By Gemma Bullivant and Fiona Craig
The podcast currently has 28 episodes available.
In this episode, hosts Gemma Bullivant and Fiona Craig discuss a pressing issue for modern teams - building and nurturing strong relationships in hybrid work settings.
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:
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.
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:
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.
Gemma and Fi explore the role of trust in building effective teams and strategic leadership.
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
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.
Exploring the impact of personal values on leadership and teamwork.
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:
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.
Gemma and Fiona dive into the third pillar of leadership: leading others.
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:
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.
In this episode, Gemma and Fi dive into a critical yet often overlooked aspect of strategic leadership: the systems and processes that support or hinder our ability to think and act strategically.
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:
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.
In this episode of the Strategic Leader podcast, Gemma Bullivant and Fiona Craig discuss managing stress as a crucial aspect of strategic leadership.
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.
In this episode, hosts Gemma Bullivant and Fiona Craig discuss the multifaceted nature of confidence.
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.
In this episode of the Strategic Leader podcast, hosts Gemma Bullivant and Fiona Craig discuss perfectionism and its implications for strategic leaders.
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:
Key Timestamps:
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.
In this episode we explore the tricky topic of worry and anxiety and its impact on strategic leadership.
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
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.
The podcast currently has 28 episodes available.
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