The 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 Discussed

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

Key Timestamps

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

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

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

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

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

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

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

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

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

Key Takeaway

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

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

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

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

A behind-the-scenes festive chat to reflect on The Strategic Leader podcast journey over the past year. From how it all began to the highs, lows, and lessons learned, we’re spilling the mulled wine and sharing it all!

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

Use these questions to spark your thinking:

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

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

Merry Christmas from us to you! 🎄✨

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

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

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

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:

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

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

Practical tips for fostering curiosity and managing team dynamics effectively.

Key Timestamps:

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

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

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

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

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

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

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

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

Key Takeaway:

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

FREE RESOURCES

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

Tuckman's Forming Storming Norming Performing Model

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

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

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

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:

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

Key Timestamps:

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

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

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

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

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

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

Key Takeaway:

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

DOWNLOADS

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

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

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

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

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

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.

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

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

Key Timestamps

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

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

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

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

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

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

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

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

Key Takeaway

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

FREE DOWNLOAD

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

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

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

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

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:

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

Key Timestamps:

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

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

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

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

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

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

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

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

Key Takeaway:

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

FREE RESOURCES

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

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

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

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

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

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:

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

Key Timestamps:

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

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

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

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

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

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

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

Key Takeaway:

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

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

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

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

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:

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

Key Timestamps:

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

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

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

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

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

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

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

Key Takeaway: 

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

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

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

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

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.