The 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:

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

Key Timestamps:

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

Key Takeaway:

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

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

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

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

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

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

Key Timestamps

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

[02:10] Anxiety in strategic leadership roles

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

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

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

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

[24:49] Leadership responsibility and managing emotional responses

[27:11] Seeking professional support for severe anxiety

Key Takeaway

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

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

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

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

In this episode of the Strategic Leader podcast, hosts Gemma Bullivant and Fiona Craig explore the topic of procrastination, and how it can get in the way of operating strategically.

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

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

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

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

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

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

Key Points Discussed:

- Definition and common misconceptions about procrastination

- Emotional and psychological triggers behind procrastination

- Procrastination's impact on strategic capacity

- Personal experiences and types of tasks prone to procrastination

- Importance of self-compassion and understanding root causes

- Practical techniques: Eat the Frog and Pomodoro Technique

- The role of motivation and reward in overcoming procrastination

Key Timestamps:

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

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

- [09:00] Personal experiences with procrastination

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

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

- [23:45] Introduction to the Pomodoro Technique

- [25:37] Importance of systems over willpower

Key Takeaway:

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

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

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

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

In this episode of the Strategic Leader podcast, hosts Gemma Bullivant and Fiona Craig explore the topic of people pleasing, discussing its implications for leadership and personal well-being. They explore how the desire to be helpful and liked can often lead to prioritising others' needs at the expense of our own, ultimately hindering strategic leadership capabilities.

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

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

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

Key Points Discussed:

- Definition and impact of people pleasing in leadership roles.

- Balancing assertiveness and strategic leadership.

- Personal experiences with people pleasing and setting boundaries.

- Practical tools for maintaining assertiveness.

- The importance of recognising and managing discomfort.

- The systemic impact of people pleasing on business strategy.

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

- The hidden costs of saying yes.

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

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

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

In this episode Gemma is talking to special guest Jo Bamford.

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

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

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

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

Our Tips for Overcoming Conflict Avoidance include:

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

About Jo Bamford:

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

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

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

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

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

Does your Inner Critic sometimes take over and stop you from operating with impact? Managing your inner critic is a critical strategic skill.  In this episode we talk about its origins, impact, and strategies for transforming your inner critic into your inner guide.

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

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

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

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

Key Points & Timestamps:

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

[09:25] The importance of discernment and curiosity

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

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

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

Key Takeaway:

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

FREE DOWNLOAD – Coaching Tool

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

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

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

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

We discuss the complex topic of imposter syndrome, including a discomfort with the term itself, and whether it’s even really ‘a thing’. We explore how there are blurred line between natural nervousness and the imposter syndrome term we all recognise. And we talk about what to do about the sometimes debilitating effects of low confidence, fear and nerves.  

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

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

Key Points Discussed:

  - Differentiating between natural nervousness and imposter syndrome.

  - Reframing fears as excitement and visualising positive outcomes.

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

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

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

Key Timestamps:

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

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

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

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

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

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

FREE DOWNLOAD – Coaching Tool

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

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

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

In this episode of the Strategic Leader podcast, we explore the concept of gravitas, through the lens of strategic curiosity. We share personal experiences, highlighting the significance of asking meaningful questions to foster a strategic mindset. We question the dictionary definition, that gravitas  is about projecting seriousness or loftiness, but instead that it is rooted in the ability to show up with strategic curiosity.

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

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

Key Points Discussed:

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

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

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

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

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

Key Timestamps:

Key Takeaway:

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

In this episode we delve into the art of strategic time management using the Eisenhower matrix. They emphasise the importance of consciously planning and allocating time to enhance overall strategic effectiveness.

We discuss the four quadrants of the Eisenhower matrix:

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

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

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

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

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

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

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

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

Key Points Discussed:

1. Prioritising tasks using the Eisenhower matrix.

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

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

4. Delegating tasks to optimise time and focus.

5. Incorporating thinking walks for strategic reflection.

Key Timestamps:

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

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

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

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

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

Key Takeaway:

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