Scaling a business isn’t just about numbers, strategies, or systems — it’s about people. Whether you’re building a remote team, managing cultural shifts, or trying to unlock better performance, how you lead and engage your people shapes everything.
Jamie GetGood knows this better than most. With over 20 years of experience leading teams and transforming cultures — from his days at Holden to helping companies build high-performing offshore teams — Jamie has seen firsthand how a strong, people-first culture can drive real business results. His approach blends practical leadership strategies with a deep understanding of what truly motivates people, no matter where they’re located.
If you’re a business owner or leader looking for smarter ways to grow your team while strengthening your culture, Jamie’s insights offer plenty of food for thought.
Why Culture is the Foundation of Scaling Success
The strongest businesses aren’t just built on good strategies — they’re built on good culture. Jamie’s time at Holden showed just how much a shift in leadership style and cultural focus could transform performance. In just 18 months, Holden moved from a bottom-quartile performer to a top 10 global car plant, simply by putting people first.
Key Lessons from Holden’s Culture Shift
- Leadership buy-in is essential. Culture change has to start at the top.
- Daily communication matters. Leaders were expected to spend time each day simply talking with team members — not about work, but about their lives.
- Performance followed culture. As engagement rose, so did productivity, quality, attendance, and customer satisfaction — even during a plant closure.
When people feel understood, supported, and valued, they don’t just show up — they show up with purpose.
Leadership Buy-In: Why Culture Starts at the Top
If you want to change your culture, you can’t delegate it to HR or middle managers. Jamie emphasizes that culture change has to come from the top leadership team.
That starts with leaders looking inward and asking:
- Are we modelling the behaviours we expect?
- Are we committed to a people-first approach?
- Are we willing to remove leaders who aren’t aligned with that vision?
Sometimes, improving culture means letting go of people in leadership roles who can’t (or won’t) embrace the shift.
Building Relationships: The Real Work of Leadership
One of Jamie’s simplest but most impactful leadership strategies is something any leader can start today: spend 30 minutes a day getting to know your team.
Not about tasks or deadlines — but about their lives, interests, and values.
Why It Works
- It helps leaders understand what drives each person.
- It allows leaders to match people to projects they’ll thrive in.
- It builds trust and personal investment.
When people feel like their leaders actually care about them as humans — not just as workers — their engagement and performance skyrocket.
Promoting the Right Leaders — Not Just the Best Workers
One common mistake Jamie sees? Promoting the best technical performers into leadership roles — without checking if they have the people skills to lead.
Before Promoting, Ask:
- Do they enjoy developing others?
- Are they good at building relationships and handling conflict?
- Are they open to coaching and feedback themselves?
Leadership can be taught — but only if you’re willing to invest in training and ongoing support. Promoting without that investment often leads to disengaged teams and high turnover.
Delegation, Development & Letting Go
Many business owners and managers struggle to delegate. Jamie admits it’s something even he’s had to work on.
The Key to Better Delegation
- Accept that mistakes will happen.
- See it as an investment in people, not just a short-term task handoff.
- Set clear expectations (inspect what you expect).
- Give regular feedback — and make space for learning.
Delegation isn’t just about freeing up your time — it’s about developing your team’s confidence and capability, which ultimately strengthens your whole business.
Dealing with “Problem” Employees
Every workplace has people who seem difficult — but Jamie’s approach flips the script.
Most “problem employees” aren’t trying to be difficult. Often, they’re bored, frustrated, underutilised, or misunderstood.
How to Handle Difficult Employees
- Ask ‘why’ five times. What’s the real root cause of the behaviour?
- Get to know them personally. What are their goals? What do they care about?
- Look for hidden potential. Could they thrive in a different role or project?
By understanding what’s driving someone’s behaviour, you can often turn a “problem” employee into a top performer.
Offshoring Done Right: Building Global Teams with Culture in Mind
Jamie’s current work focuses heavily on helping businesses build high-performing offshore teams — particularly in the Philippines.
The Key to Successful Offshore Teams
- Treat offshore team members like your local staff. Same onboarding, same training, same culture-building.
- Invest in relationships, even remotely. Regular one-on-ones, team events, and cultural integration matter.
- Hire for cultural fit, not just skills.
Offshoring isn’t just about saving costs — it’s about accessing world-class talent. When you combine great people with strong culture and leadership, offshore teams become powerful extensions of your business.
Balancing Tech, AI & People
AI is rapidly changing the way businesses operate — but Jamie is clear that technology should enhance, not replace, human relationships.
Smart Ways to Use AI in Scaling Your Team
- Automate repetitive tasks to free up time for leadership and coaching.
- Use AI tools for reporting and data insights — not for managing people.
- Be transparent about AI use, so your team understands how it helps them, not replaces them.
The future belongs to businesses that embrace both AI efficiency and human connection.
Practical Tips for Scaling with People
To wrap it all up, here are some of Jamie’s top takeaways for building strong culture and teams — whether they’re local, remote, or offshore:
- Culture change starts with leadership — set the tone.
- Invest time in knowing your people — their values, dreams, and drivers.
- Choose leaders based on their people skills, not just technical performance.
- Delegate as an investment, not a chore.
- Treat offshore teams like part of the family.
- Embrace AI — but never at the cost of human relationships.
Scaling with people isn’t about quick fixes — it’s about consistent leadership, clear communication, and putting relationships first.
Conclusion
Whether you’re running a fast-growing startup or leading a large organisation, your culture and leadership style directly impact your growth. Jamie’s story — from transforming Holden’s culture to building high-performing offshore teams — is proof that investing in people pays off.
The businesses that thrive long-term are the ones that treat their teams — wherever they are — with respect, care, and trust.
If you’re ready to scale with people at the heart of your strategy, start by asking: How well do I really know my team?