Do you ever leave a meeting wishing you'd made your point more clearly?

Have you ever presented a great idea only to find the conversation getting lost in the detail?

Whether you are presenting to a board, writing a one-page proposal, leading a team meeting or responding to a senior executive, your audience doesn’t need every detail. They need the information that helps them understand the issue, why it matters and what happens next.

This episode explores practical ways to structure your thinking so your communication is concise, purposeful and audience focused.

As part of building your strategic toolkit, we discuss simple frameworks that make strategic communication easier, including the What, So What, Now What model, using signposting to keep discussions on track, structuring documents around five key questions, and communicating from the headline down rather than the detail up.

We also explore why strategic summaries are different from status updates, how to avoid overwhelming people with information, and why leaders who communicate with clarity build greater credibility, confidence and influence.

Key points discussed

• Why strategic summaries are a foundational tool in your strategic toolkit and different from status updates.
• How audience and purpose should shape every communication.
• Using signposting to keep meetings focused and avoid circular discussions.
• Applying the What, So What, Now What framework as a repeatable strategic tool.
• Structuring strategic papers using five simple questions.
• Why headline first communication is more effective than leading with detail.
• Knowing when detailed information belongs in supporting documents rather than presentations.
• How strategic clarity demonstrates leadership, builds confidence and helps move decisions forward.

Key takeaway

Strategic leadership is not about communicating everything you know. It is about using the right tools to communicate what your audience needs to know. Clear thinking, clear structure and clear messaging help people make better decisions and take meaningful action.

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

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What if you could cut through leadership complexity and focus on the handful of tools that consistently make the biggest difference?

Every leader collects ideas, models, frameworks and approaches throughout their career. The challenge is not finding new tools. The challenge is remembering which ones matter most and knowing when to use them.

This episode launches Series 6 of The Strategic Leader and introduces the concept of the strategic leadership toolkit. Rather than chasing every new model or leadership trend, we explore how to identify the essential tools that deserve a permanent place in your toolkit and help you navigate complex situations with greater confidence and intention.

We touch on a couple of ones likely to make the shortlist – self-awareness as a foundational leadership capability and the ability to create a clear, succinct one-pager, which will no doubt form a couple of future episodes where we will go into more depth.

Throughout the conversation, we explore how strategic leaders can become more intentional about the tools they use, avoid default habits and build a toolkit that supports better leadership decisions every day.

Key Points Discussed

• Why Series 6 focuses on essential strategic leadership tools
• The concept of a leadership toolkit and why intentional tool selection matters
• How leaders often accumulate too many models, frameworks and ideas
• Self-awareness as a cornerstone of effective leadership
• The importance of summarising complexity through a strategic one pager
• How clear thinking improves communication and decision making
• Using priorities and "even overs" to make better strategic choices

Key Takeaway

Strategic leadership is not about collecting more tools. It is about understanding which tools matter most, knowing when to use them and applying them with intention.

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

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

Check out our previous episodes here - and remember to subscribe so you don’t miss our future episodes. 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 happens when doing the right thing for your department is not the right thing for the organisation?

Senior leaders regularly face decisions where functional priorities clash with enterprise-wide objectives. Navigating these tensions effectively is a critical leadership skill.

At the top table, leaders wear several hats. One of them represents their functional expertise and accountability, whether in HR, finance, marketing or operations. Another represents their responsibility to the organisation as a whole. Problems arise when those responsibilities pull in different directions. This episode explores how leaders can recognise and manage those conflicts without becoming entrenched in departmental positions.

The discussion explores practical ways to approach competing priorities, including lifting the conversation to organisational purpose, identifying creative alternatives beyond either-or thinking, and introducing external stakeholder perspectives such as customers, employees or shareholders.

We also explore the role of ego, emotional attachment to functional goals, and the importance of balancing advocacy for your team with responsibility for wider business outcomes.

A key focus is understanding trade-offs. Leaders are encouraged to look beyond immediate gains and consider the longer-term consequences of decisions. By taking a broader strategic perspective, leadership teams can make better choices that support sustainable organisational success rather than short term departmental wins.

Key Points Discussed

• • Why senior leaders must balance functional leadership with enterprise leadership responsibilities.
  • Common examples of conflicting departmental objectives and competing KPIs.
  • The importance of stepping back and reconnecting decisions to organisational purpose.
  • How healthy tension between departments can drive stronger outcomes.
  • Using creative thinking to identify a third solution beyond opposing positions.
  • Bringing external stakeholder perspectives into decision making.
  • Recognising when ego or emotional attachment may be influencing decisions.
  • Exploring short term and long-term trade-offs before making strategic choices.

Key Takeaway

Conflicting priorities are an unavoidable part of senior leadership. The most effective leaders can advocate for their function while also stepping back to make decisions that serve the wider organisation.

Strategic leadership requires balancing competing interests, understanding trade-offs and continually asking what will create the best outcome for the business as a whole.

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 how senior leaders can better understand their leadership impact, communication style and executive presence, particularly when operating at the top table.

Paul Kinkaid brings lessons from 20 years as a British Army officer and his work in leadership consultancy to explore his concept of “forensic leadership”, understanding the positive and negative traces leaders leave through everyday interactions, behaviours and communication.. We talk about high pressure leadership, imposter syndrome, confidence, training, simulation, communication and the importance of being conscious, deliberate and intentional.

The conversation highlights why leadership impact is not just about intention. It is about how people experience us. From red traces created by poor communication or unconscious behaviours, to green traces that build trust, confidence and commitment, this episode offers senior leaders a useful language for self reflection, feedback and team development.

We also discuss why simple, accessible communication matters, how leaders can prepare themselves before important meetings, and how emotionally intelligent leaders can use feedback to become better enablers of others.

Key points discussed

• Why high pressure leadership in the military has useful parallels for senior leaders in organisations
• The balance between imposter syndrome, confidence and finding a “good enough” way forward
• How training, simulation and rehearsal improve leadership under pressure
• How leadership behaviours leave lasting traces on teams and culture
• The difference between intention and impact in senior leadership
• How leaders create positive or negative “traces” through behaviour and communication
• Why clear communication and executive presence matter in senior leadership
• How “red trace” feedback can open up more constructive leadership conversations

Key takeaway

Senior leaders are always leaving traces, whether they realise it or not. The opportunity is to become more aware of those traces, use feedback well and choose how to show up with greater intention.

If this episode has prompted you to reflect on your own leadership impact, executive coaching can help create the awareness, perspective and behavioural shifts that strengthen how you lead.

Guest bio

Paul Kinkaid is a former British Army Officer, leadership consultant, speaker and author of Forensic Leadership. After serving for 20 years across 44 countries and five continents, Paul now works with leaders and organisations around the world to improve leadership impact, team performance and executive presence. His work explores the “traces” leaders leave behind, helping people become more conscious, deliberate and intentional in how they lead.

You can connect with Paul on LinkedIn here, where you can connect and find out more about his work.

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)

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 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)

Feeling stuck in back-to-back meetings yet still not moving the business forward? This explores why senior leadership teams struggle to think strategically and how to reset that balance.

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)

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 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)

What actually changes when you move from operational leadership into the strategic conversations at the top table?

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)

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 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)

Getting a seat at the senior table is one thing. Knowing how to use it well is something else entirely. This series demystifies what senior leadership really involves,

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.

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www.gemmabullivant.co.uk (for Gemma)

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