Stop Whining. Start Winning.

When a bodybuilder-turned-movie-star-turned-Governor of California tells the world to “stop whining,” it’s tempting to laugh. But in his recent BBC interview with the formidable Laura Kuenssberg, Arnold Schwarzenegger offered something rare in today’s climate discourse: Clarity.

“Pollution kills people. So let’s terminate pollution.”

And crucially: Stop waiting for permission. Stop making excuses. Get on with it.

It’s a message I — and many others — have echoed often. This week, I spoke at London Climate Action Week, in a session hosted by my friends at PURE360. The focus was purpose and leadership — and the need to move from fluffy brand-led statements of intent (greenwashing) to purpose-led systems of actual, real delivery. It’s the same message I delivered at COP26 in 2021 and at New York Climate Week the year before, where I’ll never forget one of the world’s most renowned economists, Jeffrey Sachs , standing up in front of a small invited audience and saying bluntly, “We need to ****ing get on with it.”

He’s right. As Sachs made clear: We have the tools. We have the technology. We have the know-how — today, right now.

Schwarzenegger’s point is just as blunt: Don’t wait for political consensus. Don’t complain about the government. As Governor, when the federal government tried to block California’s environmental policies, he took them to the Supreme Court — and won.

“Instead of whining… you go to work. Here’s the job. Here’s my responsibility.”

And here’s the clincher: California didn’t just cut pollution — it grew its economy. Today, it ranks as the world’s fourth-largest economy, ahead of Germany and Japan. At the same time, it enforces some of the most progressive and stringent environmental standards anywhere. In other words, taking care of people and the planet isn’t a sacrifice — it’s a winning investment in the here and now — and the future.

Across the Atlantic, the EU is closing in on its 2030 climate target — on track for a 54% emissions reduction, nearly meeting its legally binding 55% goal. The lesson is clear: Economic growth and climate action go hand in hand.

Here in New Zealand, when our largest and most successful business — Fonterra — acts decisively on climate to meet the expectations of its stakeholders, despite its government’s stance on climate change, that’s a signal worth paying attention to. Yet too many business leaders still look to government as the first mover. But short-term political agendas mean they could be waiting a long time — and while they wait, others are seizing the opportunity.

It’s business — with all its enterprise-driving facets, aligned with invested stakeholders, customers, employees, and market forces — that has both the power and the incentive to act. Not just to make a difference, but to benefit from doing exactly that. So let’s get on with it.

It’s time to celebrate

It’s time to celebrate who we are, what we do, what we stand for.

We need to find a way of lifting ourselves up as a country, as cities and as regions. We all know its tough out there, we’ve seen the statistics, read the reports, seen the news. We also see it first hand in our daily lives, how life can be tough on our families, friends and colleagues.
But we have so much to also be thankful for and to celebrate. Positively builds energy, energy builds momentum, momentum builds success. So let’s focus on what’s good and make it great. Let’s focus on coming together and lifting each other up so we can all succeed regardless of who we are and what we do.

I recall back in the 1990’s when Wellington was one of the least attractive places in the country. Known as windy, cold and simply dreary…full of government bureaucrats.

But many knew there was more to Wellington and wanted more for it too. That’s when Absolutely Positively Wellington was born, backed by business leaders and the public office. This marked a turning point in Wellington’s identity, confidence, and direction. Five years later it was the coolest place to live, visit and do business, attracting cool people ……it (almost) lost its windy status.

So this is what Auckland now needs too. It is our biggest city and its impact on the rest of New Zealand is undeniable. But it needs its mojo back, people need to be proud to be Aucklanders, and the rest of the country need to be fond of its bigger sibling.

So let’s lift Auckland up, it’s got great people doing great stuff, there is much to celebrate. Yes there’s challenges to address, like everywhere else.

It’s time for Auckland to come together, amplify its greatness, celebrate its success, and embrace the opportunities ahead. This is the only pathway to putting the broken bits of the jigsaw back together, and part of a bigger, ambitious, and positive picture that enables Auckland to once again shine brightly.

And, if Auckland can rise up and do it, then so can the rest of us too.

Reimagining governance: If the future had a board, purpose would be the chair

There’s growing recognition that our governance systems — in business, government and civil society — are not built for the complexity, urgency or interconnectedness of today’s world. But recognition isn’t enough. If we want economies that are more innovative, inclusive and sustainable, we must rewire how value is created — and how it’s governed.

Governance isn’t just a Boardroom issue

Governance has long been framed as risk management and regulatory hygiene. But in a world reshaped by climate shocks, AI disruption, geopolitical volatility and public distrust, that framing is obsolete. Governance must evolve — from control to contribution.

Here in Aotearoa New Zealand, we often speak of our agility, transparency and fairness. Yet many of our institutions still operate with static, siloed systems. Boards focused narrowly on short-term returns. Public agencies locked into linear planning cycles. Stakeholder engagement that’s more performative than participatory. What if we designed our organisations — companies, councils, ministries, co-ops — around a core purpose? A clear, actionable Single Organizing Idea (SOI) that unites decision-making, strategy and culture across silos. A shared north star that governs for long-term contribution, beyond quarterly compliance and political cycles.

This isn’t a utopian vision — it’s a governance design challenge. One that’s gaining traction globally, with new frameworks, metrics and standards reframing how organisations define success and legitimacy in a world that demands more.

Innovation is structural, not just technological

True innovation isn’t just about product breakthroughs or digital tools — it’s about rethinking the systems that allow innovation to flourish. That includes how boards function, how decisions are made, and how responsibility is shared.

Spencer Stuart’s Closing the Confidence Gap report makes this clear: Fewer than 1 in 4 CEOs believe their boards are providing the support they need to lead through rapid change. And while Directors believe they are offering the right mix of oversight and expertise, CEOs disagree — citing a lack of strategic partnership, contextual knowledge and space for honest, forward-looking dialogue.

In short: We have a perception gap. And it’s undermining innovation.

Give purpose a seat at the table

If we want governance to shape better futures, it must move beyond generic ESG rhetoric and into the real levers of power — charters, KPIs and reporting.

1. Board charters with purpose clauses
Purpose belongs in the board charter, alongside fiduciary and financial responsibilities. A simple clause can shift mindsets:



“The Board is responsible for ensuring that the company’s purpose acts as the guiding principle for all strategic and operational decision-making. The Board must also ensure that performance is evaluated not solely on financial outcomes, but on the company’s societal, environmental and stakeholder impact as aligned with this purpose.”

This turns purpose from a campaign into a commitment — and invites directors to steward it, not just sign it off.

2. Executive KPIs that reflect purpose
Boards have the power to reshape executive performance metrics. Tying bonuses and reviews to purpose-aligned outcomes sends a powerful signal that impact matters. It shifts incentives from short-termism to long-term contribution — exactly what our times demand.

3. Annual reporting that builds trust
Annual reports are often dense with data, yet light on meaning. Including a “Purpose in Action” section — with impact metrics, narrative context and even third-party assurance — builds stakeholder confidence and avoids purpose-washing.

In each case, the goal is the same: Turn purpose from positioning into practice.

Governance is where the future gets shaped

Yes, transforming governance is difficult. But the momentum is real. International standards are evolving, and across sectors, a new generation of leaders is demanding purpose — not as a slogan, but as a benchmark of legitimacy and progress.

New Zealand has a generational opportunity to lead here. To move from “clean and green” slogans to meaningful governance that shapes a regenerative, inclusive economy.

Because the future doesn’t just arrive. It’s governed into being.

Why vision alone no longer cuts it

We’ve all heard it before: “What this organisation needs is a bold vision.” But in 2025, that’s no longer enough. Vision might inspire a moment. Purpose sustains a movement.

This week, John Wadsworth and I have published a new NG&A white paper — Leading with Purpose: Why today’s leaders need more than vision. It’s a practical response to a question we’re hearing more and more often: What does leadership look like in a world where complexity, uncertainty and scrutiny are all on the rise?

The short answer? It looks very different from the leadership of old.

Today, leaders are not judged solely by their ability to deliver results. They are judged by how they deliver them — with what intent, what impact and who they bring along the way. What matters is clarity of purpose, adaptability and trust.

That’s the through-line of the paper: Leadership is evolving. And so must we.

In it, we argue that the best leaders today aren’t those with all the answers. They’re the ones who ask the right questions, empower others to act and create the conditions where purpose becomes more than words on a wall. They don’t simply lead for results — they lead for relevance.

We draw on examples from Aotearoa— from Kiwibank to Fisher & Paykel Healthcare — to show what this looks like in practice. These are organisations where purpose isn’t performative. It’s structural. It shapes governance, strategy and decision-making, giving people a clear direction and the confidence to act.

Importantly, the paper also explores how the Single Organizing Idea (SOI®) framework — developed over two decades and applied in dozens of boardrooms — enables leaders to embed purpose deeply and durably. It’s not a branding exercise. It’s a governance shift.

In an era where employee engagement, stakeholder trust and strategic clarity can no longer be taken for granted, this matters. Purpose is no longer a ‘nice-to-have’. It’s the clearest competitive advantage there is.

If you’re a leader wondering how to navigate ambiguity, align your people, or lead change that lasts — this paper is for you.

Read the full white paper here: https://neilgaught.com/leading-with-purpose-why-todays-leaders-need-more-than-vision/

A new dawn for NZ business? Now’s the time to lead with purpose

It’s encouraging to see that optimism is returning to the New Zealand business community. According to 2degrees’ latest Shaping Business Study — featured in New Zealand Management last week — business confidence is at its highest since 2021, with productivity up and a growing appetite for innovation and growth.

This isn’t just a mood shift—it’s a moment of opportunity.

The report highlights a number of positive trends:

• Nearly half of NZ business leaders feel more optimistic about the future than they did a year ago
• AI is beginning to deliver real value in productivity and efficiency gains
• More businesses are prioritising growth over maintenance.

It’s clear that leaders are readying themselves to move beyond survival mode. But optimism alone won’t deliver impact. What’s needed now is direction — and that’s where purpose becomes critical.

Because the world’s most progressive and competitive businesses aren’t just embracing purpose — they’re being driven by it. Not as a brand veneer or a box-ticking exercise in sustainability messaging, but as a strategic, unifying idea that benefits all stakeholders: customers, employees, communities and shareholders alike.

Purpose, when properly embedded, is not about lofty words or feel-good campaigns. It’s about capitalising on the direction of travel. It’s about resisting the headline-chasing clickbait that says people have stopped caring—because they haven’t. The demand for meaningful, values-aligned action is real and growing.

In this new era of productivity and growth, purpose gives New Zealand businesses a competitive advantage. It brings coherence to decision-making, energy to teams and credibility to markets increasingly shaped by transparency, trust and accountability.

So while business confidence is on the rise, let’s not waste this window.

Let’s use it to make sharper decisions—ones grounded in common sense, not just commentary. Because the businesses that succeed in the years ahead will be those that understand what their customers, employees, and communities actually expect—and then deliver on it.

Not just returns. Not just pay checks. But value that’s meaningful, visible and enduring.

Purpose is how you meet — and exceed — those expectations. It’s how you stay competitive in a world that’s watching more closely, choosing more carefully and rewarding those who lead with a thoughtful and principled approach.

Let’s make sure New Zealand businesses don’t just catch up — they get ahead.

Because the future belongs to those who know why they’re in business — and who act on it.

Part Two: Leading through the storm: Five traits of successful business leadership in an era of radical change

In Part One, I explored why the climate of business leadership is shifting — and why courage, clarity and a deep commitment to long-term value are no longer optional. In this second part, I want to focus on what that leadership actually looks like. Here are five traits that I believe will define the most effective — and trusted — leaders in the years ahead.”

1. The best leaders don’t have all the answers — but they ask better questions.

Running a business of any size against today’s backdrop of climate, sustainability and social challenges is anything but simple. It’s certainly not business as usual — and hasn’t been for some time. But rather than burying their heads in the sand, smart leaders are leaning into the complexity. They’re recognising the opportunities it presents, embracing new thinking, building diverse ‘teams of teams’ — unified by a common purpose — that challenge outdated business models and unlock exciting new ways forward.

2. Values are your compass. Purpose is your North Star.

Embedding purpose into governance and operations is crucial. The Single Organizing Idea (SOI®) framework I developed helps organisations align ambition with action. When a business knows what it stands for — not just what it sells — decisions become clearer and more consistent, even amid uncertainty.

3. Diversity isn’t just good practice — it’s good leadership.

Leadership in many organisations still lacks true diversity — of background, experience, age and worldview. When the same voices stay around the table for too long, even with the best intentions, blind spots form and innovation stalls. Embracing fresh perspectives and lived experiences leads to better decisions, stronger cultures and renewed trust. It also signals a serious commitment to equity and inclusion — values that research shows matter more than ever to employees, investors and society at large.

4. Courage and care go hand in hand.

Leading with care — for people, communities and the planet — requires courage. It means prioritising long-term impact over short-term gains and making difficult decisions that align with core values.

5. In the age of AI, human leadership matters more than ever.

While AI can optimise processes, it cannot replace human judgment, empathy, and ethical decision-making. Leaders must integrate technology thoughtfully, ensuring it serves the organisation’s purpose and enhances human capabilities.

Join the Conversation

I’ll be sharing more on these themes in a special online session hosted by my friends at PURE during London Climate Action Week. If you’re a business leader, strategist, or change-maker looking to put purpose at the centre of climate action, I hope to see you there.

Let’s reimagine the climate of business leadership — before the forecast gets worse.

Date: Tuesday 24 June
Time: 9:00am BST
Topic: Climate Action: The Role of Business Leadership
Where: Online, hosted by PURE Value 360
[Link to follow]

Part One: The changing climate of leadership: Why courage, clarity and purpose matter more than ever

“Management is doing things right;
leadership is doing the right things.”
— Peter Drucker

Doing the right things has never felt more urgent — or more complex. As we confront a worsening climate crisis, exponential technological change and growing distrust in institutions, the kind of leadership we need isn’t defined by title or charisma. It’s defined by courage, clarity and a deep commitment to long-term value — not just for shareholders, but for society. That kind of leadership can no longer be defined as unusual — it’s now essential.

Around the world, we’re witnessing a rise in short-termism — often fuelled by political polarisation, populist rhetoric and power plays dressed up as strategy. Too many leaders are pursuing near-term advantage at the expense of long-term resilience. The consequences are already evident: Eroded trust, divided societies and a lack of coordinated action on undeniable issues set out in the Sustainable Development Goals (SDGs) that demand global cooperation.

Against this backdrop, business leaders can — and must — step up. According to GlobeScan’s 2025 report, 71% of Americans believe CEOs should speak out about the importance of addressing climate change, and 67% say CEOs should publicly defend diversity, equity and inclusion (DEI) initiatives. This support spans political and generational lines — a clear signal that society increasingly expects business to lead where others are falling short.

There’s a competitive dimension too: The most admired and resilient businesses today are those that are actively engaging — not just through CSR or branding, but through their core purpose. They’re embedding sustainability and social impact into how they govern, operate and grow their businesses — and they’re reaping the rewards in talent attraction, customer loyalty, innovation and long-term performance.

Business leadership today requires more than operational excellence; it demands a steadfast commitment to values that endure beyond election cycles and quarterly earnings. Over the past two decades, I’ve seen that the most successful — the most effective and most admired leaders — are those who align their organisation’s purpose not only with their commercial objectives but also with the needs of the societies they serve and are a critical part of.

In next week’s follow-up, I’ll explore what courageous, purpose-led business leadership actually looks like in practice — from building diverse ‘teams of teams’ to navigating the ethical use of AI. These are the principles I’ll also be unpacking during London Climate Action Week, where I’ll be speaking at a live online session arranged and hosted by my friends at PURE Value 360.

Date: Tuesday 24 June
Time: 9:00am BST
Topic: Climate Action: The Role of Business Leadership
Where: Online, hosted by PURE Value 360
[Link to follow]

When is “She’ll be right” not alright?

In New Zealand’s business circles, I’ve noticed something that’s simultaneously both refreshing and, at times, a little risky: A culture of radical informality. Some people show up to business events dressed for a BBQ. They speak with a directness that would raise eyebrows in other parts of the world — the F-word and even the C-word flow as freely as a morning Flat White.

This informality is often worn as a badge of authenticity. It reflects a certain honesty and a no-nonsense attitude that’s part of New Zealand’s DNA. It’s the mark of a culture that values plain speaking over corporate jargon and personal relationships over rigid hierarchies. In a country as small and interconnected as ours, that directness can cut through bureaucracy and build trust quickly. There’s a refreshing clarity in not putting on airs or relying on carefully rehearsed scripts. But it also raises a question: How does this culture of informality shape how leaders show up — and how their purpose, and the purpose of their organisations, is perceived?

The recent move by Christopher Luxon’s government to ban gang patches in public places is a vivid reminder that symbols matter. These patches aren’t just scraps of fabric; they’re powerful markers of affiliation and influence. They project a certain identity and claim a kind of social territory — whether that territory is real or reputational. The ban itself speaks to the power of these symbols to shape perceptions and, ultimately, behaviour. It’s a lesson for all of us about the signals we send — and the influence they hold.

In the world of business, leaders have their own versions of these symbols. It might be the clothes they choose to wear to a meeting, the language they use in an email, or the stories they tell to demonstrate the authenticity of their company’s purpose. These small, everyday choices are what build — or erode — trust.

We’ve seen it play out recently at the highest levels of leadership. In a city that many aspire to see as “world-class,” the choice of words — especially when laced with expletives — isn’t just a slip of the tongue. It becomes part of the leader’s brand. It signals not just what they’re about, but what they think the city stands for. Just as a gang patch can send a message of power and defiance, a leader’s careless language can send a message of indifference or disrespect — whether intended or not.

In my first book, I wrote about Gerald Ratner, the British businessman who famously described his own products as “total crap” — a throwaway line at a business dinner in 1991 that instantly wiped £500 million (NZ$1.13 billion today) from his company’s value and pretty much ended his career. It’s a cautionary tale that underlines a simple truth: In leadership, how we present ourselves — the signals we send — matters. Because leadership is influence, and in a small, diverse, multicultural society like ours, that influence is often amplified.

Where many voices and perspectives meet, the symbols we choose to adopt — and the standards we set — take on even more significance. And when the leader’s personal brand overshadows the organisation’s purpose, it risks getting lost — or at least diluted. Because purpose isn’t just a line in a corporate statement or a nod to a trend. It’s the measure of how we show up in the room, how we respect the people we work with, and how we balance the commercial and social roles many people expect from businesses and organisations today.

“She’ll be right” absolutely has its place in this country’s culture — a certain resilience, an ability to keep perspective. But when it comes to leading an organisation with a purpose, “she’ll be right” can be a dangerous shortcut. Because leading an organisation that stands for something bigger than itself requires more than optimism — it demands clarity, intention, and a willingness to hold ourselves to a higher standard. Because in the end, “good enough” is never enough for leaders who want to build businesses that endure.

So yes, the way we show up — from the words we use to the presence we bring — matters. Because in business, as in life, how you show up is how you’re remembered.

Budget Week reminder: Vision first, spending second

This week, all eyes are on the numbers in New Zealand.

As the Government prepares to announce the national budget, it’s a timely reminder for business leaders — both large and small — that the discipline of budgeting only makes sense if you first know what you’re trying to achieve. A budget is not a vision. And it’s certainly not a strategy.

It’s a tool.

The challenge governments face is the same one facing many businesses: Every line item has a lobbying constituency. Defence or education? Infrastructure or mental health? Climate adaptation or economic productivity? The answer, unfortunately, is always “yes.” But “yes” without alignment is how we end up with ballooning costs and underwhelming results.

Everything costs. So what counts?

In business — as in government — trying to make everyone happy leads to incoherence. You end up managing money instead of managing progress. That’s why purpose, when used properly, is a vital financial management tool.
As Larry Fink, CEO of BlackRock, reminded shareholders: “Purpose is not the sole pursuit of profits but the animating force for achieving them.” When purpose is clearly articulated and embedded, it helps leaders make tough calls — not based on popularity or proximity, but on alignment.

This is where governance comes in. Businesses need a system — not a slogan — that enables purpose to live at the heart of decision-making. One that links purpose with operations, brand and investment priorities. When leaders adopt such a unifying framework, it becomes much easier to make confident financial choices. Not because everything is easy — but because everything is intentional.

If it’s not aligned, why fund it?

In my work with clients around the world, I’ve often found that 15–25% of internal expenditure — marketing budgets, ESG reporting, even product innovation — is misaligned with the business’s real direction of travel. Not maliciously. Just habitually. Without a Single Organizing Idea (SOI) to challenge assumptions, budgets become backwards-looking. They reward inertia, not intention.

That’s why investment in strategy isn’t a one-off exercise. It’s a system. Like the public purse, your business needs an active feedback loop between ambition, allocation and accountability.

And that requires more than values on the wall. It requires a governance mindset—one that ensures your vision isn’t just visible, but viable. A shared understanding that helps boards and leadership teams ask: Does this decision move us forward? If not, why are we investing in it?

Purpose is not a luxury — it’s the lens

Some might argue that in tight times, purpose must take a backseat. But as McKinsey has repeatedly shown, companies that integrate purpose into their core operations see stronger financial resilience and long-term returns. In fact, their recent global survey found that “companies with a strong sense of purpose outperform the market by 5–7% annually.”
In uncertain times, the best investment any business can make is in clarity. Clarity of vision. Clarity of governance. Clarity of spend.

Governments might struggle to balance the books — because everything and everyone needs something. But your business doesn’t have to. You get to choose. And with a coherent governance model that aligns strategy with purpose, you won’t just get through budget week — you’ll be positioned to thrive long after it.

So here’s the question: What’s guiding your decisions? And is your budget aligned with it?

Why Purpose Still Matters — More Than Ever

Today marks a new chapter for Neil Gaught & Associates as we officially open our Auckland office. It’s a proud moment — but also a timely one. Around the world, ESG investing is faltering under political and regulatory pressure. Many companies are rebranding, retreating, or quietly dropping sustainability language altogether. Some are wondering whether “purpose” still matters in business.

It does. In fact, I’d argue it matters now more than ever.

The reality is that while political winds shift and public sentiment ebbs and flows, the underlying challenges facing humanity — climate change, inequality, technological disruption — are not going away. Nor are the growing expectations from employees, customers, and investors that businesses will help tackle these challenges, not just exploit them.

What’s needed is not louder slogans or bigger promises. What’s needed is action — purposeful, focused, embedded into the way businesses operate and grow.

That’s why at NG&A, we have always believed in a different approach. Purpose isn’t an add-on. It isn’t a marketing tactic. It’s the foundation of strategy, brand, operations, and governance. It’s the single idea that pulls everything together and gives a business not just direction, but momentum.

Purpose done properly doesn’t just make you feel good. It makes you fitter, faster, and more resilient — because it sharpens decision-making, aligns teams, and builds long-term value you can stand behind.

Of course, the idea of purpose has been misused and misunderstood over the years. Some companies treated it as a slogan. Some saw it as a side project. And yes, the backlash against ESG shows that trust must now be re-earned, not assumed. That’s fair. But it doesn’t change the deeper truth: businesses that can clearly articulate why they exist — and align their operations accordingly — will be the ones that thrive in the long run.

As we start this new chapter in New Zealand, our commitment is simple: to help businesses cut through the noise, stay true to what really matters, and build success that lasts.

Purpose is not a trend. It’s the core.