Jehan Casinader: Does growth always need to be the goal?

For SME owners, expansion can come with hidden trade-offs, writes +MORE Ambassador Jehan Casinader.

Many businesses have big aspirations for the year ahead. Most of those aspirations can be summed up in one word: growth.

We often assume that growth is the primary goal of running a business.

We sell stuff… so we can sell more stuff. We get clients… so we can get more clients. We earn revenue… so we can earn more revenue.

Growth seems like the ultimate symbol of progress. Hiring new staff, opening in new locations, winning new contracts – we celebrate all of it.

But we rarely stop to ask: should growth actually be our main driver? And what’s the true cost of pursuing it?

A nation starved of growth

It’s pretty obvious why so many businesses are hungry for growth. New Zealand has endured years of economic stagnation. Last year, annual GDP fell by 0.5%.

Some sectors are beginning to recover. Naturally, many business owners want to hit the accelerator, and start growing again.

But there’s an important nuance. Most of +MORE’s clients aren’t running enormous multinational corporations, with hordes of shareholders demanding hefty dividends each year.

If you’re reading this column, you’re probably running a small-to-medium sized Kiwi business. That means you get to define what success looks like.

“How can we grow?” isn’t necessarily the most important question. Instead, perhaps it’s worth asking: “Why do we want to grow?”

The power of consolidation

Six years ago, I quit my comfortable job as a TVNZ journalist, and set up my own business as a speaker and communications coach.

For the first few years, I pursued growth in every area of my business. I wanted to maximise my commercial and social impact, and help as many people as I could.

I relentlessly tracked my numbers. I wanted more of everything. More speaking events, more coaching sessions, more clients… every single year.

If I didn’t improve on the previous year’s numbers, I felt like I’d failed – even though I achieved a huge amount, each calendar year.

Starting a business during the first year of the pandemic wasn’t easy. I’m grateful that I was able to build a solid foundation and a strong client base.

But as I move into my seventh year, I’ve found myself asking some deeper questions.

How many weekends am I willing to work? How many nights can I be away from home each month? Which are the clients that energise me, and which ones leave me feeling drained? Some of my answers surprised me.

For me, 2026 is not a year of growth. It’s a year of consolidation.

I want to work with fewer clients, and build deeper relationships. I want to prioritise the kind of projects that fulfil me. I want to do more pro bono work for causes I care about. And I want stronger boundaries between my work time and my downtime.

Yes, that may mean less revenue, and perhaps even less overall impact. But it doesn’t make me less ambitious. It just means I’m redefining what progress looks like, in this season of my life.

The hidden cost of growth

People start businesses for many different reasons. Perhaps you had a passion for your industry. Or you wanted to have more autonomy. Or you wanted to build an enterprise you could pass on to your children.

You probably didn’t get into business to chase growth for growth’s sake.

In fact, growth could be getting in the way of achieving the very things you went into business for.

Growth can be costly. It often involves high investment and high debt – to buy machinery, set up new facilities or expand your workforce.

It also requires an investment of owners’ time and energy, which can pull you away from the hands-on, day-to-day business activities that you love.

Growth can have wider social costs too. In her book Doughnut Economics, Kate Raworth challenged the West’s obsession with endless expansion. She argued that we need to learn how to operate within environmental limits.

If growth isn’t the goal, what is?

Parents know that children’s development often happens in spurts. There are periods of (often rapid) growth, followed by periods of consolidation.

Smart businesses work the same way. Rather than chasing continuous, year-on-year growth, it’s helpful to consider the areas that require consolidation.

Which parts of the business feel unnecessarily heavy right now? Which types of work create the most value, not just the most activity? Which teams or individuals within your business need more attention or support?

When considering these questions, it’s helpful to have external input. Accountants and business advisors can offer a fresh perspective, and challenge your assumptions.

If growth is still your goal, it doesn’t need to happen in every domain. For 2026, you could focus one or two growth areas, like margins, reputation, brand or client relationships.

Finally, as an owner, it’s important to align growth plans with your personal values.

All of us want to lead businesses we can be proud of. Reconnecting with your values can help to clarify your strategic decisions for the year ahead.

For many businesses, growth will be essential in 2026. But it should always be a conscious, considered choice – not a default.

There’s no point building a bigger business… when you can build a better one.

+MORE Ambassador Jehan Casinader is a public speaker, communications coach and small business owner. Connect with him on LinkedIn to share your story or insights.