I’ve recently been asked by some of the people I’m coaching, “What does it take to lead a business into a new area?”, and this got me thinking. In response, I’ve written the following article which is very much my personal reflections and experience, and I would love to hear others’ thoughts.
Leading a business into a new area is one of the most challenging - and rewarding - things I’ve done. It’s exciting, yes, but it also pushes you right to the edge of your comfort zone. When you’re in familiar territory, you have data, history and experience to guide you. When you step into something new, you have purpose, people and belief - and that has to be enough.
Clarity of purpose: the anchor in uncertainty
Every time I’ve taken a team into uncharted territory, the first and most important conversation has always been about why. Why are we doing this? What’s the purpose behind the move?
It sounds simple, but clarity of purpose is what holds everything together when things inevitably get challenging. I’ve found that when people truly understand why something matters - when they can see the bigger picture - they find energy and resilience they didn’t know they had. It’s not easy to do this, it takes time, patience and many iterations to be able to communicate the purpose with the clarity people need. But once you’re able to clearly say what you’re trying to achieve for your customers, for your business, for society and for yourselves - everything starts to click. It gives people something to hold onto when results are not immediate.
Focus: saying no to 1,000 other good ideas
Steve Jobs once said, “Focus is about saying no.” He went on to explain that focus isn’t just choosing what to do - it’s having the discipline to turn down a thousand other good ideas.
That quote has stuck with me. When you’re leading something new, the number of directions you can go in can be overwhelming. Everything looks like an opportunity; new markets, new products, new services, new customers, but over time I’ve learned that gaining traction and making progress depends less on trying to seize every good idea, and more on how you ruthlessly focus on the small number of critically important things that will underpin success for the long term.
As a leader, you need to keep reminding the team - and yourself - what really matters. Focus isn’t about limiting ambition; it’s about protecting it. It’s the difference between spreading energy thinly and applying it where it will make an impact.
Inspiring and encouraging people
The unknown can be intimidating. I’ve seen very capable people doubt themselves simply because the road ahead wasn’t clear. That’s where leadership becomes less about direction and more about belief.
Giving people this belief isn’t a big speech - it’s consistency. It’s being there, staying calm, being consistent. It’s showing people that uncertainty doesn’t mean danger, it just means discovery and an opportunity for learning. Encouragement coupled with support is what fuels a team through the long stretches when progress feels invisible and they need to take risk to make progress. When you keep doing this and reminding people that they are capable - that they can do this - you start to see confidence build quietly over time.
Managing through ambiguity
New ventures typically involve unexpected changes and challenges to initial plans and assumptions. Managing ambiguity involves recognising that not all answers will be available, and decisions should be made using the best data at hand, with the flexibility to adjust as new information emerges. Ambiguity is inherent in new projects, meaning outcomes and methods may be uncertain. The way setbacks are addressed can be more influential than reactions to successful outcomes. It is important for teams to understand risk-taking is part of the process, and assigning blame during difficulties will simply stop future efforts. Supporting team members in becoming comfortable with uncertainty is an important focus for leaders in such environments.
For me, the ability to balance flexibility with focus: adapt the plan when needed but stay clear on the end goal is fundamental to success. Communicate often, even if you don’t have big updates - because silence breeds uncertainty. When people know that it’s okay not to have everything figured out, they stop waiting for clarity and start creating it.
The satisfaction of seeing it come to life
There’s a special moment that happens later in the journey - when the early chaos starts to settle, and you begin to see what you’ve built. It might be a new win, a new product launch, a new market entry, or simply a team working in a completely new way. Suddenly, what once felt impossible becomes real.
That moment is deeply satisfying for everyone involved - not just because of the achievement, but because of what everyone learns along the way. You see people who were hesitant at first now leading with confidence. You see new skills, new mindsets, and a sense of pride that only comes from having stepped into the unknown and found your way through.
For me, that’s the real reward of working on something new. It’s not just the outcome - it’s the growth, both personal and collective. You realise how capable people are when given belief, direction, and purpose. And as a leader, you walk away having learned as much as you’ve taught.
Final thoughts
Taking a business into a new area is never easy. It requires clarity of purpose, relentless focus, and a belief strong enough to carry others along when the going gets tough as it inevitably will. You have to inspire confidence when the path isn’t clear, and keep the team anchored when ambiguity threatens to pull you off course.
But when you start to see progress - when the idea becomes reality - it’s worth every uncertain step. Because you haven’t just built something new in the business. You’ve built belief, capability, resilience and confidence in people - and that’s what truly lasts.