The Strategic Leader

Stepping into a senior leadership role is not just a promotion, it is a fundamental identity shift that reshapes how we think, act and contribute. The move from functional expertise to enterprise leadership demands a broader perspective, where success is no longer defined by one area alone but by the performance of the whole organisation.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 discussedThe identity shift from functional leader to enterprise executiveBalancing depth of expertise with breadth of strategic thinkingBuilding confidence to contribute beyond subject matter expertiseUsing questions to add value at senior leadership levelThe emotional thermostat and its impact on organisational cultureHow behaviours signal what is tolerated within a businessMoving from activity reporting to accountability for outcomesThe importance of collective ownership at the top tableKey takeawayLeading 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)

What does strategy actually look like when you’re juggling running projects, leading teams and sitting at the executive table?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 DiscussedHow Nicola first recognised she was thinking strategically by improving processes and team capabilityWhy strategic thinking often starts with noticing how work could be done betterThe importance of stepping back from operational work to consider longer-term directionWhy leadership teams in operational businesses must intentionally create space for strategyThe role of facilitated strategy sessions in aligning leadership teams around purpose and valuesHow strategy provides focus when industries face uncertainty or disruptionThe leadership skill of zooming between operational detail and the wider strategic pictureWhy communication becomes more important as leaders move into senior rolesKey TakeawayStrategic 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)

If you have ever left an exec meeting feeling frustrated by how people behaved rather than what was decided, this episode will change how you see senior teams.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 tableHow 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 autopilotAn introduction to Belbin team roles and why most exec teams are missing at least one critical roleHow over-indexing on certain behaviours (e.g. too many ideas, not enough follow through) quietly undermines progressWhy irritation between leaders is often a clash of roles, not competenceThe difference between dialling a behaviour up intentionally versus expecting it to become a strengthHow shared language around behaviour depersonalises conflictWhen 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” extraKey TakewayUltimately, 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 explore six Christmas wishes for the year ahead - and each one gives you something to think about as you step into 2026 with intention.Performance management - we challenge the language we use and frame performance in a fresh way that you can apply immediately.Pay transparency - the real opportunity we can leverage from the EU directive.AI in the workplace - Gemma shares her biggest concern, when it comes to people and culture, and what to do about itTotal 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.Leadership – find out how we relate surfing to the leadership skills we need in 2026HR 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.

If you’re wondering why the number of women in senior roles remains low despite all the progress we think we’ve made, this episode unpacks what’s really going on beneath the surface.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 DiscussedLeadership is still widely associated with agentic rather than collaborative stylesMany women blame themselves for a lack of progress rather than recognising systemic biasFlexible working policies exist but workplace culture has not caught upYoung women may not notice bias until they are more advanced in their careersThere is still a lack of relatable female role models in leadershipMen are also penalised when they deviate from traditional norms, especially in parentingWomen’s development programmes can help open eyes to what is systemic rather than personalKey TakeawayThe 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 LeadershipS2 01 -Overcoming Imposter SyndromeAbout Geraldine GallacherGeraldine 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)

Tired of being told to “be more strategic” with no real guidance on what that means? 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 DiscussedStrategy starts with aligning people work to business outcomes, not building plansHR must listen well, and ask better questions to uncover what really mattersRelationships are the foundation of strategic influenceFocus on 3–5 things that truly drive value, not long to-do listsHR's unique visibility gives it powerful insight into what drives performanceStrategic clarity often means saying no to the wrong workReflection helps you show up with purpose and intention each weekKey TakeawayBeing 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 goalsS1 07 -Taking HR from Reactive to Transformational About Indy LachharIndy 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)

The year 2030 may feel like the distant future, but it's just five years away, and the skills we need by then are already shifting. 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 ReportWhy “soft skills” are in fact hard, and increasingly essentialThe rise of resilience, agility, and self-efficacy as strategic capabilitiesWhy curiosity may be the most underrated leadership traitThe need for a T-Shaped approach - breadth, not just depthThe concept of a Renaissance mindset and its relevance in the AI eraHow leaders can support team development in a rapidly changing worldThe implications for recruitment, L&D and individual career planningKey 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)

Performance is a word we throw around easily in work and HR conversations, but do we actually agree on what it means?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 DiscussedWhy “performance” is often poorly defined in organisationsFour key dimensions of performance: effort, behaviours, skills, outcomesSeparating performance dimensions to improve reward and promotion clarityWhy impact and added value might deserve their own dimensionsThe link between performance frameworks and fairer, strategic reward systemsKey TakeawayPerformance 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)

Strategic thinking isn’t about having the strongest opinion in the room – it’s about knowing how to take a step back and ask better questions. In this episode, we talk about what it really takes to move from personal opinion to a more strategic viewpoint, especially when you're dealing with big, complex topics that people often feel strongly about.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 DiscussedWhy strong opinions can hinder strategic clarityThe importance of moving from opinion to strategic viewpointThe “balcony vs dance floor” metaphor for gaining perspectiveHow curiosity unlocks better thinking in group discussionsThe danger of seeking to “win” over others in strategic debateThe value of considering context over personal preferenceUsing the “disagree and commit” mindset in leadershipThe three-part strategic approach: Perspective, Alternatives, ContextThank 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 what makes a high-performing team, the difference between individual and collective performance, and a seven-part model for building effective, cohesive, and successful teams.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 WindowKey Timestamps03:00 – Why a group of ‘superstars’ doesn’t automatically create a high-performing team05:20 – Classic signs of an ineffective team07:10 – The problem with banter: masking difficult conversations instead of addressing them08:00 – Introducing Lucy Widdowson’s seven characteristics of effective teams12:30 – The role of identity in a team and how external perceptions matter17:45 – Why defining team values and behaviours is essential for cohesion22:30 – Practical ways to improve team meetings and decision-making processes28:30 – How leaders can assess their team’s effectiveness and identify areas for improvementKey TakeawayHigh-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:We have a clear instruction and mandate from the wider organisation and those we report toAchieving our team goals is recognised and rewarded above our individual goals, or those of our individual teamsWe have the right selection of necessary, complementary skills within the teamWe can clearly articulate and own our overall purposeWe are working towards shared goals in an effective mannerWe commit to clear actions and with accountability and follow-throughWe have clear and effective ways of working togetherWe maintain a high level of moral and commitment between usWe are fully engaged and involved in meetings. We make good use of our diversity when we meetThe outcomes we reach in meetings are better than any individual could have reached aloneWe leave our meetings feeling more focused, supported and energisedWe have good relationships with all our key stakeholders, and any team member can represent views of the whole teamWe constantly scan our stakeholder environment, and attend to changing needs and perceptionsWe regularly and effectively attend to our own development as a teamWe all give good quality real-time feedback and provide a balance of support and challenge to each otherQuestions 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.

Discussing the complexities of making decisions as a team. The hosts examine how group dynamics, diverse perspectives, and unclear roles can hinder effective decision-making. 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 DiscussedDefining 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 TakeawayEffective 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.

How do you create high-performing teams in lightning speed? Drawing on the rapid teaming model developed by David Clutterbuck, the hosts discuss how high-performing teams can be created without the sometimes lengthy stages of traditional models like forming, storming, norming, and performing.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:Shared purpose and team goals.Psychological safety for honest and productive dialogue.Self-awareness and compromise to enable collective impact.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 RESOURCESWant 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.

Do you find it challenging to communicate effectively with your manager? 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.