Tinder leave.

Companies are now getting creative with time off to support its employees who are suffering from mending broken hearts, welcoming furry friends and so much more.

Traditional sick leave is now slowly dying down and bosses are now welcoming a new world where they support dating lives.

Karaka adds that these progressive perks will boost the well-being and keep employees happy in hopes they stay on board.

Bring your own AI

As seen in Hong Kong offices where AI is the most prevalent, the 2024 World Trade Index Report by Microsoft and LinkedIn revealed that 78% of employees are using their own AI tools.

Everyone in the chain has their own digital sidekick whether it is ChatGPT or a larger more developed machine – the future of AI is here.

Call-in-sick generation

Did you know that Gen Z is more likely to call in sick for their mental health than the likes of their Gen X colleagues.

With over a third dealing with common mental health challenges, Gen Z is flipping the script.

The Resolution Foundation says that this is a wake-up call – it is time to prioritise mental wellbeing.

How did you know at the age of 13 that you wanted to be a CFO?

When I was growing up, I became interested in how businesses made money. This was partly due to my aunt who was a bookkeeper.  I thought accounting sounded like a cool job and so I set about finding out everything I could about it. I came across the role of Chief Financial Officer and from then on, this became my goal. I did a tonne of research – and this was in the days before the internet, so it was a lot more laborious – and worked backwards, figuring out what steps I needed to take to get there, what courses I needed to complete at university and the like. I had a plan, and I went for it.

Have your ideas of what a CFO at the age of 13 changed since becoming one?

Yes. It’s not exactly what I thought it would be. There is of course a base level of technical understanding required but overall, the role is much more one of leadership and empowerment. It’s a lot of people and stakeholder management; it’s about helping others to do what they need to do and less about doing the doing yourself. But critically it’s ensuring that we retain our sound financial practices so that we have a sustainable business now and for the next 100 years – and beyond. As a life and health insurer, sustainability of our business is important, because ultimately our promise to our customers, is everything.

Read more: A Day in the Life: Pip Clarke, Head Winemaker of Mount Michael Wines

What are some of the daily tasks of being a CFO and what would you say is your favourite part?

A lot of my role is about talking to people, which I love. And it’s about helping the wider team understand how money works – what it can enable for the business and our customers.

Being in the c-suite, there is a stereotype that you are too busy, how busy are you but also how do you juggle your personal life as well?

This is true – it is very busy and there are a number of demands on your time. I am very grateful for my wonderful, supportive wife. I try to be present with what I am doing. So, when I’m at home, I focus on that, when I’m at work, I’m focused on work.

I am also a big fan of mindfulness. When I need to prepare for an important meeting or just re-centre, I often turn to nature. It sounds simple but when I focus on something like a tree, then hone in and really look at the detail of the bark or the patterns of the leaves, I don’t have room in my mind for all the noise and my attention shifts to where it needs to be in that moment. I am forced to slow down and breathe.

What do you like doing that is beyond CFO life?

The one-word answer is golf. I am extremely passionate about it! It’s a fantastic stress reliever for me and helps me stay grounded. I have found that when I sit down and tie the laces on my golf shoes it’s a signal for me to mentally connect to my game and disconnect from everything else. It’s also a great reminder about the importance of finding balance which is something that we talk a lot about at AIA NZ. We’re focused on helping our customers live Healthier, Longer, Better Lives. Our AIA Vitality programme gives members a way to track their progress against their wellness goals. It reminds me of how I got here – I had an end goal in mind, but I broke it down into smaller, more achievable and measurable steps.

Why is leadership important to you, but also, what about it entices you to work in this industry?

I have always been an idealist, trying to do my part to make a better world. I started out as a teacher of 12-year-olds (English language and literature) and then 17-year-olds, and then teachers and principals. I loved all that work and also had a sense that it was vital but slow—the world needed to change as fast as possible. And so I learned about leadership and began spending my time with leaders. I fell in love with their desire to make a better world, and the concepts of adult development that showed us a map of growth to a place of greater and greater capacity. And also with complexity science which helped us understand the fast-moving and entangled world. Now I have the great privilege to work with senior leaders in some of the most respected companies in the world. I deepen my admiration for the craft of leadership and for those who pursue it for the creation of a better world.

Originally from the US and having worked with a number of leaders from around the world, what is the major difference in leadership types between New Zealand and the rest of the world?

Of course all leaders, all humans are different, but some of the patterns I’ve seen make my heart happy. Kiwi leaders are, first and foremost, Kiwis (which I adore). I find Kiwi leaders have an automatic sense of place, of land. They have a sense of history, of ancestors who brought them to this moment. They have the gentle pride of their land and communities without much of an outsized pride of person (sometimes without enough of pride in themselves at all). I know the significance of te tiriti is top of mind with the recent political intervention and an overwhelming response from the people of NZ. In my time in New Zealand, though, I have seen the ways Māori culture and traditions weave through and expand everyone’s understanding in a deeply bi-cultural way. Where other countries are just starting to be curious about Indigenous forms of leadership and all they offer our world, New Zealanders have been world leading.

What does a day in your life look like as you work alongside other global leaders in various time zones?

Read more: A Day in the Life: Pip Clarke, Head Winemaker of Mount Michael Wines

Every day is quite different. Last week I was teaching a workshop about Delighting in Complexity in the US. Today I’m at my home in the southwest of France. I woke early to exercise, I had two coaching calls with leaders around the world (one in Europe, one in Australia—the US ones were still sleeping this morning). I met with a handful of colleagues at Cultivating Leadership to design a new leadership program for a major tech client. I recorded a podcast about my new book, Changing on the Job: How leaders become courageous, wise, and steady in an anxious world. I ran down between meetings to help my mom, who lives here and who needs some help during the day because she’s in a wheelchair. Then there was dinner with my whole community (I live here with about a dozen friends). After dinner I had a meeting of the Tilt Foundation Board. (This is the foundation that those of us who owned Cultivating Leadership created so that we could give the firm to it. Now we redistribute our profits with the hope of helping to tilt the world in a direction towards sustainable flourishing.) And then some more help for Mom and to bed!

When it comes to productivity and efficiency, what is the best leadership strategy in your eyes?

There are so many tips and tricks about productivity and efficiency, but in my experience with leaders around the world it’s: take care of your own nervous system and grow yourself. When I first started coaching, I used to help my clients learn “skills” like delegation and prioritization. They really enjoyed learning these but struggled to make use of them, particularly when things got really complex and stressful (which is of course when they needed them most). Over time, I began to focus much more on helping leaders understand and shape their own nervous systems (because it is our falling into anxiety that makes these skills hard to practice—and complexity activates the nervous system and makes us anxious). And I focus most on how they make sense of their world. As we develop ourselves, the way we see and interact with the world changes, and things like delegation and prioritization become naturally easier, even when facing into complexity. When leaders focus on their own growth, their productivity and efficiency naturally rises.

Being a founder of your own company, having a passion to share to the world what leadership is and your own personal life, how do you juggle all this?

Not always easily! I have the amazing good fortune to have work that I adore and that makes a difference in the world. I love my clients and I love the work we do together. I have an extraordinary leadership firm in Cultivating Leadership (started in my garden shed in Paekakariki) and I have two adult children who are the brightest lights in my life. And I live in a small intentional community with some of my favourite people in the world. Sometimes I really do fall out of balance. When I get really busy and am on the road a lot, I focus on the most important things that keep me healthy: sleep, exercise, and connection. I am increasingly good at turning off my computer on Friday afternoon and turning it back on on Monday morning.  And of course trips to our family home in Paekakariki, long walks on the beach there with my dear old friends are incredibly sustaining.