Running a business today means more than just keeping operations going. Business leaders are constantly asked to juggle performance, relevance, and responsibility — all while navigating evolving market conditions, complex teams and increased expectations. It can be overwhelming, even for those who’ve been at it for years.
The “now money, next money and never money” model that I am proposing offers a way to think more clearly about where attention and effort should go during times of extreme uncertainty.
Now money
Now money is what funds the present. It’s the income that pays salaries, covers bills and keeps the business engine running. It comes from what’s already working — the established services or products that clients or customers rely on.
The mistake some leaders make is focusing only on this stream. They become so involved in managing operations and protecting revenue that they forget to invest in future-focused learning or broader contribution. On the other end of the spectrum, some neglect now money because it feels repetitive. They assume that handing it off to a capable team means they no longer need to pay attention to it. But even a high-functioning business still requires strategic oversight from its leader.
Another common blind spot is disconnecting financial results from the non-financial elements that influence them — things like customer experience, team culture or innovation. These “intangibles” have a direct impact on now money, and often unlock potential for the other two streams.
No matter how exciting the other streams become, now money must never be neglected. It’s the base that holds everything else up.
Next money
Next money is smaller, often experimental and comes from efforts that are still taking shape — usually linked to new skills, future opportunities or ideas that haven’t yet matured. It might be revenue from speaking, consulting, writing or testing a new service or product.
A common mistake here is assuming that next money will come from the same source or industry as now money — just packaged differently. This assumption can limit real innovation. There’s also the unspoken fear: what if the new idea outperforms the existing business? That can create hesitation, even self-sabotage.
Another trap is chasing trends or fads without considering long-term relevance. Next money is meant to be future-focused, not just novel. And because it’s often more mentally stimulating than running the core business it can become a time sink — drawing attention away from what still needs a leader’s eye. Just because a business has a great team doesn’t mean the owner should disengage entirely from its direction.
The best next money initiatives are rooted in both curiosity and strategy. They grow steadily, not urgently.
Never money
Never money has nothing to do with revenue and everything to do with contribution. It’s the time and effort invested in work that strengthens others — individuals, communities or the environment — without expecting financial return.
The most common misstep is overcommitting or not being upfront about how much time and energy a cause really requires. Others use never money efforts as a visibility strategy — attaching themselves to popular causes for exposure or credibility. But this stream only works when it’s approached with the same work ethic and integrity as the other two. It’s not a hobby. And it’s not a shortcut to new business.
Another pitfall is expecting the same validation or feedback that now or next money provides. The reward here is different — it’s about impact, not income. When done right, never money deepens perspective, sharpens leadership and reaffirms a business leader’s role in something bigger than financial success.
Balancing all three streams isn’t about achieving equal effort in all three — it’s about being deliberate in the mix of the three. The mix will shift depending on what’s happening in the business, the market or the wider world. But the model itself is a constant. It’s not a reaction to uncertainty — it’s a steady way to lead through any season.
For business leaders wondering how to stay relevant, make a difference and still deliver results, this is one way to do it: stay grounded in what pays the bills, invest time and effort in what could come next, and show up for what matters beyond yourself.
• Vorster is an independent business adviser
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