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.