The Strategic Leader is a podcast for busy leaders to learn how to be naturally strategic, so that you can operate with impact and sit at the top table with confidence, with clear and actionable tips to demystify strategy and help you to succeed. With your hosts Gemma Bullivant, Executive Coach and Strategic HR Consultant, and Fiona Craig, strategist, founder and coaching lead at Good Thinking.
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. 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)
6.01 Strategic Leadership Essentials: Defining the Essential Tools
24 min
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)
5.08 When Departmental Goals Clash: Making Better Decisions at the Top Table
28 min
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)
5.07 Every Leadership Interaction Leaves a Trace
36 min
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)
5.06 Leading Beyond Your Function: How to think and act at enterprise level
30 min
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)
5.05 What stops SLTs being strategic
32 min
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)
5.04 - Moving Between Detail and Big Picture as a Strategic Leader
32 min
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)
5.03 - Moving from Operational to Strategic Leadership - a COO Perspective
32 min
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)
5.02 Why Executive Teams Struggle Without Behavioural Awareness
32 min
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)
5.01 The Three Hats of Senior Leadership - do you wear all three?
28 min
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. If you enjoyed the show, please give is 5 stars! It will help others find the show. www.gemmabullivant.co.uk (for Gemma) www.wearegoodthinking.co.uk (for Fi)
Six Christmas Wishes for HR Leaders in 2026
31 min
We explore six Christmas wishes for the year ahead - and each one gives you something to think about as you step into 2026 with intention. Performance management - we challenge the language we use and frame performance in a fresh way that you can apply immediately. Pay transparency - the real opportunity we can leverage from the EU directive. AI in the workplace - Gemma shares her biggest concern, when it comes to people and culture, and what to do about it Total EVP – Gemma's new term, a build on Total Reward, that goes beyond reward and what intrinsic motivators like mastery and purpose have to do with talent attraction and retention. Leadership – find out how we relate surfing to the leadership skills we need in 2026 HR as a culture-shaper - the hill Gemma will die on. Why the future HR function must lead, not react. Grab a festive drink and join us for a cozy and candid chat. Merry Christmas from us to you! 🎄✨ Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader. If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you. Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.
4.10 Is It Possible to be Too Nice at Work?
30 min
Is being ‘nice’ at work doing more harm than good? Many of us equate niceness with being a good leader. But we suggest that when we soften messages, it is more about avoiding discomfort and tiptoeing around conflict. We explore why ‘being nice’ can often lead to unclear expectations, unspoken issues, and missed opportunities for growth, both for individuals and the organisation as a whole. Instead of chasing niceness, we suggest aiming for kindness , which requires clarity, courage, and putting the other person’s development above your own comfort. Drawing on Kim Scott’s Radical Candor model, we discuss how to balance care with challenge, how to give feedback that lands, and why 15 seconds of discomfort is often all it takes to make a real difference. If you're leading a team or shaping culture, this episode will help you understand why niceness can get in the way of effective leadership, and what to do instead. We offer practical tips for building a feedback culture, reframing discomfort, and communicating with compassion and courage. Key points discussed The difference between being ‘nice’ and being kind Why discomfort often signals a moment of real leadership The Radical Candor model: care personally, challenge directly Why giving feedback isn’t about you - it’s about their growth How to normalise feedback through culture and habit Top tips for handling courageous conversations effectively Key takeaway Being nice can feel safe, but it often masks avoidance. True kindness means stepping into discomfort, offering clarity, and prioritising growth over harmony. Courageous conversations aren’t easy - but they are essential. 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)
4.09 Why are there still so few women in senior leadership? with Geraldine Gallacher
35 min
If you’re wondering why the number of women in senior roles remains low despite all the progress we think we’ve made, this episode unpacks what’s really going on beneath the surface. We talk to Geraldine Gallacher - CEO, coach, author and president of the City Women’s Network - about the deep-rooted systems that continue to hold women back in leadership. She shares her wealth of knowledge, and explains the causes she sees as key to understand and address - systemic bias, cultural norms and unspoken expectations. We explore how leadership still tends to favour agentic qualities like dominance and decisiveness, generally associated with men, and often sidelines qualities more valued by employees, such as collaborative and inclusive behaviours. We also talk about how women are judged more harshly for the same behaviours that are seen as strong in men, and why many women struggle to find visible role models who lead in a way they can relate to. Geraldine shares some practical points, to help organisations continue to address this ongoing challenge. Key Points Discussed Leadership is still widely associated with agentic rather than collaborative styles Many women blame themselves for a lack of progress rather than recognising systemic bias Flexible working policies exist but workplace culture has not caught up Young women may not notice bias until they are more advanced in their careers There is still a lack of relatable female role models in leadership Men are also penalised when they deviate from traditional norms, especially in parenting Women’s development programmes can help open eyes to what is systemic rather than personal Key Takeaway The issue is not with women. It is with the structures that still reward one narrow idea of leadership. Until organisations stop gendering leadership traits and take systemic action, progress will remain stuck. If you liked this, you might like these related episodes: S4 07 - How to be a More Strategic HR Leader? S2 08 - The Key to Confident Leadership S2 01 - Overcoming Imposter Syndrome About Geraldine Gallacher Geraldine is a pioneer in coaching setting up The Executive Coaching Consultancy in 1994 and qualifying as a Master Coach with the Association of Coaching early in its inception. In 2005 she had something of an epiphany when she started to question why she was coaching so many men and not women. This led to her writing her book Coaching Women, Changing the System not the Person and launching her own podcast Shifting the Needle where the needle she’s referring to is the number of women leaders in business. Thank you for tuning into this episode of The Strategic Leader podcast. If you enjoyed the show, please give is 5 stars! It will help others find the show. Check out our previous episodes and remember to subscribe so you don’t miss our future shows. If you have any questions or want to discuss anything, we’d love to hear from you: www.gemmabullivant.co.uk (for Gemma) www.wearegoodthinking.co.uk (for Fi)
4.08 How transparent should we be about pay?
31 min
Pay transparency is no longer just a nice-to-have. We explore why it’s fast becoming a legal and cultural expectation. We talk about the EU Pay Transparency Directive, what it requires, and why even UK-based organisations can’t ignore it. Gemma explains the four core areas of the directive: recruitment transparency, clear pay structures and progression criteria, employees’ new rights to pay information, and enhanced gender pay gap reporting requirements. You will learn why simply publishing salaries isn’t enough. You’ll need robust job architecture, fair progression frameworks, and the ability to explain pay decisions in clear, accessible terms. We discuss how greater transparency can strengthen trust, but also the risks if outliers and inconsistencies aren’t identified and addressed. You’ll leave with practical steps to assess your organisation’s readiness, from putting salaries in job ads to internal pay equity reviews, plus a roadmap for compliance by June 2026. Whether you have EU-based employees or not, market shifts mean transparency will soon be the norm. Key points discussed Why the EU Pay Transparency Directive matters beyond the EU Four core requirements: recruitment transparency, pay structures, employee pay rights, detailed reporting How cultural expectations are shifting towards greater pay transparency Risks of ignoring preparation, including outliers and employee dissatisfaction Importance of job architecture and clear progression criteria Practical resources for June 2026 compliance Key takeaway Pay transparency isn’t just about putting pay ranges in job ads. It requires solid structures, clear processes, and cultural readiness. Acting now will protect trust, compliance, and competitive hiring strength. For a deeper dive, download Gemma’s free Readiness Checklist and EU Pay Transparency Guide . And if you liked this episode, try: S4.02 – Are performance ratings still fit for purpose? S4.03 – Is it time to redefine performance? Guide – How to link pay to performance 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)
4.07 How to be a more strategic HR leader - with Indy Lachhar, CPO
33 min
Tired of being told to “be more strategic” with no real guidance on what that means? Chief People Officer Indy Lachhar shares her real-world perspective on how HR can think and act more strategically without relying on textbook definitions or theory. She reframes strategy as a daily mindset, focusing on staying aligned to the real goals of the business, building trusted relationships, and focusing on the few things that really drive value. This last one involves getting better at saying no. We explore how asking better questions, not jumping to solutions, and holding firm on what matters helps HR shift from task delivery to value creation. Indy also shares her weekly reflection habit, how she approaches saying no, and the shift from delivering initiatives to shaping impact. If you're in HR and want to feel more confident and focused and operate with more impact, this conversation covers helpful tips and techniques to ask great questions and adopt a strategic mindset. Key Points Discussed Strategy starts with aligning people work to business outcomes, not building plans HR must listen well, and ask better questions to uncover what really matters Relationships are the foundation of strategic influence Focus on 3–5 things that truly drive value, not long to-do lists HR's unique visibility gives it powerful insight into what drives performance Strategic clarity often means saying no to the wrong work Reflection helps you show up with purpose and intention each week Key Takeaway Being strategic in HR isn’t about theory or a one-off activity. It’s a daily habit about aligning with business goals, listening with intent, asking better questions, and choosing what truly creates value. If you liked this, you might like these related episodes: S4 01 - What does it mean to think strategically at work? S1 10 - How to align your strategy to business goals S1 07 - Taking HR from Reactive to Transformational About Indy Lachhar Indy Lachhar is Chief People Officer at Robert Walters Group, where she leads the global people strategy and a team of 140 HR professionals across 30 markets. With a strong track record in leadership development, organisational culture and talent transformation, she champions a people-first approach grounded in authenticity, care and entrepreneurial spirit. Indy has held senior HR roles across the Group, shaping initiatives that embed inclusive leadership, psychological safety and long-term talent development. She brings a strategic lens to the CPO role, aligning people practices with business growth while elevating HR as a critical partner in driving organisational success. Thank you for tuning into this episode of The Strategic Leader podcast. If you enjoyed the show, please give is 5 stars! It will help others find the show.Check out our previous episodes and remember to subscribe so you don’t miss our future shows. If you have any questions or want to discuss anything, we’d love to hear from you: www.gemmabullivant.co.uk (for Gemma) www.wearegoodthinking.co.uk (for Fi)
4.06 Hybrid, remote or in-office - what's better? with Dr Gemma Dale
33 min
Is hybrid working better than being fully remote or fully in-office? Frankly, that's the wrong question. This episode explores how decisions about work location are often based on personal opinion rather than data, and why that leads to poor outcomes. Dr Gemma Dale shares insights from her academic research, showing how deeply held beliefs about productivity and presence still drive leadership behaviour. Many organisations still lack a clear definition of what good performance actually means. Instead, they default to outdated assumptions, such as equating visibility with effectiveness. We explore why so many hybrid models fall short, often because they were never properly designed to support new ways of working. And we talk about experience bias, and how senior leaders often unconsciously shape policy based on what worked for them in the past. We also highlight the need for organisations to stop searching for a single right answer, and instead look at what works in their own context, based on real data. This is a call to think more clearly about how work gets done and to build working models that are intentional, flexible and fit for the future. Key Points Discussed: The influence of experience bias in leadership decision-making How visibility is often mistaken for performance The missing piece: a clear definition of performance The problem with one-size-fits-all approaches to flexible work The value employees place on autonomy and flexibility Why many hybrid models fail without proper design The role of HR in challenging assumptions with evidence Key Takeaway: The real question is not where work should happen, but how people can work at their best. Strategic leaders need to focus on performance, purpose and evidence, not outdated habits or loud opinions. Some research listeners might find helpful (not all mentioned in the episode) https://www.kcl.ac.uk/news/uk-workers-increasingly-rejecting-return-to-office-mandates-study-finds https://www.publicfirst.co.uk/hybrid-work-commission-report.html Some of Dr Gemma Dale's books: Flexible Working How to Manage Remotely 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)
4.05 What skills will we need in 2030?
29 min
The year 2030 may feel like the distant future, but it's just five years away, and the skills we need by then are already shifting. Drawing on the World Economic Forum’s Future of Jobs Report 2025 , we explore which capabilities will matter most for individuals, teams, and organisations. Unsurprisingly, AI and big data dominate the list, but what stood out to us was how essential human-centred skills, like resilience, flexibility, curiosity and emotional intelligence, are set to surge in importance. These so-called “soft skills” are not easy; they’re hard to teach, hard to measure, and hard to master. But they are crucial. We discuss what this means for leaders, HR teams and individuals - whether it’s how we train, how we recruit, or how we think about our own career development. We also explore how skills like systems thinking, motivation, and social influence connect to broader strategic leadership, especially in a volatile, uncertain world. This episode is a useful evidence-backed prompt to rethink how we value and develop the less tangible, yet deeply impactful, skills that will define success in the decade ahead. Key Points Discussed: The most in-demand skills by 2030 from the WEF Future of Jobs Report Why “soft skills” are in fact hard, and increasingly essential The rise of resilience, agility, and self-efficacy as strategic capabilities Why curiosity may be the most underrated leadership trait The need for a T-Shaped approach - breadth, not just depth The concept of a Renaissance mindset and its relevance in the AI era How leaders can support team development in a rapidly changing world The implications for recruitment, L&D and individual career planning Key Takeaway: AI and tech skills will be crucial, but so will human skills. Strategic leaders must rethink how they prioritise, train, and support so-called “soft skills” such as resilience, curiosity and agility. Link to World Economic Forum Report (go to page 41 for the matrix we talk about) https://www.weforum.org/publications/the-future-of-jobs-report-2025/ Thank you for tuning into this episode of The Strategic Leader podcast. If you enjoyed the show, please give is 5 stars! It will help others find the show.Check out our previous episodes and remember to subscribe so you don’t miss our future shows. If you have any questions or want to discuss anything, we’d love to hear from you: www.gemmabullivant.co.uk (for Gemma) www.wearegoodthinking.co.uk (for Fi)
4.04 How can HR lead the AI revolution? with Naureen Hussain
39 min
AI is already reshaping work, and HR has a perfect opportunity to take the lead. In this episode, we speak with Naureen Hussain, a privacy, data governance and responsible AI specialist, to explore how HR can lead the AI revolution. We talk about why HR can and should be a core voice in shaping organisational AI strategy, and how to practically assess the impact of AI across roles, talent development and recruitment. Naureen shares how HR’s unique organisational perspective makes it well-placed to act as a leader and a critical friend in AI adoption, identifying not just where efficiencies can be gained, but where governance, fairness and trust must be embedded. From mapping hidden AI in current systems to testing small, focused use cases, we cover the building blocks for a proactive AI approach in HR. We also explore why governance isn’t a blocker, but a strategic enabler that helps HR leaders stay ahead of disruption. If you’re wondering how to start shaping an AI-enabled future of work, this conversation is packed with insight. Key Points Discussed: • Why HR must shape, not follow, the organisation's AI strategy • How to map AI impact across job roles and reskilling needs • Identifying “hidden AI” already in HR systems and tools • Practical first steps: start small, go deep, stay focused • The role of governance in enabling safe, strategic AI adoption • How AI adoption intersects with DEI, trust and transparency • Why HR's panoramic view makes it essential to AI leadership • The risks of blind trust in tech, and how to avoid them Key Takeaway: AI is not really a tech issue, it's a people issue. HR leaders must step up, ask better questions, and shape strategic AI adoption with purpose, clarity and care. About Naureen Hussain With over 20 years of experience at the intersection of data, law, technology and business transformation, Naureen Hussain is a trusted adviser in responsible AI, data governance and privacy. Through her consultancy, Luminate Advisers , she works closely with business leaders to connect strategic goals with safe, inclusive and practical AI adoption. From stress-testing strategies to aligning governance with real-world challenges, she supports clients to lead confidently, not just compliantly, in an AI-driven world. She has a deep understanding of the HR world, having supported HR teams as an employment lawyer for many years. She has worked directly with C-suite leaders across sectors, led complex cross-functional teams, driven risk and compliance transformation in challenging environments, and helped global brands like Virgin Media O2 and Huawei accelerate responsibly. You'll find the cheat sheet she referred to on her website here . And feel free to contact her directly if you want to know more about the research she mentioned. 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)
4.03 Is it time to redefine performance?
31 min
Performance is a word we throw around easily in work and HR conversations, but do we actually agree on what it means? In this episode we challenge the assumptions and complexity behind a term we think we all understand. Starting with the uncomfortable truth that most organisations operate without a shared definition. And we explore the consequences of trying to reward or manager performance without this clarity. We introduce a four-part model of performance, developed by Gemma though real-life client experience. We discuss how performance is dynamic, nuanced and influenced by context, and how conflating its component parts can often lead to flawed pay and promotion decisions. Key Points Discussed Why “performance” is often poorly defined in organisations Four key dimensions of performance: effort, behaviours, skills, outcomes Separating performance dimensions to improve reward and promotion clarity Why impact and added value might deserve their own dimensions The link between performance frameworks and fairer, strategic reward systems Key Takeaway Performance isn't one thing. It's a multi-dimensional, evolving concept. Without a shared definition, we risk managing and rewarding it in ways that are biased, inconsistent or unhelpful. A clearer, more structured view helps leaders to make better strategic decisions. Thank you for tuning into this episode of The Strategic Leader podcast. If you enjoyed the show, please give is 5 stars! It will help others find the show. Check out our previous episodes and remember to subscribe so you don’t miss our future shows. If you have any questions or want to discuss anything, we’d love to hear from you: www.gemmabullivant.co.uk (for Gemma) www.wearegoodthinking.co.uk (for Fi)
4.02 Are Performance Ratings Still Fit for Purpose in Today’s Workplace?
31 min
Performance ratings spark strong views – some see them as essential for clarity and motivation, others as outdated, divisive, and unhelpful. In this episode, we go beyond the usual debate to ask whether ratings can still play a constructive role in modern performance management, or whether they need a complete rethink. We’re joined by Anna Rasmussen, CEO and Founder of OpenBlend , who brings over a decade of experience helping organisations build people-first performance cultures. Anna suggests ratings alone are not the problem – it’s how they're used. When treated as a once-a-year judgement with no context, they can disempower. But when paired with continuous performance conversations and effective employee–manager 1:1s, they become a valuable tool that not only supports development and accountability, but actually drives performance. We explore how to align performance conversations with the employee journey, how to equip managers with the mindset, skillset and toolset to succeed, and why ratings are becoming more popular again – not to measure performance, but to drive it. We also touch on the impact of linking ratings to pay and the need for fairness, trust, and clear expectations throughout the year. This episode is essential listening for leaders and HR professionals questioning whether to scrap ratings, or simply use them better. Key Points Discussed Why many organisations are returning to performance ratings, but using them differently The risk of ratings being a ‘dumping ground’ for poor performance management How to design better performance conversations from day one of the employee journey The link (or lack of link) between ratings and pay – and what really drives fairness The importance of ongoing dialogue over one-off appraisals Empowering employees by making performance conversations more transparent and timely How manager capability is central to making the system work A practical framework: mindset, skillset and toolset for managers Key Takeaway It’s not the rating that’s the issue – it’s the absence of regular, meaningful conversations that disempowers employees. Performance design must start on day one and be owned every day, not just at year-end. About Anna Rasmussen Anna is the CEO and Founder of OpenBlend. With over 17 years of experience in leading and coaching teams, managers, and organisations, she’s passionate about unlocking human potential. Her mission is simple: to upskill and empower managers to lead highly effective, coaching-led 1:1 conversations that drive performance and people development. OpenBlend is a performance platform designed to enable meaningful 1:1 conversations between managers and their teams. It boosts performance, supports employee development, and helps organisations build people-first cultures. Working across a wide range of industries and sectors, OpenBlend helps organisations attract, engage, motivate, and retain their talent, and build high-performing teams. www.OpenBlend.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.
