We explore the critical balance between depth and breadth, recognising that while expertise earns a seat at the table, it is strategic thinking and systems awareness that sustain influence. Building confidence to contribute beyond our specialism becomes essential, even when we feel out of depth. Asking better questions, challenging constructively and connecting decisions across the business are key to adding value.

Equally important is understanding our impact as leaders. We set the tone, consciously or not. The idea of an emotional thermostat highlights how our behaviour, language and presence shape culture, expectations and what becomes tolerated. Small shifts in how we show up can have significant organisational impact.

Finally, accountability evolves. We move from reporting activity to owning outcomes, focusing on enterprise impact rather than functional outputs. This shift enables stronger strategic leadership, better decision making and more aligned senior teams.

Key points discussed

• • The identity shift from functional leader to enterprise executive
  • Balancing depth of expertise with breadth of strategic thinking
  • Building confidence to contribute beyond subject matter expertise
  • Using questions to add value at senior leadership level
  • The emotional thermostat and its impact on organisational culture
  • How behaviours signal what is tolerated within a business
  • Moving from activity reporting to accountability for outcomes
  • The importance of collective ownership at the top table

Key takeaway

Leading at the top table is less about what we know and more about how we think, show up and take responsibility for the whole organisation. Small shifts create significant impact.

About our guest:

Steve McNicholas is a leadership practitioner with nearly 30 years of experience across banking, insurance and private equity, including several C suite roles, including Chief People Officer. Having led complex organisational change and delivered strategic outcomes across multiple sectors, he now focuses on developing senior leaders through coaching, programmes and speaking. He is also the author of leadership books that share practical methodologies and real world insight to help leaders become more effective at the top level.

Thank you for tuning into this episode of The Strategic Leader podcast.

If you enjoyed the show, please give is 5 stars! It will help others find the show.Check out our previous episodes and remember to subscribe so you don’t miss our future shows.

If you have any questions or want to discuss anything, we’d love to hear from you:

www.gemmabullivant.co.uk (for Gemma)

www.wearegoodthinking.co.uk (for Fi)

Strategic leadership, team effectiveness and decision making all depend on creating space to think beyond the day-to-day.

The reality is most teams are pulled into operational detail. Even experienced leaders can spend up to 95 percent of their time on immediate tasks, leaving little room for long-term planning, innovation or organisational strategy. The first step is awareness. Understanding how time is currently spent versus how it should be spent creates a foundation for change.

From there, the discussion explores the critical levers that shape strategic performance. Time must be intentionally carved out, not treated as optional. Skills and experience determine how effectively that time is used, including the ability to guide conversations, summarise thinking and keep discussions at the right level. Team dynamics and culture also play a major role, especially where power, ego or behavioural norms limit contribution.

At the centre sits meeting architecture. Clear structures for weekly, monthly and quarterly discussions ensure the right conversations happen in the right place. This creates focus, reduces wasted time and enables leadership teams to operate more strategically and with greater impact.

Key points discussed

• Most senior leadership teams default to tactical work rather than strategic thinking
• Awareness of time spent on operational versus strategic work
• Strategic time must be deliberately created and protected
• Skills influence how effectively teams use limited strategic thinking time
• Strong behavioural skills help keep conversations at the right level
• Team culture and power dynamics can enable or block strategic contribution
• Ego and lack of expertise can lead to poor decision making or unfocused debate
• Clear meeting architecture ensures the right conversations happen at the right time

Key takeaway

Strategic leadership does not happen by default. It requires conscious choices about time, behaviour and structure, supported by clear meeting rhythms that enable better thinking and better decisions.

Thank you for tuning into this episode of The Strategic Leader podcast.

If you enjoyed the show, please give is 5 stars! It will help others find the show.Check out our previous episodes and remember to subscribe so you don’t miss our future shows.

If you have any questions or want to discuss anything, we’d love to hear from you:

www.gemmabullivant.co.uk (for Gemma)

www.wearegoodthinking.co.uk (for Fi)

In this episode we explore that question with Nicola Tilbury, Director at construction consultancy Potter Raper. Drawing on more than 30 years in the industry, Nicola shares how her own strategic capability evolved, often before she realised that was what she was doing.

We explore how strategic thinking often begins with noticing how things could be improved. Early in her career Nicola found herself stepping back from the day-to-day work, questioning processes, and creating new ways of assessing performance and capability. Those instincts eventually led her to take an even bigger strategic view, including developing a business case to open a new regional office.

From her perspective on the executive board, Nicola also shares the reality of balancing operational leadership with strategic leadership in a medium-sized organisation. With directors still closely involved in projects, it can be easy for conversations to drift into operational detail unless time and structure are intentionally created for strategic thinking.

A key insight from the conversation is the constant movement leaders need to make between different levels of thinking, zooming into operational detail, stepping back to the strategic picture, and connecting decisions across the wider organisation.

Key Points Discussed

• How Nicola first recognised she was thinking strategically by improving processes and team capability
• Why strategic thinking often starts with noticing how work could be done better
• The importance of stepping back from operational work to consider longer-term direction
• Why leadership teams in operational businesses must intentionally create space for strategy
• The role of facilitated strategy sessions in aligning leadership teams around purpose and values
• How strategy provides focus when industries face uncertainty or disruption
• The leadership skill of zooming between operational detail and the wider strategic picture
• Why communication becomes more important as leaders move into senior roles

Key Takeaway

Strategic leadership is not about staying permanently at the “big picture” level. It is the ability to move constantly between detail and perspective, while keeping the organisation aligned to its longer-term direction.

About our guest:

Nicola Tilbury is a Director at Potter Raper with more than 30 years’ experience in construction and project management. She has worked on a range of strategic initiatives over that time, including setting up a new office, and evolving the organisation's internal business approach, and she plays an active role in industry mentoring, networking initiatives for women in construction, and leading the firm’s ESG strategy.

https://www.linkedin.com/in/nicola-tilbury-3a5b0915/

Thank you for tuning into this episode of The Strategic Leader podcast.

If you enjoyed the show, please give is 5 stars! It will help others find the show.Check out our previous episodes and remember to subscribe so you don’t miss our future shows.

If you have any questions or want to discuss anything, we’d love to hear from you:

www.gemmabullivant.co.uk (for Gemma)

www.wearegoodthinking.co.uk (for Fi)

In this episode we explore that question through the lens of COO leadership with our guest, Divinia Knowles. Drawing on her experience as a COO, CEO and now a coach to operational leaders, she shares what she has learned about the shift from execution to strategic contribution.

One of the biggest transitions, particularly for COOs and operational leaders, is moving from being valued for what you deliver to being valued for how you think. We discuss why this shift can feel uncomfortable, especially when working alongside visionary founders or strong personalities who appear naturally strategic.

Divinia introduces her model of role, remit and relationships, offering a practical way for COOs to understand the value they bring to a senior leadership team. We also explore the confidence barrier many executives face when contributing to strategy, including the very common experience of questioning whether you are allowed to challenge the CEO or shape the direction of the business.

A key theme running through the conversation is the need to deliberately create thinking space. Strategic leadership rarely appears in the gaps between meetings. It requires time, perspective and the confidence to develop your own view of the business.

Key Points Discussed

• Why COOs are often defined by doing and why that can make the transition to strategic leadership harder
• The shift from being valued for execution to being valued for thinking and perspective
• How Divinia’s model of role, remit and relationships helps clarify the COO contribution
• Why many executives feel uncertain about challenging strategy at the leadership table
• The dynamic between visionary founders and operational leaders
• How leadership teams benefit from different thinking roles and perspectives
• Why “be more strategic” is often unhelpful feedback without clarity or support
• The importance of protecting time for thinking as a core leadership responsibility

Key Takeaway

Moving from operational excellence to strategic leadership requires a deliberate shift. Creating thinking time, forming your own perspective and contributing it confidently are essential steps in that transition.

About our guest:

Divinia is a former start-up and scale-up Chief Operating and Financial Officer, now an EMCC-accredited coach and founder of the London COO Roundtable. She has coached over 150 COOs, CEOs and founders through growth, complexity and exit. She specialises in working with COOs and senior leadership teams, bringing a practical, honest perspective on the realities of operating at the top of organisations. Her background includes senior roles at Mind Candy and Pact Coffee, alongside extensive psychologically informed coaching training.

https://www.cooroundtable.com/

https://www.linkedin.com/in/diviniaknowles/

Thank you for tuning into this episode of The Strategic Leader podcast.

If you enjoyed the show, please give is 5 stars! It will help others find the show.Check out our previous episodes and remember to subscribe so you don’t miss our future shows.

If you have any questions or want to discuss anything, we’d love to hear from you:

www.gemmabullivant.co.uk (for Gemma)

www.wearegoodthinking.co.uk (for Fi)

Being strategic at the top table is not only about functional expertise or enterprise thinking. It also depends on how you show up behaviourally and how your behaviour interacts with others in the room. This episode explores why behavioural roles matter so much in executive and senior leadership teams, especially when dealing with complex problems.

Using frameworks such as Belbin team roles and Core Strengths, the focus is on understanding your default lens, what happens when you are on autopilot, and how different behavioural styles can either unlock better decisions or quietly undermine progress. The conversation highlights why teams often gravitate towards people who think like them, and why that comfort can become a strategic weakness.

Through practical examples from real leadership teams, the episode explores common gaps such as too many ideas with not enough follow through, or strong delivery without enough creative thinking. It also looks at how leaders can dial certain behaviours up when needed, when that is realistic, and when it makes more sense to bring others into the room, including facilitators or specialists.

Key Points Discussed:

• Why behavioural dynamics shape what really happens at the top table
• How we naturally gravitate towards people who think like us (and why that’s risky)
• The concept of behavioural “default lenses” and what happens when we operate on autopilot
• An introduction to Belbin team roles and why most exec teams are missing at least one critical role
• How over-indexing on certain behaviours (e.g. too many ideas, not enough follow through) quietly undermines progress
• Why irritation between leaders is often a clash of roles, not competence
• The difference between dialling a behaviour up intentionally versus expecting it to become a strength
• How shared language around behaviour depersonalises conflict
• When to stretch yourself and when to bring others into the room
• Why awareness of how you work together is a strategic capability, not a “soft” extra

Key Takeway

Ultimately, this is about building awareness, shared language and intention so behavioural differences become a strength rather than a source of friction.

Thank you for tuning into this episode of The Strategic Leader podcast.

If you enjoyed the show, please give is 5 stars! It will help others find the show.Check out our previous episodes and remember to subscribe so you don’t miss our future shows.

If you have any questions or want to discuss anything, we’d love to hear from you:

www.gemmabullivant.co.uk (for Gemma)

www.wearegoodthinking.co.uk (for Fi)

We set out the core focus for the series: understanding what it truly takes to operate effectively at executive and senior leadership level. Rather than talking about strategy in theory, we explore the lived reality of sitting around the big table and the expectations that come with it.

We introduce the idea of three distinct hats every senior leader must learn to recognise and consciously switch between. the common traps leaders fall into, and how we often underestimate the impact of behaviour at senior level.

If you are already at the table, aspiring to be there, or simply curious about how senior teams really work, this episode sets the foundation for the series ahead.

Key Points Discussed:

• The difference between functional expertise and executive leadership
• Why your “subject matter expert” hat is the most comfortable and potentially the most limiting
• The shift from representing your function to owning organisational outcomes
• How senior leaders share accountability for company-wide KPIs, not just their own
• Why competing objectives across teams create healthy tension – when handled well
• The hidden third hat: behavioural impact and team dynamics at the top table
• How informal roles (the challenger, the harmoniser, the driver) shape executive conversations
• Why poor dynamics at senior level are both costly and culturally contagious
• The importance of consciously switching hats rather than defaulting to habit

Key Takeaway: Getting a seat at the senior table is an achievement. Using that seat well is a choice. Senior leadership requires more than deep functional expertise – it demands organisational ownership and behavioural awareness. The most effective leaders know which hat they’re wearing, when to switch, and how their presence shapes the room.

Next listen: If this topic resonates, you may also want to listen to our most popular episode from Series 4 with Indy Lachhar, who shares her perspective on the realities of being a Chief People Officer.

Subscribe to the podcast so you do not miss upcoming guest episodes.

Connect with us on LinkedIn and share the strategic leadership questions you want us to explore this series.

If you enjoyed the show, please give is 5 stars! It will help others find the show.

www.gemmabullivant.co.uk (for Gemma)

www.wearegoodthinking.co.uk (for Fi)

1. Performance management - we challenge the language we use and frame performance in a fresh way that you can apply immediately.
2. Pay transparency - the real opportunity we can leverage from the EU directive.
3. AI in the workplace - Gemma shares her biggest concern, when it comes to people and culture, and what to do about it
4. Total EVP – Gemma's new term, a build on Total Reward, that goes beyond reward and what intrinsic motivators like mastery and purpose have to do with talent attraction and retention.
5. Leadership – find out how we relate surfing to the leadership skills we need in 2026
6. HR as a culture-shaper - the hill Gemma will die on. Why the future HR function must lead, not react.

Grab a festive drink and join us for a cozy and candid chat.

Merry Christmas from us to you! 🎄✨

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

Many of us equate niceness with being a good leader. But we suggest that when we soften messages, it is more about avoiding discomfort and tiptoeing around conflict.

We explore why ‘being nice’ can often lead to unclear expectations, unspoken issues, and missed opportunities for growth, both for individuals and the organisation as a whole.

Instead of chasing niceness, we suggest aiming for kindness, which requires clarity, courage, and putting the other person’s development above your own comfort.

Drawing on Kim Scott’s Radical Candor model, we discuss how to balance care with challenge, how to give feedback that lands, and why 15 seconds of discomfort is often all it takes to make a real difference.

If you're leading a team or shaping culture, this episode will help you understand why niceness can get in the way of effective leadership, and what to do instead.

We offer practical tips for building a feedback culture, reframing discomfort, and communicating with compassion and courage.

Key points discussed

• The difference between being ‘nice’ and being kind
• Why discomfort often signals a moment of real leadership
• The Radical Candor model: care personally, challenge directly
• Why giving feedback isn’t about you - it’s about their growth
• How to normalise feedback through culture and habit
• Top tips for handling courageous conversations effectively

Key takeaway

Being nice can feel safe, but it often masks avoidance. True kindness means stepping into discomfort, offering clarity, and prioritising growth over harmony.

Courageous conversations aren’t easy - but they are essential.

Thank you for tuning into this episode of The Strategic Leader podcast. 

If you enjoyed the show, please give is 5 stars! It will help others find the show.Check out our previous episodes and remember to subscribe so you don’t miss our future shows.

If you have any questions or want to discuss anything, we’d love to hear from you:

www.gemmabullivant.co.uk (for Gemma)

www.wearegoodthinking.co.uk (for Fi)

We talk to Geraldine Gallacher - CEO, coach, author and president of the City Women’s Network - about the deep-rooted systems that continue to hold women back in leadership. She shares her wealth of knowledge, and explains the causes she sees as key to understand and address - systemic bias, cultural norms and unspoken expectations.

We explore how leadership still tends to favour agentic qualities like dominance and decisiveness, generally associated with men, and often sidelines qualities more valued by employees, such as collaborative and inclusive behaviours.

We also talk about how women are judged more harshly for the same behaviours that are seen as strong in men, and why many women struggle to find visible role models who lead in a way they can relate to.

Geraldine shares some practical points, to help organisations continue to address this ongoing challenge.

Key Points Discussed

• Leadership is still widely associated with agentic rather than collaborative styles
• Many women blame themselves for a lack of progress rather than recognising systemic bias
• Flexible working policies exist but workplace culture has not caught up
• Young women may not notice bias until they are more advanced in their careers
• There is still a lack of relatable female role models in leadership
• Men are also penalised when they deviate from traditional norms, especially in parenting
• Women’s development programmes can help open eyes to what is systemic rather than personal

Key Takeaway

The issue is not with women. It is with the structures that still reward one narrow idea of leadership. Until organisations stop gendering leadership traits and take systemic action, progress will remain stuck.

If you liked this, you might like these related episodes:

S4 07 - How to be a More Strategic HR Leader?

S2 08 - The Key to Confident Leadership

S2 01 -Overcoming Imposter Syndrome

About Geraldine Gallacher

Geraldine is a pioneer in coaching setting up The Executive Coaching Consultancy in 1994 and qualifying as a Master Coach with the Association of Coaching early in its inception.

In 2005 she had something of an epiphany when she started to question why she was coaching so many men and not women. This led to her writing her book Coaching Women, Changing the System not the Person and launching her own podcast Shifting the Needle where the needle she’s referring to is the number of women leaders in business. 

Thank you for tuning into this episode of The Strategic Leader podcast. 

If you enjoyed the show, please give is 5 stars! It will help others find the show. Check out our previous episodes and remember to subscribe so you don’t miss our future shows.

If you have any questions or want to discuss anything, we’d love to hear from you:

www.gemmabullivant.co.uk (for Gemma)

www.wearegoodthinking.co.uk (for Fi)

We talk about the EU Pay Transparency Directive, what it requires, and why even UK-based organisations can’t ignore it.

Gemma explains the four core areas of the directive: recruitment transparency, clear pay structures and progression criteria, employees’ new rights to pay information, and enhanced gender pay gap reporting requirements.

You will learn why simply publishing salaries isn’t enough. You’ll need robust job architecture, fair progression frameworks, and the ability to explain pay decisions in clear, accessible terms. We discuss how greater transparency can strengthen trust, but also the risks if outliers and inconsistencies aren’t identified and addressed.

You’ll leave with practical steps to assess your organisation’s readiness, from putting salaries in job ads to internal pay equity reviews, plus a roadmap for compliance by June 2026.

Whether you have EU-based employees or not, market shifts mean transparency will soon be the norm.

Key points discussed

• • Why the EU Pay Transparency Directive matters beyond the EU
  • Four core requirements: recruitment transparency, pay structures, employee pay rights, detailed reporting
  • How cultural expectations are shifting towards greater pay transparency
  • Risks of ignoring preparation, including outliers and employee dissatisfaction
  • Importance of job architecture and clear progression criteria
  • Practical resources for June 2026 compliance

Key takeaway

Pay transparency isn’t just about putting pay ranges in job ads. It requires solid structures, clear processes, and cultural readiness. Acting now will protect trust, compliance, and competitive hiring strength.

For a deeper dive, download Gemma’s free Readiness Checklist and EU Pay Transparency Guide.

And if you liked this episode, try:

S4.02 – Are performance ratings still fit for purpose?

S4.03 – Is it time to redefine performance?

Guide  – How to link pay to performance

Thank you for tuning into this episode of The Strategic Leader podcast. 

If you enjoyed the show, please give is 5 stars! It will help others find the show. Check out our previous episodes and remember to subscribe so you don’t miss our future shows.

If you have any questions or want to discuss anything, we’d love to hear from you:

www.gemmabullivant.co.uk (for Gemma)

www.wearegoodthinking.co.uk (for Fi)

Chief People Officer Indy Lachhar shares her real-world perspective on how HR can think and act more strategically without relying on textbook definitions or theory.

She reframes strategy as a daily mindset, focusing on staying aligned to the real goals of the business, building trusted relationships, and focusing on the few things that really drive value. This last one involves getting better at saying no.

We explore how asking better questions, not jumping to solutions, and holding firm on what matters helps HR shift from task delivery to value creation. Indy also shares her weekly reflection habit, how she approaches saying no, and the shift from delivering initiatives to shaping impact.

If you're in HR and want to feel more confident and focused and operate with more impact,  this conversation covers helpful tips and techniques to ask great questions and adopt a strategic mindset.

Key Points Discussed

• Strategy starts with aligning people work to business outcomes, not building plans
• HR must listen well, and ask better questions to uncover what really matters
• Relationships are the foundation of strategic influence
• Focus on 3–5 things that truly drive value, not long to-do lists
• HR's unique visibility gives it powerful insight into what drives performance
• Strategic clarity often means saying no to the wrong work
• Reflection helps you show up with purpose and intention each week

Key Takeaway

Being strategic in HR isn’t about theory or a one-off activity. It’s a daily habit about aligning with business goals, listening with intent, asking better questions, and choosing what truly creates value.

If you liked this, you might like these related episodes:

S4 01 - What does it mean to think strategically at work?

S1 10 - How to align your strategy to business goals

S1 07 -Taking HR from Reactive to Transformational

About Indy Lachhar

Indy Lachhar is Chief People Officer at Robert Walters Group, where she leads the global people strategy and a team of 140 HR professionals across 30 markets. With a strong track record in leadership development, organisational culture and talent transformation, she champions a people-first approach grounded in authenticity, care and entrepreneurial spirit.

Indy has held senior HR roles across the Group, shaping initiatives that embed inclusive leadership, psychological safety and long-term talent development. She brings a strategic lens to the CPO role, aligning people practices with business growth while elevating HR as a critical partner in driving organisational success.

Thank you for tuning into this episode of The Strategic Leader podcast. 

If you enjoyed the show, please give is 5 stars! It will help others find the show.Check out our previous episodes and remember to subscribe so you don’t miss our future shows.

If you have any questions or want to discuss anything, we’d love to hear from you:

www.gemmabullivant.co.uk (for Gemma)

www.wearegoodthinking.co.uk (for Fi)

This episode explores how decisions about work location are often based on personal opinion rather than data, and why that leads to poor outcomes.

Dr Gemma Dale shares insights from her academic research, showing how deeply held beliefs about productivity and presence still drive leadership behaviour. Many organisations still lack a clear definition of what good performance actually means. Instead, they default to outdated assumptions, such as equating visibility with effectiveness. We explore why so many hybrid models fall short, often because they were never properly designed to support new ways of working.

And we talk about experience bias, and how senior leaders often unconsciously shape policy based on what worked for them in the past. We also highlight the need for organisations to stop searching for a single right answer, and instead look at what works in their own context, based on real data.

This is a call to think more clearly about how work gets done and to build working models that are intentional, flexible and fit for the future.

Key Points Discussed:

• • The influence of experience bias in leadership decision-making
  • How visibility is often mistaken for performance
  • The missing piece: a clear definition of performance
  • The problem with one-size-fits-all approaches to flexible work
  • The value employees place on autonomy and flexibility
  • Why many hybrid models fail without proper design
  • The role of HR in challenging assumptions with evidence

Key Takeaway:

The real question is not where work should happen, but how people can work at their best. Strategic leaders need to focus on performance, purpose and evidence, not outdated habits or loud opinions.

Some research listeners might find helpful (not all mentioned in the episode)

https://www.kcl.ac.uk/news/uk-workers-increasingly-rejecting-return-to-office-mandates-study-finds

https://www.publicfirst.co.uk/hybrid-work-commission-report.html

Some of Dr Gemma Dale's books:

Flexible Working

How to Manage Remotely

Thank you for tuning into this episode of The Strategic Leader podcast. 

If you enjoyed the show, please give is 5 stars! It will help others find the show.Check out our previous episodes and remember to subscribe so you don’t miss our future shows.

If you have any questions or want to discuss anything, we’d love to hear from you:

www.gemmabullivant.co.uk (for Gemma)

www.wearegoodthinking.co.uk (for Fi)

Drawing on the World Economic Forum’s Future of Jobs Report 2025, we explore which capabilities will matter most for individuals, teams, and organisations.

Unsurprisingly, AI and big data dominate the list, but what stood out to us was how essential human-centred skills, like resilience, flexibility, curiosity and emotional intelligence, are set to surge in importance.

These so-called “soft skills” are not easy; they’re hard to teach, hard to measure, and hard to master. But they are crucial. We discuss what this means for leaders, HR teams and individuals - whether it’s how we train, how we recruit, or how we think about our own career development.

We also explore how skills like systems thinking, motivation, and social influence connect to broader strategic leadership, especially in a volatile, uncertain world.

This episode is a useful evidence-backed prompt to rethink how we value and develop the less tangible, yet deeply impactful, skills that will define success in the decade ahead.

Key Points Discussed:

• The most in-demand skills by 2030 from the WEF Future of Jobs Report
• Why “soft skills” are in fact hard, and increasingly essential
• The rise of resilience, agility, and self-efficacy as strategic capabilities
• Why curiosity may be the most underrated leadership trait
• The need for a T-Shaped approach - breadth, not just depth
• The concept of a Renaissance mindset and its relevance in the AI era
• How leaders can support team development in a rapidly changing world
• The implications for recruitment, L&D and individual career planning

Key Takeaway:

AI and tech skills will be crucial, but so will human skills. Strategic leaders must rethink how they prioritise, train, and support so-called “soft skills” such as resilience, curiosity and agility.

Link to World Economic Forum Report (go to page 41 for the matrix we talk about)

https://www.weforum.org/publications/the-future-of-jobs-report-2025/

Thank you for tuning into this episode of The Strategic Leader podcast. 

If you enjoyed the show, please give is 5 stars! It will help others find the show.Check out our previous episodes and remember to subscribe so you don’t miss our future shows.

If you have any questions or want to discuss anything, we’d love to hear from you:

www.gemmabullivant.co.uk (for Gemma)

www.wearegoodthinking.co.uk (for Fi)

In this episode, we speak with Naureen Hussain, a privacy, data governance and responsible AI specialist, to explore how HR can lead the AI revolution. We talk about why HR can and should be a core voice in shaping organisational AI strategy, and how to practically assess the impact of AI across roles, talent development and recruitment.

Naureen shares how HR’s unique organisational perspective makes it well-placed to act as a leader and a critical friend in AI adoption, identifying not just where efficiencies can be gained, but where governance, fairness and trust must be embedded. From mapping hidden AI in current systems to testing small, focused use cases, we cover the building blocks for a proactive AI approach in HR.

We also explore why governance isn’t a blocker, but a strategic enabler that helps HR leaders stay ahead of disruption.

If you’re wondering how to start shaping an AI-enabled future of work, this conversation is packed with insight.

Key Points Discussed:

• Why HR must shape, not follow, the organisation's AI strategy

• How to map AI impact across job roles and reskilling needs

• Identifying “hidden AI” already in HR systems and tools

• Practical first steps: start small, go deep, stay focused

• The role of governance in enabling safe, strategic AI adoption

• How AI adoption intersects with DEI, trust and transparency

• Why HR's panoramic view makes it essential to AI leadership

• The risks of blind trust in tech, and how to avoid them

Key Takeaway:

AI is not really a tech issue, it's a people issue. HR leaders must step up, ask better questions, and shape strategic AI adoption with purpose, clarity and care.

About Naureen Hussain

With over 20 years of experience at the intersection of data, law, technology and business transformation, Naureen Hussain is a trusted adviser in responsible AI, data governance and privacy. Through her consultancy, Luminate Advisers, she works closely with business leaders to connect strategic goals with safe, inclusive and practical AI adoption. From stress-testing strategies to aligning governance with real-world challenges, she supports clients to lead confidently, not just compliantly, in an AI-driven world.

She has a deep understanding of the HR world, having supported HR teams as an employment lawyer for many years. She has worked directly with C-suite leaders across sectors, led complex cross-functional teams, driven risk and compliance transformation in challenging environments, and helped global brands like Virgin Media O2 and Huawei accelerate responsibly.

You'll find the cheat sheet she referred to on her website here.

And feel free to contact her directly if you want to know more about the research she mentioned.

Thank you for tuning into this episode of The Strategic Leader podcast. 

If you enjoyed the show, please give is 5 stars! It will help others find the show.Check out our previous episodes and remember to subscribe so you don’t miss our future shows.

If you have any questions or want to discuss anything, we’d love to hear from you:

www.gemmabullivant.co.uk (for Gemma)

www.wearegoodthinking.co.uk (for Fi)

In this episode we challenge the assumptions and complexity behind a term we think we all understand. Starting with the uncomfortable truth that most organisations operate without a shared definition. And we explore the consequences of trying to reward or manager performance without this clarity.

We introduce a four-part model of performance, developed by Gemma though real-life client experience.

We discuss how performance is dynamic, nuanced and influenced by context, and how conflating its component parts can often lead to flawed pay and promotion decisions.

Key Points Discussed

• Why “performance” is often poorly defined in organisations
• Four key dimensions of performance: effort, behaviours, skills, outcomes
• Separating performance dimensions to improve reward and promotion clarity
• Why impact and added value might deserve their own dimensions
• The link between performance frameworks and fairer, strategic reward systems

Key Takeaway

Performance isn't one thing. It's a multi-dimensional, evolving concept. Without a shared definition, we risk managing and rewarding it in ways that are biased, inconsistent or unhelpful. A clearer, more structured view helps leaders to make better strategic decisions.

Thank you for tuning into this episode of The Strategic Leader podcast. If you enjoyed the show, please give is 5 stars! It will help others find the show.

Check out our previous episodes and remember to subscribe so you don’t miss our future shows.

If you have any questions or want to discuss anything, we’d love to hear from you:

www.gemmabullivant.co.uk (for Gemma)

www.wearegoodthinking.co.uk (for Fi)

We’re joined by Anna Rasmussen, CEO and Founder of OpenBlend, who brings over a decade of experience helping organisations build people-first performance cultures. Anna suggests ratings alone are not the problem – it’s how they're used. When treated as a once-a-year judgement with no context, they can disempower. But when paired with continuous performance conversations and effective employee–manager 1:1s, they become a valuable tool that not only supports development and accountability, but actually drives performance.

We explore how to align performance conversations with the employee journey, how to equip managers with the mindset, skillset and toolset to succeed, and why ratings are becoming more popular again – not to measure performance, but to drive it. We also touch on the impact of linking ratings to pay and the need for fairness, trust, and clear expectations throughout the year.

This episode is essential listening for leaders and HR professionals questioning whether to scrap ratings, or simply use them better.

Key Points Discussed

• Why many organisations are returning to performance ratings, but using them differently
• The risk of ratings being a ‘dumping ground’ for poor performance management
• How to design better performance conversations from day one of the employee journey
• The link (or lack of link) between ratings and pay – and what really drives fairness
• The importance of ongoing dialogue over one-off appraisals
• Empowering employees by making performance conversations more transparent and timely
• How manager capability is central to making the system work
• A practical framework: mindset, skillset and toolset for managers

Key Takeaway

It’s not the rating that’s the issue – it’s the absence of regular, meaningful conversations that disempowers employees. Performance design must start on day one and be owned every day, not just at year-end.

About Anna Rasmussen

Anna is the CEO and Founder of OpenBlend. With over 17 years of experience in leading and coaching teams, managers, and organisations, she’s passionate about unlocking human potential. Her mission is simple: to upskill and empower managers to lead highly effective, coaching-led 1:1 conversations that drive performance and people development.

OpenBlend is a performance platform designed to enable meaningful 1:1 conversations between managers and their teams. It boosts performance, supports employee development, and helps organisations build people-first cultures. Working across a wide range of industries and sectors, OpenBlend helps organisations attract, engage, motivate, and retain their talent, and build high-performing teams.

www.OpenBlend.com

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

We explore a simple approach: start by getting some perspective (take the balcony view rather than getting stuck on the dance floor), stay open to other possibilities (two things can be true at once), and always come back to context – what problem are we actually trying to solve?

We’ve both seen this in action and we talk about tangible examples, such as designing a bonus scheme and everyone comes to the table with strong preferences, on we have tackled these situations and how the approach we suggest can really help. It creates space to listen, explore alternatives, and let go of the idea that there’s one perfect answer.

You don’t need to have all the answers to be strategic. But you do need to stay curious, ask the right questions, and be willing to think differently.

This episode sets the tone for the rest of the series, where we’ll explore big hairy questions, and how to navigate these more strategically.

Key Points Discussed

• Why strong opinions can hinder strategic clarity
• The importance of moving from opinion to strategic viewpoint
• The “balcony vs dance floor” metaphor for gaining perspective
• How curiosity unlocks better thinking in group discussions
• The danger of seeking to “win” over others in strategic debate
• The value of considering context over personal preference
• Using the “disagree and commit” mindset in leadership
• The three-part strategic approach: Perspective, Alternatives, Context

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

In this episode the hosts look at how meetings, away days, training sessions, and team coaching each require distinct approaches to be truly effective.

They reveal why they think team building can be a bit random, and not always address the key needs of a team to be truly effective.

They talk about the importance of selecting the right approach for each situation and avoiding the common trap of defaulting to training or team building, when other interventions might be more suitable. They encourage leaders to consider their teams' specific needs and invest in the most effective methods for team effectiveness.

Key Discussion Points

• • Why leaders must be intentional about different types of team gatherings.
  • The role of a chair in ensuring team meetings are structured and productive.
  • The value of an external facilitator for strategy sessions to keep discussions focused.
  • How training differs from other interventions, focusing on skill-building and knowledge sharing.
  • The role of team coaching in improving group dynamics, trust, and effectiveness.
  • Why team building activities alone don’t always improve team performance.
  • How different approaches can overlap and complement each other for maximum impact.

Key Timestamps

[03:04] – The importance of being intentional about different types of gatherings.

[03:37] – The role of a chair in structuring effective team meetings.

[06:52] – Why strategy away days need a facilitator to keep discussions structured.

[10:28] – The difference between training and facilitation in leadership development.

[17:48] – What team coaching is and how it helps team effectiveness.

[21:19] – The limitations of team building and why it’s not always the answer.

[25:19] – How these different approaches can overlap.

Key Takeaway

Leaders often default to meetings or training when bringing teams together, but different gatherings require different approaches. By understanding the roles of chairs, facilitators, trainers, and team coaches, and deciding which role suits the situation best, leaders can ensure team gatherings will drive real results.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

Fiona shares insights from her work in leadership and team coaching, highlighting how individual brilliance does not automatically create a high-performing team. They introduce a seven-part model from Lucy Widdowson that defines the 7 essential elements of effective teamwork, including purpose, identity, relatedness, values and beliefs, awareness, ways of working, and transformation.

Through analogies such as football teams and leadership dynamics, they explore common team challenges, from ineffective meetings to the impact of ‘banter’ masking deeper issues.

They offer practical guidance for leaders to assess and enhance their teams, including using the Johari Window for awareness and revisiting team purpose.

To help listeners apply these concepts, Fiona shares a simple questionnaire for evaluating team effectiveness, which can be used individually or in team discussions. Whether leading a team or participating in one, this episode provides essential insights for optimising team performance.

Key Discussion Points

• Why high-performing individuals don’t always create a high-performing team

• The seven characteristics of high-performing teams (Lucy Widdowson’s model)

• Why teams need a clear purpose and shared identity

• How leaders can use feedback and awareness tools like the Johari Window

Key Timestamps

03:00 – Why a group of ‘superstars’ doesn’t automatically create a high-performing team

05:20 – Classic signs of an ineffective team

07:10 – The problem with banter: masking difficult conversations instead of addressing them

08:00 – Introducing Lucy Widdowson’s seven characteristics of effective teams

12:30 – The role of identity in a team and how external perceptions matter

17:45 – Why defining team values and behaviours is essential for cohesion

22:30 – Practical ways to improve team meetings and decision-making processes

28:30 – How leaders can assess their team’s effectiveness and identify areas for improvement

Key Takeaway

High-performing teams don’t happen by accident. They require clarity of purpose, strong relationships, shared values, and the ability to adapt. Leaders should prioritise team effectiveness over individual achievements and regularly assess team dynamics using structured models and feedback tools.

Fiona's Team Effectiveness Questionnaire:

Using a simple ratings system, where a score of 1 = not at all and a score of 5 = completely, all the time, answer the following questions:

1. We have a clear instruction and mandate from the wider organisation and those we report to
2. Achieving our team goals is recognised and rewarded above our individual goals, or those of our individual teams
3. We have the right selection of necessary, complementary skills within the team
4. We can clearly articulate and own our overall purpose
5. We are working towards shared goals in an effective manner
6. We commit to clear actions and with accountability and follow-through
7. We have clear and effective ways of working together
8. We maintain a high level of moral and commitment between us
9. We are fully engaged and involved in meetings. We make good use of our diversity when we meet
10. The outcomes we reach in meetings are better than any individual could have reached alone
11. We leave our meetings feeling more focused, supported and energised
12. We have good relationships with all our key stakeholders, and any team member can represent views of the whole team
13. We constantly scan our stakeholder environment, and attend to changing needs and perceptions
14. We regularly and effectively attend to our own development as a team
15. We all give good quality real-time feedback and provide a balance of support and challenge to each other

Questions based on work by Professor Peter Hawkins.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

Drawing on personal experiences and coaching insights, we have a natter about the unique challenges this shift can pose. What's your new leadership identity? How do you balance team dynamics? How do you ensure you fulfil what the organisation needs of you in this new role?

Fi shares a candid anecdotes about one of her own career missteps and lessons she learned when she was promoted over a team-mate to assume management of him.

We look at a few other things that might be getting in the way - imposter syndrome, the need for peer approval, and figuring out new senior leadership responsibilities.

We suggest 3 helpful lenses for navigating this transition effectively:

• define your leadership style
• understand individual and team needs
• ensure you also meet organisational expectations.

Key Points Discussed

• The emotional challenges of transitioning from peer to leader.
• The importance of crafting a leadership identity and owning your new role.
• Balancing team needs with the organisation's strategic goals.
• Recognising and addressing individual dynamics within the team.
• Strategies to maintain consistency and build credibility as a new leader.
• Insights on seeking or providing professional support during leadership transitions.
• Tackling imposter syndrome and trusting the hiring process.

Key Timestamps

[02:14] – Introduction to the challenges of managing a former team.

[03:02] – Fi’s personal experience: transitioning to her first management role.

[05:06] – The pitfalls of inconsistency and the struggle to establish authority.

[08:24] – The critical role of identity in leadership transitions.

[13:25] – The value of coaching and intentional reflection during the first 90 days.

[16:24] – Three lenses for leadership: style, team needs, and organisational expectations.

[21:31] – Treating a team as both a group and as individuals.

[24:38] – Real-life example: the Flexi Time policy dilemma.

[27:38] – Overcoming self-doubt and trusting organisational decisions.

[28:23] – Encouragement for aspiring leaders to seize new opportunities.

Key Takeaway

Transitioning from team member to team manager requires intentional effort, self-awareness, and a clear understanding of organisational expectations. Success lies in embracing your leadership role, addressing team dynamics thoughtfully, and trusting your ability to rise to new challenges.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

A central theme is the importance of defining the decision-making process - understanding roles, responsibilities, and accountabilities - before tackling the decision itself.

The conversation highlights the RACI framework (Responsible, Accountable, Consulted, Informed) as a valuable tool for clarifying roles.

The hosts also address the concept of consensus, challenging the notion that universal agreement is always ideal. Instead, they explore practical alternatives like “disagree and commit” and “safe-to-try” approaches, fostering commitment even when initial preferences differ.

Listeners are encouraged to consider the impact of perfectionism and bias on group decisions. Concepts like gut instinct and iterative decision-making, inspired by Colin Powell’s 40–70% rule, help avoid paralysis by analysis.

This episode equips HR professionals and business leaders with actionable strategies to overcome decision-making roadblocks, improve collaboration, and achieve outcomes that align with organisational goals, even amidst diverse opinions.

Key Points Discussed

• Defining the decision-making process: roles, responsibilities, and expectations.
• Using the RACI framework to clarify team roles.
• The pros and cons of consensus-based decision-making.
• Practical alternatives: “disagree and commit” and “safe-to-try” approaches.
• Avoiding perfectionism and paralysis by analysis with the 40–70% rule.
• Recognising and addressing biases in decision-making.
• Balancing individual preferences with team-wide priorities.
• Managing post-meeting alignment to avoid backchannel dissent.

Key Timestamps

[03:51] Importance of clarifying how decisions are made before discussing the “what.”

[06:12] Introducing the RACI framework: Defining roles in decision-making.

[09:03] Practical examples of RACI in action.

[12:36] Consensus decision-making: Benefits, challenges, and realistic alternatives.

[15:54] Differentiating between preferences and critical issues.

[17:31] Consent decision-making: The “safe-to-try” principle.

[21:03] Colin Powell’s 40–70% rule for timely decisions.

[25:04] Gut instinct as a decision-making tool.

[27:47] Summary of key strategies for effective team decisions.

Key Takeaway

Effective team decision-making requires clarity on roles, responsibilities, and expectations. Tools like RACI, “disagree and commit,” and gut instincts enable teams to balance diverse perspectives, avoid perfectionism, and make decisions that drive progress.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

We also sprinkle in some reflective coaching questions to help you look back on your own year and plan for the next.

Use these questions to spark your thinking:

• • What are you most proud of this year?
  • What challenges did you face, and how did you overcome them?
  • What have you learned about yourself?
  • What would you like to do differently next year?
  • What next? From big goals to small next steps...

Grab a festive drink and join us for a cozy and candid chat.

Merry Christmas from us to you! 🎄✨

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

Fiona draws on her Team Coaching experience and explains the four core principles of the rapid teaming model: establishing shared purpose, building psychological safety, managing individual contributions, and streamlining team processes.

Real-world examples, from a Chilean mining rescue to Spotify's iterative Work From Anywhere policy, illustrate how these principles can be applied to quickly establish strong team performance.

Listeners will also learn about the concept of situational humility, which encourages team members to set aside ego for collective impact.

By combining theory and practical examples, this episode offers actionable insights for HR professionals and leaders aiming to build highly adaptable and collaborative high-performing teams.

Key Points Discussed:

Why most workplace challenges require team collaboration.

Limitations of traditional team development models like forming, storming, norming, and performing.

Clutterbuck’s four key pillars of rapid teaming:

1. Shared purpose and team goals.
2. Psychological safety for honest and productive dialogue.
3. Self-awareness and compromise to enable collective impact.
4. Clear, intentional team processes, including decision-making and meeting structures.

Case studies: Chilean mining rescue and Spotify’s iterative workplace policies.

Practical tips for fostering curiosity and managing team dynamics effectively.

Key Timestamps:

[01:17] Importance of teamwork in addressing workplace challenges.

[05:06] Introduction to rapid teaming and its relevance in fast-paced environments.

[06:28] First pillar: Shared purpose and alignment.

[07:25] Second pillar: Building psychological safety and trust.

[13:28] Third pillar: Managing self and compromising for collective impact.

[17:18] Fourth pillar: Defining intentional team processes.

[21:18] Lessons from a Chilean mining rescue.

[27:00] Experimentation as a tool for progress and innovation.

Key Takeaway:

Rapid teaming enables organisations to build high-performing teams without the luxury of time. By focusing on shared goals, psychological safety, and agile processes, leaders can foster collaboration and adaptability in ever-changing environments.

FREE RESOURCES

Want to know more about the Forming, Storming etc model?

Tuckman's Forming Storming Norming Performing Model

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

While many leaders still debate the value of in-person versus remote work, Gemma and Fi share insights on bridging this divide by using intentional collaboration. They unpack the benefits of using strategic models like Gartner’s 2x2 matrix for remote versus in-office work and the need for purposeful choices in team interactions.

Fi highlights her experience with tools like Miro for virtual collaboration, noting that with the right tools and processes, teams can be just as effective online. Together, they advocate for team charters and shared values to foster trust and alignment, regardless of physical location.

They conclude by encouraging leaders to stay adaptable, strategic, and to continuously reflect on the ‘why’ behind their hybrid work arrangements to maximise team performance and satisfaction.

Key Points Discussed:

• Hybrid work and how it challenges traditional team dynamics.
• Gartner’s 2x2 matrix for intentional collaboration across hybrid models.
• Leveraging technology for effective virtual teamwork, using tools like Miro and Zoom.
• Creating a Team Charter to set expectations, values, and rules for remote or hybrid teams.
• Aligning team actions with shared purpose to build cohesion and adaptability.
• The role of leadership in explaining the ‘why’ behind hybrid work choices.

Key Timestamps:

[05:20] – Gemma challenges the myth that teams must be co-located to build a strong culture.

[10:07] – Introduction of Gartner’s 2x2 matrix for managing collaboration in hybrid teams.

[14:47] – Fi’s example of a global team workshop, illustrating remote collaboration success.

[18:03] – The productivity benefits of working alone from home versus the office.

[22:29] – Fi explains the Team Charter model as a tool for fostering team alignment and purpose.

[25:24] – Gemma emphasises the strategic value of understanding the ‘why’ behind hybrid work practices.

Key Takeaway:

Hybrid work offers flexibility but demands intentionality. Leaders should foster team cohesion by balancing structured models, transparent communication, and purpose-driven collaboration. Using tools like the Gartner matrix and a Team Charter, teams can navigate hybrid challenges successfully while maximising productivity and connection.

DOWNLOADS

Gartner 2x2 Matrix - https://www.gartner.com/smarterwithgartner/4-modes-of-collaboration-are-key-to-success-in-hybrid-work/

Team Charter Canvas - https://theteamcanvas.com/

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

We talk about the dynamics of optimising workplace relationships, especially with managers, and offer practical techniques to improve communication and mutual understanding. Fiona shares a personal story about adapting her communication style with a previous CEO, and her learnings about the importance of recognising different personalities, thinking styles, and behavioural tendencies.

Gemma explains the Parent-Adult-Child (PAC) model, a framework rooted in Transactional Analysis, and how it can specifically help with relationships influenced by the power dynamic.

>> Read more about the Transactional Analysis Parent Adult Child (PAC) model in Gemma's blog here

According to the PAC model, people may assume different relational stances - Parent, Adult, or Child - depending on the context, and understanding these can empower one to foster healthier, more productive interactions.

We talk about how important it is to focus on remaining in Adult mode, the optimal state for professional dialogue, and to notice when power dynamics, authority, or even personality clashes might pull them into Parent or Child roles. We offer valuable insights into creating mutual respect, navigating workplace hierarchies, and ultimately cultivating a more strategic approach to workplace relationships.

Key Points Discussed:

• Fiona shares the importance of self-care for professionals and leaders.
• Managing up: How to align with managerial styles for better productivity.
• Recognising and respecting introverted and extroverted thinking styles.
• Transactional Analysis and the Parent-Adult-Child model for understanding workplace dynamics.
• Importance of maintaining an Adult-to-Adult mode in communication.
• Techniques for shifting out of Parent or Child modes into productive “Adult” mode.
• Practical tips for staying composed and constructive in challenging conversations.

Key Timestamps:

[04:11] - Introducing the episode’s topic: optimising the relationship with your manager.

[06:24] - Gemma and Fiona discuss the idea of “managing up” for mutual benefit.

[08:15] - Defining managerial roles: guiding, advising, approving, and influencing.

[11:31] - Fiona shares a personal example of adapting communication to an introverted CEO.

[13:19] - Introduction to the Parent-Adult-Child model and its workplace applications.

[17:55] - How to maintain an Adult-to-Adult mode and avoid Parent-Child dynamics.

[19:12] - Strategies for shifting from emotional reactions to rational responses in conversation.

Key Takeaway:

Fostering strong, strategic relationships with managers and peers hinges on mutual respect and clear communication. The Parent-Adult-Child model offers a valuable framework for navigating power dynamics in professional settings, encouraging individuals to engage in an Adult-to-Adult manner to avoid unproductive emotional responses. By adapting communication styles to meet both parties’ needs, professionals can create a balanced relationship that benefits all involved.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

They start by sharing personal stories highlighting the importance of stepping back, taking calculated risks, and building trust in professional relationships.

The discussion centres on the "trust equation," a model from The Trusted Advisor by David Meister, Charles Green, and Robert Galford. Fiona and Gemma dissect each component—credibility, reliability, intimacy (or psychological safety), and self-orientation—explaining how they interact to foster trustworthiness.

They emphasise that trust in teams isn't simply about likability; it’s built on reliability, personal connection, and genuine motives.

Leaders can use these principles to assess and improve trust levels within their teams, enhancing strategic success.

The episode closes with practical applications of the trust equation, encouraging you to assess both yourself and your relationships through these four trust components.

Key Points Discussed

• • Trust as a foundational element in leadership and team success.
  • The trust equation and its origins from The Trusted Advisor.
  • Breakdown of credibility, reliability, intimacy (psychological safety), and self-orientation.
  • Real-life applications and personal insights on each trust component.
  • The difference between trust and likability in professional relationships.
  • How self-orientation affects trustworthiness and long-term credibility.
  • Practical steps to build trust by improving personal connection and reliability.
  • Using the trust equation as a self-assessment tool for leaders and team members.

Key Timestamps

[03:44] - Discussion on the central role of trust in relationships and teamwork.

[05:54] - Defining trust as a “willingness to take a risk” and its implications.

[07:07] - Introduction to the trust equation and its relevance in leadership.

[12:11] - Breaking down credibility as the first element of the trust equation.

[16:13] - Reliability as a measure of whether commitments are consistently met.

[19:37] - Exploring intimacy or psychological safety and its role in trust-building.

[23:38] - Understanding self-orientation and its impact on long-term trust.

[27:33] - Practical steps for leaders to apply the trust equation in their teams.

Key Takeaway

Building trust goes beyond being likeable—it’s about demonstrating credibility, reliability, a personal connection, and low self-orientation. Leaders can assess and strengthen each element to foster a resilient, high-trust team culture.

FREE DOWNLOAD

Read more about the Trust Equation in Gemma’s blog here

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

Drawing from models such as love languages and core strengths, Gemma and Fi emphasise the importance of understanding the values that drive both ourselves and others, as misalignment can lead to friction in working relationships.

The discussion offers practical advice on how to navigate value differences within teams. For example, understanding a colleague’s preference for action ("do it now") or precision ("do it right") can help create more cohesive and productive teams.

Fi also introduces simple, practical techniques, such as pausing and asking "what does good look like?" to align team expectations and avoid misunderstandings.

The episode concludes with practical steps for raising self-awareness and appreciating diverse perspectives to drive better strategic outcomes.

Key Points Discussed:

• How personal values affect leadership and teamwork.
• The role of "love languages" in understanding different value systems.
• The importance of recognising and accommodating different work styles.
• Using tools like core strengths and values models to foster better collaboration.
• Practical tips for aligning team expectations and improving outcomes.

Key Timestamps:

[02:32] – the concept of love languages in a professional context.

[04:45] – how differing personal values influence work relationships.

[07:46] – Fi introduces five key approaches to work: "Do it now", "Do it right", "Do it together", "Do it this way", and "Do it in harmony".

[09:38] – Gemma shares how her preferred approach affects her work and interactions.

[15:28] – Introduction of the Core Strengths model and its application in team settings.

[20:32] – Tips for translating values awareness into daily leadership practice.

[23:01] – Fi’s practical tool: Asking "what does good look like?" to align team expectations.

[25:21] – Exploration of the 5 Drivers (Be Strong, Be Perfect, Hurry Up, Please Others, and Try Hard) and how they influence individual behaviour at work.(Kahler, 1975)

Key Takeaway:

Understanding and respecting diverse personal values is crucial for effective leadership and teamwork. By recognising individual drivers, leaders can create more cohesive, strategic, and harmonious teams, ultimately leading to better collaboration and outcomes.

FREE RESOURCES

Check out Gemma’s blog post for more insights on this topic

Download a copy of Gemma's self-assessment tool, inspired by the Core Strengths tool mentioned in this episode

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

They reflect on how leaders can maximise collective impact, focusing on the skills and mindsets needed to work effectively alongside others.

Building on insights from previous series, they discuss how strategic leaders need to think beyond task completion and examine relationships. Their conversation emphasises the importance of foundational steps like awareness, understanding, acceptance, and appreciation in creating more effective team dynamics. By acknowledging and valuing differences in working styles, leaders can unlock better outcomes and enhance collaboration.

The hosts share practical examples, such as building awareness of differing working styles within teams and adjusting behaviour to improve communication. They also stress the role of feedback in driving personal and team effectiveness.

This episode sets the stage for deeper exploration in the series, which will address how to handle difficult relationships, manage teams, and deal with conflicting values.

Key Points Discussed:

• Recap of leadership pillars: leading outcomes, self, and others.
• Why awareness, understanding, and appreciation are critical for team effectiveness.
• Common assumptions about teamwork and why they can lead to challenges.
• How differing working styles can hinder or enhance collaboration.
• The importance of welcoming feedback and adapting leadership behaviours.
• Insights into psychological safety and how it fosters better team dynamics.

Key Timestamps:

[03:55] – Introduction to the third pillar of leadership: working with others.

[07:22] – Assumptions about teamwork and why we often overlook relationship dynamics.

[12:15] – Step-by-step breakdown of the effectiveness model: awareness, understanding, acceptance, and appreciation.

[19:52] – Example of team members with different styles learning to appreciate their differences.

[23:37] – The role of feedback in shaping perceptions and leadership behaviour.

[26:43] – The importance of psychological safety in inviting feedback and different perspectives.

[27:20] – Topics to be covered in future episodes: managing relationships, team dynamics, and psychological safety.

Key Takeaway:

Effective leadership requires more than just task-oriented thinking—it involves fostering strong relationships with those around you. By building awareness, understanding, and appreciation of different working styles, leaders can harness collective strengths for greater impact. Strategic leaders must also actively seek feedback, create psychological safety, and work to appreciate the diverse perspectives of their teams.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

They explore how everyday interactions like meetings, communication channels, and daily routines can either facilitate or obstruct strategic goals.

A key concept discussed is the RACI model, which helps define roles in a project or meeting by identifying who is Responsible, Accountable, Consulted, and Informed. This simple framework ensures that everyone knows their role, reducing confusion and enhancing efficiency. The hosts also differentiate between operational (dance floor) and strategic (balcony) activities, suggesting that meetings and processes should be tailored accordingly.

They emphasise the importance of clear preparation and purpose in meetings to avoid inefficiency and frustration.

The episode concludes with a call to action: assess and realign your systems and processes to better support your strategic objectives, ensuring that you are engaging the right people in the right conversations at the right time.

Key Points Discussed:

• Differentiating between operational (dance floor) and strategic (balcony) activities.
• The importance of clear purpose and preparation for meetings.
• The RACI model: defining roles as Responsible, Accountable, Consulted, and Informed.
• Using systems and processes to enhance or hinder strategic leadership.
• Practical tips for auditing and realigning meetings and communication channels.

Key Timestamps:

[06:10] - Fi’s insights on meetings and the common frustration of ineffective calendar management.

[09:05] - Gemma shares lessons from a team coaching session, emphasising the balance between purpose and execution.

[10:42] - Discussion about the balcony and dance floor analogy for strategic and operational activities.

[20:23] - Fi discusses the importance of intentional meeting setup and preparation.

[22:08] - Explanation of the RACI model and its role in effective decision-making.

[24:13] - Renaming meetings and channels to align with strategic or operational focus.

[27:16] - Aligning systems with strategic objectives and avoiding the pull back into tactical tasks.

Key Takeaway: 

Aligning your systems and processes with strategic objectives is essential for effective leadership. Regularly auditing your meetings, communication channels, and routines can help ensure that they support, rather than hinder, your strategic focus. The balance between operational and strategic activities must be carefully managed, with the right people involved in the right discussions at the right time.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

They begin with an analogy comparing stress management to maintaining a car's fuel level, to explain the need for regular monitoring and replenishment of personal capacity. The "stress bucket" analogy is introduced to explain how various stressors—both positive and negative—can fill our mental and emotional reserves, and need conscious actions to release and alleviate stress.

The conversation introduces the three lenses approach to stress management: identifying and addressing stressors, assessing and adjusting responses, and applying a structured process to adjust our response. The ABC model from cognitive behavioural therapy (CBT) is highlighted as part of the process, emphasising the importance of rethinking beliefs and responses to stressful events.

The episode also covers the physiological impacts of stress, such as tunnel vision, which can limit strategic thinking. The hosts advocate for leaders to model healthy stress management, thereby fostering a supportive environment for their teams.

Key Points Discussed:

- The "stress bucket" analogy for understanding and managing personal capacity.

- The three lenses of stress management: stressors, response, and process.

- The ABC approach in the process lens: Activating event, Belief, Consequence.

- The physiological effects of stress, including tunnel vision and reduced cognitive function.

- Practical strategies for maintaining strategic thinking under stress.

Key Timestamps:

[00:34] - Introduction to the topic: Stress and its impact on strategic leadership.

[03:15] - Explanation of the "stress bucket" concept.

[05:10] - Importance of recognising stressors and managing stress for strategic thinking.

[07:06] - Physiological impacts of stress, including tunnel vision.

[10:58] - Introduction of the three lenses: stressors, response, and process.

[15:32] - The ABC approach within the process lens for managing stress responses.

[21:39] - Strategies for emptying the stress bucket: recharging activities and the importance of breaks.

[25:38] - Impact of stress on competency and confidence.

Key Takeaway:

Effective stress management involves recognising and addressing stressors and applying structured processes like the ABC model to adjust our responses. This not only enhances personal wellbeing but also improves strategic thinking and leadership effectiveness.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

They address how confidence is often misunderstood as mere extroversion and bravado, but true confidence comes from a deeper sense of self-worth and capability.

Fi shares her personal journey in understanding confidence, emphasising the importance of courage and the ability to act despite fear. Gemma contrasts self-esteem, which relies on external validation, with intrinsic self-worth that remains intact regardless of external outcomes.

She refers to Viv Groskop's book "Happy High Status," which introduces various confidence styles, including vulnerable confidence and the ability to hold competing ideas without feeling threatened.

The hosts also propose a practical model of the three Cs—competency, courage, and curiosity—as anchors for building confidence in challenging situations. This insightful conversation equips listeners with a broader perspective on confidence, encouraging them to find and nurture their unique styles of self-assuredness.

Key Points Discussed:

- Different definitions and perceptions of confidence

- The impact of age and wisdom on understanding confidence

- The distinction between self-esteem and self-worth

- Examples of confidence styles from Viv Groskop's "Happy High Status"

- Practical model: Competency, courage, and curiosity as confidence anchors

- The importance of recognising and reducing stress responses

- The role of core strength in maintaining confidence

Key Timestamps:

[05:48] - Gemma's take on quiet confidence and growth mindset

[07:25] - Discussion on self-worth versus self-esteem

[14:48] - Viv Groskop's "Happy High Status" and different confidence styles

[22:17] - The importance of quiet confidence in strategic leadership

[24:16] - Operating in competency mode vs. stress mode

[27:12] - Introducing the practical model of the three Cs

[29:01] - Core strength as a metaphor for inner confidence

Key Takeaway: 

True confidence is not about external validation but an intrinsic sense of self-worth and capability. By understanding and nurturing different styles of confidence, leaders can navigate challenges with core strength and strategic calm.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

The discussion begins with an exploration of personal experiences with perfectionism, highlighting the balance between maintaining high standards and avoiding the pitfalls of excessive focus on these standards. Gemma shares how her preference for action over perfection shapes her work approach, and the importance of progress and process in achieving quality outcomes.

The conversation then shifts to identifying key characteristics of perfectionism, such as setting unreasonably high standards, fear of failure, and heightened self-criticism. Gemma and Fiona discuss the adverse effects of perfectionism, including procrastination, low self-esteem, and strained relationships.

They offer practical strategies for managing perfectionist tendencies, emphasising the importance of defining "good enough," getting comfortable with the discomfort of imperfection by trying something new in a less risky, non-work environment, and focusing on progress over perfection.

The episode concludes with a live creation of a strategic model, The 3 P’s to Combat Perfectionism, bringing together the principles of (big) picture, process, and progress. Listeners are encouraged to adopt these strategies and find a balance between quality and efficiency.

Key Points Discussed:

• Personal experiences with perfectionism and work approach
• Characteristics of perfectionism: high standards, fear of failure, self-criticism
• Adverse effects: procrastination, low self-esteem, strained relationships
• Practical strategies: defining "good enough," getting comfortable with discomfort, focusing on progress
• Strategic model: picture, process, and progress

Key Timestamps:

• [03:42] – Characteristics of perfectionism: high standards and self-criticism.
• [08:40] – The impact of perfectionism on strategic leadership.
• [09:35] – Fear-based aspects of perfectionism and its overlap with other blockers.
• [12:16] – Procrastination linked to perfectionism and its consequences.
• [18:57] – Therapeutic methods for managing perfectionist tendencies.
• [23:27] – Difference between critiquing work output and the process.
• [24:58] – The cyclical nature of self-criticism and perfectionism.
• [26:13] – Emphasising process over perfection in strategic leadership.
• [27:11] – Introduction of the "picture, process, and progress" model.

Key Takeaway:

Striving for perfection can hinder progress and create unnecessary stress. By focusing on the big picture, adopting effective processes, and prioritising progress, strategic leaders can achieve quality outcomes without falling into the perfectionism trap. Embracing a mindset that balances high standards with practical execution is essential for effective leadership.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

We discuss the difference between worry and anxiety, emphasising the spectrum of emotions and how these feelings can affect our ability to perform effectively in senior roles. And we discuss the importance of recognising when these emotions are beneficial and when they become detrimental.

We share personal anecdotes and practical techniques to manage anxiety, such as the growth zone model, visual metaphors like the backpack of worries, and mindfulness practices, including box breathing and body awareness.

And we stress the importance of self-compassion and the need to address physical sensations associated with anxiety.

The episode concludes with advice for listeners who may experience more severe anxiety, encouraging them to seek professional support, including utilising employee assistance programmes.

This conversation offers valuable insights and tools for HR professionals and leaders to navigate anxiety and enhance their strategic thinking and leadership effectiveness.

Key Points Discussed

• Difference between worry and anxiety
• Impact of anxiety on strategic leadership
• Growth zone model and managing fear
• Visual metaphor: Backpack of worries
• Mindfulness techniques: Box breathing and body awareness
• Importance of self-compassion in managing anxiety
• Seeking professional support for severe anxiety

Key Timestamps

[00:56] Discussing the spectrum of worry and anxiety

[02:10] Anxiety in strategic leadership roles

[04:29] Moving goalposts and the impact on confidence

[07:42] Practical examples of dealing with anxiety in professional settings

[12:57] Techniques for managing anxiety: Visual metaphors and mindfulness

[19:14] Importance of separating brain and body responses

[24:49] Leadership responsibility and managing emotional responses

[27:11] Seeking professional support for severe anxiety

Key Takeaway

Anxiety can significantly impact strategic leadership, but recognising and managing these emotions through self-compassion, mindfulness techniques, and seeking professional support can help leaders navigate these challenges effectively.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

Fiona defines procrastination as delaying tasks without a rational reason for doing so. For Gemma, it’s when ‘the drive to delay is stronger than the drive to act’.

The discussion reveals that procrastination is not about laziness or lack of capability but often linked to subconscious factors. They explore the emotional and psychological triggers behind procrastination, such as fear of failure, seeking immediate pleasure, or feeling overwhelmed by tasks.

By recognising these triggers, leaders can address the root causes and develop effective strategies to manage procrastination.

Gemma shares how procrastination for her often stems from tasks that are dull, difficult, or overwhelming. Fiona adds that strategic leaders are particularly prone to procrastination on large, shapeless tasks, retreating to familiar, tactical tasks instead.

Together they discuss the importance of self-compassion and share 2 practical techniques: the Pomodoro Technique and the "Eat the Frog" method, to combat procrastination.

The episode encourages you to identify your own procrastination patterns and implement strategies to improve your strategic decision-making and overall productivity.

Key Points Discussed:

- Definition and common misconceptions about procrastination

- Emotional and psychological triggers behind procrastination

- Procrastination's impact on strategic capacity

- Personal experiences and types of tasks prone to procrastination

- Importance of self-compassion and understanding root causes

- Practical techniques: Eat the Frog and Pomodoro Technique

- The role of motivation and reward in overcoming procrastination

Key Timestamps:

- [01:22] Definition of procrastination and common misconceptions

- [03:56] Discussion on emotional and psychological triggers

- [09:00] Personal experiences with procrastination

- [13:36] Understanding the drive to delay vs. the drive to act

- [18:57] Techniques to overcome procrastination – Eat the Frog

- [23:45] Introduction to the Pomodoro Technique

- [25:37] Importance of systems over willpower

Key Takeaway:

Procrastination often stems from deeper emotional and psychological triggers rather than laziness or incapability. By understanding these triggers, we can develop effective strategies, such as Eating the Frog or investing in a retro tomato timer, to overcome procrastination, to enhance our strategic effectiveness and overall productivity.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

Fiona highlights the importance of recognising when people pleasing goes too far, affecting not only the individual but also stakeholders and overall business strategy. They discuss the significance of setting boundaries and balancing personal and professional needs through assertiveness rather than passivity or aggression.

Gemma shares personal experiences of overcoming the discomfort of saying no and emphasises the value of assertive communication.

They also discuss practical tools for maintaining boundaries, such as the "red line question" to identify non-negotiable limits and the importance of considering the hidden costs of saying yes.

Key Points Discussed:

- Definition and impact of people pleasing in leadership roles.

- Balancing assertiveness and strategic leadership.

- Personal experiences with people pleasing and setting boundaries.

- Practical tools for maintaining assertiveness.

- The importance of recognising and managing discomfort.

- The systemic impact of people pleasing on business strategy.

- The concept of "red line questions" to identify non-negotiable limits.

- The hidden costs of saying yes.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

We talk about the dynamics of workplace conflict and ways to embrace diverse perspectives which can lead to better outcomes. By inviting challenge, conflict can drive innovation, by prompting us to consider alternative viewpoints and solutions.

Staying actively curious and active listening are essential tools for overcoming conflict avoidance and promoting constructive dialogue.

A key highlight from our discussion is the insight drawn from Matthew Syed's book 'Rebel Ideas', particularly the chapter on Rebels vs Clones. Syed advocates for seeking out individuals who challenge the status quo, as their perspectives often lead to more innovative outcomes.

We also stress the importance of expecting positive outcomes when addressing conflicts, reframing them as opportunities for growth and learning. And we explore the concept of viewing fear as excitement, shifting our mindset towards conflict as a pathway to innovation and strategic success.

Our Tips for Overcoming Conflict Avoidance include:

1. Recognise that conflict isn't inherently negative – it’s healthy and necessary (with the right approach)
2. Acknowledge that it's natural to have different perspectives – give yourself permission to disagree
3. Invite challenge, and then...
4. Focus on listening and understanding the other person's perspective.
5. Aim for a third, better outcome rather than ‘winning the argument’
6. Avoid procrastination.
7. Reframe your approach to conflict as an opportunity to explore differences and reach better outcomes.

About Jo Bamford:

Jo is an Occupational Psychologist with 30+ years of experience and an even bigger bucket of passion about maximising potential, raising performance, removing obstacles and enabling people and organisations achieve outcomes that are extra ordinary.

Her company Bacon6 create bespoke solutions to support people, teams and the wider business to achieve ambitions around growth, change, culture and leadership. Jo brings a positive energy to everything she does – she is curious and collaborative and approaches the challenges faced with these same key principles.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma), www.bacon6.co.uk (Jo) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

We discuss how the inner critic is often a voice rooted in past experiences, offering a perspective that may no longer be relevant.

We explore the importance of discernment in listening to the inner critic's voice and introduce the concept of an "inner boardroom," where multiple perspectives, including supportive friends and evidence-based assessments, counterbalance the inner critic's negativity.

We talk about the significance of self-compassion and the ability to view oneself with kindness and understanding, and the strategic value of separating reaction from response and cultivating a mindset that fosters growth and professional development.

We share practical techniques for managing the inner critic, including the three-step approach of noticing the critic, shifting into a neutral mindset, and accessing the inner sage for guidance.

Key Points & Timestamps:

[02:25] Introduction to the concept of the inner critic and its impact

[09:25] The importance of discernment and curiosity

[13:30] Coaching Tool - the inner boardroom for a more balanced perspective

[20:41] Process to follow - the three-step approach for managing the inner critic

[24:17] The strategic skill of separating reaction from response

Key Takeaway:

Transform self-criticism into self-compassion by noticing your inner critic, shifting to a neutral mindset, and accessing your inner sage for guidance, fostering personal growth and professional development.

FREE DOWNLOAD – Coaching Tool

Check out Gemma’s coaching tool and longer guidance on ways to tame your inner critic (and overcome imposter syndrome)

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show.  And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about crafting a simple yet effective strategy or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

We challenge the notion of imposter syndrome as a fixed label, suggesting instead that there is a more nuanced understanding of individual experiences. Rather than trying to tackle ‘a syndrome’ which feels vague, we suggest that through self-awareness and compassion, we can identify underlying fears and address them proactively, rather than using imposter syndrome as an excuse for inaction.

Ultimately, the goal is to cultivate a sense of confidence and resilience which will both improve our strategic impact.

Key Points Discussed:

  - Differentiating between natural nervousness and imposter syndrome.

  - Reframing fears as excitement and visualising positive outcomes.

  - Challenging the notion of imposter syndrome as a fixed label.

  - Resetting our expectations for success and embracing a growth mindset.

  - Using self-awareness and compassion to address underlying fears.

Key Timestamps:

  - [07:34] Introduction to imposter syndrome and its relevance.

  - [18:04] Exploring the neurological similarities between fear and excitement.

  - [22:27] Redefining success and managing expectations.

  - [26:00] Challenging the concept of imposter syndrome as a fixed label.

  - [28:30] Conclusion and invitation for listener engagement.

Key Takeaway: Imposter syndrome is a nuanced experience that can be reframed through better self-awareness, compassion, and a growth mindset, ultimately empowering individuals to navigate professional challenges with confidence and impact.

FREE DOWNLOAD – Coaching Tool

Check out Gemma’s coaching tool and longer guidance on ways to tackle imposter Syndrome

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show.  And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about crafting a simple yet effective strategy or need guidance on strategic leadership, we'd love to hear from you.

We explore the role of active or strategic curiosity in building gravitas, and that asking thought-provoking questions demonstrates a genuine interest in others, fosters trust, and adds value to discussions. We also look at the risks associated with curiosity, including the fear of the unknown and the need to set aside judgments.

We firmly believe that curiosity is a strategic leadership skill, allowing us to contribute meaningfully even without impressive subject matter knowledge or expertise. 

Key Points Discussed:

1. Challenging Gravitas Definition: questioning the dictionary definition of gravitas, and suggesting a more practical and meaningful understanding.

2. Strategic Curiosity Defined: the concept of strategic curiosity, emphasising its role in building gravitas.

3. Active Listening and Asking Questions: the importance of active listening and asking insightful questions to deepen understanding and contribute meaningfully.

4. Risk and Growth: the risks associated with curiosity, and the need to embrace the unknown and to prioritise growth over comfort.

5. Curiosity Over Judgement: the incompatibility of curiosity and judgment, urging you to approach questions with a genuinely curious mindset.

Key Timestamps:

• [03:02] Gemma and Fiona discuss their perspectives on gravitas, and questioning the traditional definition of gravitas
• [05:33]  Introducing the concept of active or strategic curiosity.
• [09:02] The parallels between coaching, asking questions, and strategic leadership.
• [17:53] The risks associated with being curious and the importance of embracing discomfort.
• [18:19]: Levels of active listening and seeking meaning.
• [22:52] Using reflective playback to deepen understanding.
• [28:20] Invitation to share your definitions of gravitas 

Key Takeaway:

Strategic curiosity is a powerful leadership skill that not only builds gravitas but also fosters trust, prompts reflection, and contributes meaningfully to discussions. Embracing curiosity requires a willingness to navigate the unknown, set aside judgments, and prioritise growth over comfort.

We discuss the four quadrants of the Eisenhower matrix:

1. Urgent and Important (Top Left): High-impact tasks requiring immediate attention, often associated with firefighting or pressing challenges.

2. Not Urgent but Important (Top Right): Crucial strategic activities that demand deep focus and thoughtful consideration.

3. Urgent but Not Important (Bottom Left): Tasks that may be delegate-worthy, enabling leaders to prioritise their high-impact responsibilities.

4. Not Urgent and Not Important (Bottom Right): Trivial activities or distractions that can be minimised to create space for more significant work.

We highlight the need to consciously decide where to invest time and effort, sharing insights on strategic thinking and creating dedicated spaces for deep work, and the importance of utilising thinking walks for strategic reflection.

The hosts encourage listeners to assess their own activities through the lens of the Eisenhower matrix, providing a valuable tool for intentional time management and strategic prioritisation.

See more on the Eisenhower Matrix and how to use it in Gemma’s blog post here

https://gemmabullivant.co.uk/how-to-operate-more-strategically-using-the-eisenhower-matrix/

Key Points Discussed:

1. Prioritising tasks using the Eisenhower matrix.

2. The importance of consciously deciding where to invest time.

3. The value of deep work and creating space for strategic thinking.

4. Delegating tasks to optimise time and focus.

5. Incorporating thinking walks for strategic reflection.

Key Timestamps:

- [11:45] Urgent and Important (Top Left): High-impact, immediate tasks.

- [13:22] Urgent but Not Important (Bottom Left): Delegate-worthy tasks.

- [20:50] Not Urgent and Not Important (Bottom Right): Trivial activities, distractions.

- [24:09] Not Urgent but Important (Top Right): Crucial strategic activities requiring focus.

- [27:05] Importance of thinking walks for strategic reflection.

Key Takeaway:

Consciously plan and allocate time using the Eisenhower matrix to enhance strategic effectiveness. Prioritise, delegate, and create space for deep work, optimising your time for impactful activities.

We stress the importance of asking fundamental questions about the business, such as how it makes money, the phase it's in (growth, consolidation, diversification), and where it gets its business. We talk about the significance of identifying strengths and gaps in the current state and prioritising key focus areas, and encourage you to think about quick wins—simple, impactful initiatives that generate positive results and build momentum.

We particularly emphasise the simplicity and clarity of a strategy, challenging you to be able to articulate your strategy with just a pen and flip chart.

And, possibly most importantly, we urge you to step away from the to-do list and create a strategy that is truly relevant to the business.

Key Points Discussed:

1. Shift from an "inside-out" to an "outside-in" approach for strategic planning.

2. Ask fundamental questions about the business, including how it makes money and its growth phase.

3. Identify strengths and gaps to inform the strategy.

4. Prioritise focus areas and consider quick wins for momentum.

5. Articulate the strategy with simplicity, using a pen and flip chart.

Key Timestamps and Summaries:

- [00:41] Understanding the challenge of connecting strategy to business goals.

- [03:07] Importance of aligning strategy with commercial aims and specific business objectives.

- [07:02] Starting with the question: What is the business trying to achieve?

- [12:31] Critical question: How does the business make money?

- [17:39] Recognising the impact of the customer profile on strategy.

- [20:51] Assessing current strengths and identifying gaps.

- [24:35] Prioritising and focusing on key areas for impact.

- [27:09] The value of asking theoretical questions for clarity.

- [30:25] Closing thoughts on stepping away from the to-do list for strategic relevance.

Key Takeaway:

Step away from the to-do list and embrace an "outside-in" approach, understanding the business, prioritising focus, and achieving quick wins for a successful and relevant strategic plan.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show.  And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about crafting a simple yet effective strategy or need guidance on strategic leadership, we'd love to hear from you.

We explore the "Four P's" of strategic thinking—Purpose, Pursuit, Process, and People. We emphasise the importance of understanding the purpose behind any endeavour, clarifying where one aims to go (pursuit), determining the process to achieve those goals, and identifying the people involved.

1. Purpose: Clearly define the reason for any initiative, whether strategic or routine.

2. Pursuit: Establish specific goals and objectives aligned with the overall purpose.

3. Process: Develop the actionable steps or plan to achieve the identified goals.

4. People: Consider the individuals and stakeholders impacted by the initiative, ensuring inclusivity and support.

Fiona highlights the flexibility of this model, applicable to diverse situations, from crafting an organisation's diversity and inclusion strategy to planning a team's Christmas party. We think this model shows how we can apply strategic thinking even in seemingly simple tasks.

Key Timestamps:

- [02:24] Introduction to the Four P's model.

- [06:57] Detailed discussion on "Purpose."

- [13:23] Transition to "Pursuit" and setting specific goals.

- [17:50] Exploration of the "Process" element.

- [19:15] Integrating "People" into the strategic thinking process.

Key Takeaway:

Applying the Four P's model fosters strategic thinking, ensuring initiatives are purpose-driven, goal-oriented, well-planned, and considerate of all stakeholders involved.

READ MORE

Keen to explore this model further? Check out Gemma’s blog post and longer guidance on the model

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show.  And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about crafting a simple yet effective strategy or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

In this podcast episode, we discuss how important it is to show up in the right way, regardless of how stressful or frustrated we might be feeling.  We refer to the H.A.L.T model, which stands for Hungry, Angry, Lonely, Tired. They explore how these factors can affect our wellbeing and emotional state, our ability to make decisions, ultimately undermining our ability to be strategic.

By addressing our basic needs, such as nutrition and hydration, managing our emotions, finding support and allies, and taking time to rest and recharge, we can show up in a way that supports our strategic goals.

The podcast also introduces a useful hack, inspired by tennis players, as a quick and effective tool for resetting and refocusing between tasks.

Overall, this episode emphasises the importance of integrating self-care practices into our professional lives to enhance our strategic leadership skills.

Further Reading: For more insights on strategic self-care and the tennis reset hack, check out Fiona's blog post here.

What to stay connected and get more insights?  Join Gemma’s HR Email Community here 

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show.  And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

Gemma introduces a four-level model: Reactive (Level 1), Proactive (Level 2), Strategic (Level 3), and Transformational (Level 4). The conversation explores the characteristics and challenges at each level, highlighting the need for a balance between transactional efficiency and strategic foresight.

There is more information about this model in Gemma’s blog post here

Key Points Discussed:

1. Understanding the difference between transactional and strategic HR.

2. Introduction to the four HR maturity levels: Reactive, Proactive, Strategic, and Transformational.

3. The importance of transactional tasks as the foundation for HR operations.

4. Transitioning from reactive and routine processes to proactive, business-aligned approaches.

5. Strategic HR involves anticipating business needs, interpreting challenges, and guiding initiatives.

6. The role of questioning and challenging assumptions in strategic HR.

7. The pinnacle of HR maturity: Transformational level, contributing significantly to the business's overall success.

Key Timestamps:

- [02:10] Gemma introduces the transactional qualities associated with basic HR functions.

- [06:16] Discussion on businesses stuck at transactional levels due to essential yet reactive nature.

- [09:02] Transition to proactive HR, aligning practices with business needs.

- [09:22] Introduction of the strategic level, emphasising true partnership with the business.

- [18:30] Advancement to the transformational level, influencing fundamental shifts in the business.

Key Takeaway

To become more strategic we need to evolve through various maturity levels, from transactional to transformational. Striking a balance between efficient routine processes and forward-thinking strategies is crucial for the optimal functioning of HR within an organisation.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show.  And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about crafting a simple yet effective strategy or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

We explore the pivotal role of HR in the current knowledge economy, the impact of HR's historical roots in compliance and governance, and the importance of self-awareness for HR leaders.

The episode aims to empower and inspire HR professionals and people-focused leaders to be more strategic.

Key Topics Covered:

1. Why is HR often sidelined in strategic discussions? The episode explores the historical context of HR's role and how this has evolved over time, often leading to HR's exclusion from critical strategic conversations.

2. How can HR professionals become more strategically influential? Fiona and Gemma discuss the strategies, skills, and mindset shifts necessary for HR professionals to play a pivotal role in shaping an organisation's strategy.

3. What is the evolving role of HR in a knowledge-based economy? The episode delves into the changing landscape of work, where people's skills and motivations are central to business success, making HR's role increasingly critical in developing and implementing strategic plans.

Key Timestamps:

- [02:15] HR's historical identity crisis.

- [03:25] The positioning of HR and people leaders in the C-suite.

- [06:08] HR's evolution from personnel management.

- [09:11] The impact of the knowledge economy on the HR function.

- [13:05] The importance of proactive thinking and participation for HR professionals.

- [19:42] How the HR function can influence business strategy.

- [22:57] Bringing together the perspectives of HR and strategy.

- [28:53] Recognising the integral role of people in business success.

Key Takeaway:

The HR function has evolved from its roots in compliance and governance to become a crucial player in business strategy, particularly in the knowledge economy. To be truly strategic, HR professionals must proactively participate in decision-making, challenge existing processes, and emphasise their unique expertise in people dynamics.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, don't forget to check out previous episodes and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about  strategic leadership, we'd love to hear from you. Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

We invite you to consider how you can incorporate these elements into your strategic approach, bringing a balance between strategic and tactical thinking.  Remember, you're likely to be already operating more strategically than you realise.

Key Points Covered:

Acumen (How You Think):
  - Context Awareness: Understand internal and external factors.
  - Insight Development: Extract meaning from context to inform decisions.
  - Innovative Thinking: Translate insights into innovative solutions.

Allocation (How You Plan):
  - Focus Resources: Strategically allocate finite resources.
  - Decision Making: Consider alternatives, trade-offs, risks, and benefits.
  - Competitive Advantage: Configure resources for maximum value.

Action (What You Do):
  - Collaboration: Enhance collaboration, influence, and understanding.
  - Execution: Get things done efficiently and effectively.
  - Personal Performance: Manage oneself, prioritize self-care, and maintain a healthy mindset.

Key Timestamps:

- [04:28] Acumen: Context awareness, insight development, innovative thinking.
- [10:34] Allocation: Focus resources, decision-making, competitive advantage.
- [21:05] Action: Collaboration, execution, personal performance.
- [29:32] We invite you to intentionally incorporate the three A's for strategic thinking into your own approach.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show.  And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about crafting a simple yet effective strategy or need guidance on strategic leadership, we'd love to hear from you.

Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

Have you ever asked yourself, "What if I sound stupid?" or "What if it goes wrong?" These are the questions that often loom large when we're on the cusp of transitioning from our comfort zone to the growth zone in our professional lives. They discuss the fear of sounding stupid, the discomfort of  uncertainty, and the magnetic pull of our comfort zones. This insightful conversation offers practical strategies to overcome these barriers and operate more confidently in the strategic realm.

Gemma and Fiona share personal experiences, insights, and strategies to help you tackle these internal barriers head-on and operate more strategically with confidence.

Key Points Discussed:

1. The Myth of Cleverness: Many individuals wrongly assume that only the "clever" ones can be strategic, creating self-doubt.

2. Fear of Sounding "Stupid": the common fear of asking questions that might make one appear uninformed or foolish, and how to reframe this.

3. Embracing Uncertainty: The importance of being comfortable with not having all the answers and navigating the VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment.

4. The Magnetic Pull of the Comfort Zone: How our comfort zone can keep us tethered to familiar tasks and how this can hinder strategic thinking.

5. Curiosity and Questioning: The value of curiosity and asking questions to encourage strategic thinking.

Key Timestamps:

03:08: Discussing the myth that strategy is exclusively for the "clever" individuals.

05:42: Exploring the fear of sounding "stupid" and its impact.

09:17: Embracing uncertainty and its role in strategic thinking.

13:34: The continuum of comfort with certainty vs. uncertainty.

16:27: The importance of curiosity and asking questions in strategic thinking.

18:37: Acknowledging internal blockers with compassion.

20:05: The magnetic pull of the comfort zone and its implications.

Key Takeaway:

Addressing these internal barriers can be a game-changer in your journey to becoming a naturally strategic leader. The fear zone can become a stepping stone to your growth zone and strategic thinking - if you're willing to embrace it.

FREE DOWNLOAD – A COACHING TOOL FOR IMPOSTER SYNDROME:

Ready to tackle your inner critic? Download Gemma’s coaching tool to help you build your confidence and tackle those self-limiting beliefs. DOWNLOAD HERE

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about operating more strategically, we'd love to hear from you. Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

Have you ever wondered what it truly means to be strategic, or why it's essential for career progression?

Join us in this episode as we explore the significance of strategic thinking at every career level. From understanding job leveling and its relationship with strategic thinking to practical tips for honing your strategic skills, we'll demystify strategy and empower you to excel in your professional journey.

In this episode of "The Strategic Leader" podcast, hosts Gemma Bullivant and Fiona Craig explore the concept of becoming more strategic in your career. They discuss why thinking strategically is crucial, how it's embedded in job descriptions, and how it evolves as you progress through different organizational levels. They emphasize that even at junior levels, you can exhibit strategic awareness by understanding the organization's purpose and the strategic importance of your role.

The hosts stress the significance of broadening your perspective beyond your department and how this shift in thinking is essential for engaging in conversations with other parts of the business. They also share practical examples of strategic thinking at different career stages.

The episode concludes by encouraging listeners to normalize strategic thinking throughout their careers.

Key Points Discussed:

• The importance of strategic thinking at different career levels.
• Understanding job levelling and its connection to strategic thinking.
• Balancing the creation and implementation of a strategy.
• How strategic thinking helps you to stay engaged and motivated in your role.
• Raising your thinking from the departmental level to the business level is key to having meaningful cross-functional discussions.
• Demonstrating strategic thinking accelerates career growth and removes fear associated with strategic roles.

Key Timestamps

[01:06]: Introduction - Why is thinking strategically important in your career?

[03:16]: The two halves of strategy: Designing and implementing.

[08:52]: Understanding job leveling and how it relates to strategic thinking.

[13:24]: The importance of understanding the organization's purpose and how it affects your role.

[17:18]: Shifting focus from your department to the broader business perspective.

[19:31]: Practical examples of strategic thinking in junior roles.

[22:32]: Normalizing strategic thinking throughout your career.

Key Takeaway

Strategic thinking is not confined to the C-suite. You can start building your strategic mindset early in your career. By understanding the bigger picture, asking the right questions, and engaging with the organization's strategy, you can accelerate your professional growth and become a valuable asset to any team. Don't wait for a job description to mandate strategic thinking; start normalizing it to accelerate your career and add more value to your role.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, don't forget to check out previous episodes and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about  strategic leadership, we'd love to hear from you. Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

We explore the importance of simplicity in strategy, how to differentiate a strategy from an action plan, and why it's crucial to align your strategy with the overarching goals of your business.

Do you ever wonder what it truly means to be strategic? Are you tired of overly complex strategic documents that seem impossible to decipher? Well, you're in luck! In this episode, we dive into the complex world of strategy, break it all down for you, and we discuss how simplicity in strategy is the key to effective leadership.

Join us for this insightful episode and learn how to demystify strategy, prioritize effectively, and lead with confidence.

We discuss:

- The difference between a strategy and an action plan.

- How to create a concise and clear strategy that anyone can understand.

- The importance of aligning your strategy with the overall goals of the business.

- Using strategy as your North Star to guide decision-making.

- The power of asking, "What is the most important thing here?"

Key Takeaway: Simplicity in strategy is essential for effective leadership. By distilling your strategy into clear, concise, and unambiguous terms, you can guide your team with greater focus and motivation, align with the business's overall objectives, make more informed decisions, and ultimately achieving your goals with confidence.

FREE DOWNLOAD – Your HR Strategy Toolkit:

Ready to take your strategic thinking to the next level? Download Gemma’s comprehensive HR Strategy Toolkit, packed with actionable tips and templates to help you develop and implement an effective HR strategy for your organization. DOWNLOAD HERE

Key Timestamps:

[01:02] - we look at the key components of a strategy, how to put that together, how to differentiate a strategy from an action plan, and how to make sure that what is in our strategy is aligned to the overall goals of the business.

[03:08] - the difference between a strategic plan and a list of actions. Sometimes when we think we've presented someone with a strategy, what we've actually done is a list of actions, and that can not be what's desired.

[05:01] - Strategy doesn't need to be something incredibly complex or full of corporate jargon. It should be simple, succinct, and something that anyone can understand. If you can't explain it clearly, it's too complicated.

[06:23] - We should be able to articulate the strategy in one page. The actual strategy itself should be able to live on one page. We explore how to achieve this.

[07:47] - Your strategy is like a North Star guiding your organization's efforts. It's clear, unambiguous language should help steer your actions, ensuring they align with your goals.

[12:26] – We talk about how strategy anchors off the overarching organizational strategy.

[15:26] - Your strategy is less about what your business does; it's more about what it aims to achieve and where it wants to be in the future.

[18:13] – How a strong strategy can drive employee motivation and engagement.

[25:43] - The Power of Simple Language - your strategy document should be clear and straightforward. It should be something that even a child could pick up and understand.

[29:51] - Strategic Thinking in Action - A daily discipline of a strategic leader is asking, "What is the most important thing I could do today?" Your strategy gives you the answer by reminding you of your overarching purpose.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

If you have questions about crafting a simple yet effective strategy or need guidance on strategic leadership, we'd love to hear from you. Check out the free download (link above) and feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona).

Your queries could inspire future episodes to help you become a more strategic leader.

Show Highlights:

Gemma and Fiona introduce the podcast and emphasize that being strategic isn't as complex as it seems. They aim to demystify the concept and provide practical tips for their audience.

The Three Key Elements of Being Strategic::

  - Future Focus: Being strategic means having a clear line of sight on the horizon, looking beyond the immediate tasks, and thinking about future objectives and goals.

  - Breadth: A strategic perspective involves considering the bigger picture, identifying stakeholders, and understanding the broader impact of decisions on the organization.

  - Purpose: Being strategic requires understanding why a particular direction or decision is chosen and aligning it with the organization's overall objectives and mission.

COACHING TOOL - The "What, So What, Now What" Framework (Rolfe et al): Gemma and Fiona discuss the importance of asking these three questions in strategic thinking.

  - What: Identifying the challenge or initiative.

  - So What: Understanding the significance, impact, and purpose behind the challenge.

  - Now What: Formulating actionable steps based on a deeper understanding of the challenge and its purpose.

Key Takeaways: Applying the three elements of strategic thinking—Future Focus, Breadth, and Purpose— inserting strategic thinking into day-to-day tasks can lead to more effective decision-making and problem-solving.as well as the "What, So What, Now What" framework can instantly make your approach more strategic and improve the quality of your output.

Download my HR Strategy Toolkit: Ready to take your strategic thinking to the next level? Download our comprehensive HR Strategy Toolkit, packed with actionable tips and templates to help you develop and implement an effective HR strategy for your organization. DOWNLOAD HERE

Key Timestamps

[02:38] - we discuss the idea of being naturally strategic, the need to understand what it means to be strategic, and why we are starting with exploring the concept of being strategic and how it can be achieved naturally.

[04:15] - the difference between having a future focus (eyes on the horizon) and managing what's in front of you (eyes on the ground), and the importance of having a future-focused perspective in strategic thinking.

[07:00] - the importance of a longer time frame in strategic thinking, and the significance of considering longer time frames when developing a strategy.

[09:03] - the concept of breadth in strategy, considering a broader perspective beyond immediate tasks, and why it's essential to look at the bigger picture and consider broader impacts in strategic thinking.

[11:01] - the importance of connecting the strategy to the organization's overarching objectives and purpose, and goals.

[13:38] - we introduce the "what, so what, now what" reflective model for strategic thinking, and explain how the model can enhance strategic thinking by prompting important questions.

[18:29] - the value of the "so what" question in making strategic decisions, and how the "so what" question helps in thinking through implications and obstacles in strategic decision-making.

Got Questions or Comments? We love hearing from our listeners! If you have any questions about strategic thinking or want to share your experiences, email us at gemma@gemmabullivant.co.uk. We might feature your question in a future episode!

Thank you for tuning in to the first episode of The Strategic Leader podcast. If you enjoyed the show, don't forget to subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.