This episode explores the challenges faced by HR in attaining a seat at the executive table, and its shift from compliance to being a crucial strategic function

We explore the pivotal role of HR in the current knowledge economy, the impact of HR's historical roots in compliance and governance, and the importance of self-awareness for HR leaders.

The episode aims to empower and inspire HR professionals and people-focused leaders to be more strategic.

Key Topics Covered:

1. Why is HR often sidelined in strategic discussions? The episode explores the historical context of HR's role and how this has evolved over time, often leading to HR's exclusion from critical strategic conversations.

2. How can HR professionals become more strategically influential? Fiona and Gemma discuss the strategies, skills, and mindset shifts necessary for HR professionals to play a pivotal role in shaping an organisation's strategy.

3. What is the evolving role of HR in a knowledge-based economy? The episode delves into the changing landscape of work, where people's skills and motivations are central to business success, making HR's role increasingly critical in developing and implementing strategic plans.

Key Timestamps:

- [02:15] HR's historical identity crisis.

- [03:25] The positioning of HR and people leaders in the C-suite.

- [06:08] HR's evolution from personnel management.

- [09:11] The impact of the knowledge economy on the HR function.

- [13:05] The importance of proactive thinking and participation for HR professionals.

- [19:42] How the HR function can influence business strategy.

- [22:57] Bringing together the perspectives of HR and strategy.

- [28:53] Recognising the integral role of people in business success.

Key Takeaway:

The HR function has evolved from its roots in compliance and governance to become a crucial player in business strategy, particularly in the knowledge economy. To be truly strategic, HR professionals must proactively participate in decision-making, challenge existing processes, and emphasise their unique expertise in people dynamics.

Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, 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 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, 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:

• [03:02] Gemma and Fiona discuss their perspectives on gravitas, and questioning the traditional definition of gravitas
• [05:33] Introducing the concept of active or strategic curiosity.
• [09:02] The parallels between coaching, asking questions, and strategic leadership.
• [17:53] The risks associated with being curious and the importance of embracing discomfort.
• [18:19]: Levels of active listening and seeking meaning.
• [22:52] Using reflective playback to deepen understanding.
• [28:20] Invitation to share your definitions of gravitas

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.

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)

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.

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)

In this episode we delve into the crucial aspect of aligning strategy with business goals. We emphasise the need for HR professionals and leaders to shift from an "inside-out" approach, where the focus is on to-do lists and internal tasks, to an "outside-in" perspective, starting with a deep understanding of the business's objectives.

We stress the importance of asking fundamental questions about the business, such as how it makes money, the phase it's in (growth, consolidation, diversification), and where it gets its business. We talk about the significance of identifying strengths and gaps in the current state and prioritising key focus areas, and encourage you to think about quick wins—simple, impactful initiatives that generate positive results and build momentum.

We particularly emphasise the simplicity and clarity of a strategy, challenging you to be able to articulate your strategy with just a pen and flip chart.

And, possibly most importantly, we urge you to step away from the to-do list and create a strategy that is truly relevant to the business.

Key Points Discussed:

1. Shift from an "inside-out" to an "outside-in" approach for strategic planning.

2. Ask fundamental questions about the business, including how it makes money and its growth phase.

3. Identify strengths and gaps to inform the strategy.

4. Prioritise focus areas and consider quick wins for momentum.

5. Articulate the strategy with simplicity, using a pen and flip chart.

Key Timestamps and Summaries:

- [00:41] Understanding the challenge of connecting strategy to business goals.

- [03:07] Importance of aligning strategy with commercial aims and specific business objectives.

- [07:02] Starting with the question: What is the business trying to achieve?

- [12:31] Critical question: How does the business make money?

- [17:39] Recognising the impact of the customer profile on strategy.

- [20:51] Assessing current strengths and identifying gaps.

- [24:35] Prioritising and focusing on key areas for impact.

- [27:09] The value of asking theoretical questions for clarity.

- [30:25] Closing thoughts on stepping away from the to-do list for strategic relevance.

Key Takeaway:

Step away from the to-do list and embrace an "outside-in" approach, understanding the business, prioritising focus, and achieving quick wins for a successful and relevant strategic plan.

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 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.

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.