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The Strategic Leader

Gemma Bullivant and Fiona Craig
The Strategic Leader
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  • 4.01 How to Tackle Challenges More Strategically
    Strategic thinking isn’t about having the strongest opinion in the room – it’s about knowing how to take a step back and ask better questions. In this episode, we talk about what it really takes to move from personal opinion to a more strategic viewpoint, especially when you're dealing with big, complex topics that people often feel strongly about.We explore a simple approach: start by getting some perspective (take the balcony view rather than getting stuck on the dance floor), stay open to other possibilities (two things can be true at once), and always come back to context – what problem are we actually trying to solve?We’ve both seen this in action and we talk about tangible examples, such as designing a bonus scheme and everyone comes to the table with strong preferences, on we have tackled these situations and how the approach we suggest can really help. It creates space to listen, explore alternatives, and let go of the idea that there’s one perfect answer.You don’t need to have all the answers to be strategic. But you do need to stay curious, ask the right questions, and be willing to think differently.This episode sets the tone for the rest of the series, where we’ll explore big hairy questions, and how to navigate these more strategically.Key Points DiscussedWhy strong opinions can hinder strategic clarityThe importance of moving from opinion to strategic viewpointThe “balcony vs dance floor” metaphor for gaining perspectiveHow curiosity unlocks better thinking in group discussionsThe danger of seeking to “win” over others in strategic debateThe value of considering context over personal preferenceUsing the “disagree and commit” mindset in leadershipThe three-part strategic approach: Perspective, Alternatives, ContextThank 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.
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  • 3.10 - How to be More Strategic with Team Gatherings
    Do you ever think about how to make every team gathering intentional, strategic, and worth the investment?In this episode the hosts look at how meetings, away days, training sessions, and team coaching each require distinct approaches to be truly effective.They reveal why they think team building can be a bit random, and not always address the key needs of a team to be truly effective.They talk about the importance of selecting the right approach for each situation and avoiding the common trap of defaulting to training or team building, when other interventions might be more suitable. They encourage leaders to consider their teams' specific needs and invest in the most effective methods for team effectiveness.Key Discussion PointsWhy leaders must be intentional about different types of team gatherings.The role of a chair in ensuring team meetings are structured and productive.The value of an external facilitator for strategy sessions to keep discussions focused.How training differs from other interventions, focusing on skill-building and knowledge sharing.The role of team coaching in improving group dynamics, trust, and effectiveness.Why team building activities alone don’t always improve team performance.How different approaches can overlap and complement each other for maximum impact.Key Timestamps[03:04] – The importance of being intentional about different types of gatherings.[03:37] – The role of a chair in structuring effective team meetings.[06:52] – Why strategy away days need a facilitator to keep discussions structured.[10:28] – The difference between training and facilitation in leadership development.[17:48] – What team coaching is and how it helps team effectiveness.[21:19] – The limitations of team building and why it’s not always the answer.[25:19] – How these different approaches can overlap.Key TakeawayLeaders often default to meetings or training when bringing teams together, but different gatherings require different approaches. By understanding the roles of chairs, facilitators, trainers, and team coaches, and deciding which role suits the situation best, leaders can ensure team gatherings will drive real results.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.
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  • 3.09 - The 7 Characteristics of High Performing Teams
    We explore what makes a high-performing team, the difference between individual and collective performance, and a seven-part model for building effective, cohesive, and successful teams.Fiona shares insights from her work in leadership and team coaching, highlighting how individual brilliance does not automatically create a high-performing team. They introduce a seven-part model from Lucy Widdowson that defines the 7 essential elements of effective teamwork, including purpose, identity, relatedness, values and beliefs, awareness, ways of working, and transformation.Through analogies such as football teams and leadership dynamics, they explore common team challenges, from ineffective meetings to the impact of ‘banter’ masking deeper issues.They offer practical guidance for leaders to assess and enhance their teams, including using the Johari Window for awareness and revisiting team purpose.To help listeners apply these concepts, Fiona shares a simple questionnaire for evaluating team effectiveness, which can be used individually or in team discussions. Whether leading a team or participating in one, this episode provides essential insights for optimising team performance.Key Discussion Points• Why high-performing individuals don’t always create a high-performing team• The seven characteristics of high-performing teams (Lucy Widdowson’s model)• Why teams need a clear purpose and shared identity• How leaders can use feedback and awareness tools like the Johari WindowKey Timestamps03:00 – Why a group of ‘superstars’ doesn’t automatically create a high-performing team05:20 – Classic signs of an ineffective team07:10 – The problem with banter: masking difficult conversations instead of addressing them08:00 – Introducing Lucy Widdowson’s seven characteristics of effective teams12:30 – The role of identity in a team and how external perceptions matter17:45 – Why defining team values and behaviours is essential for cohesion22:30 – Practical ways to improve team meetings and decision-making processes28:30 – How leaders can assess their team’s effectiveness and identify areas for improvementKey TakeawayHigh-performing teams don’t happen by accident. They require clarity of purpose, strong relationships, shared values, and the ability to adapt. Leaders should prioritise team effectiveness over individual achievements and regularly assess team dynamics using structured models and feedback tools.Fiona's Team Effectiveness Questionnaire:Using a simple ratings system, where a score of 1 = not at all and a score of 5 = completely, all the time, answer the following questions:We have a clear instruction and mandate from the wider organisation and those we report toAchieving our team goals is recognised and rewarded above our individual goals, or those of our individual teamsWe have the right selection of necessary, complementary skills within the teamWe can clearly articulate and own our overall purposeWe are working towards shared goals in an effective mannerWe commit to clear actions and with accountability and follow-throughWe have clear and effective ways of working togetherWe maintain a high level of moral and commitment between usWe are fully engaged and involved in meetings. We make good use of our diversity when we meetThe outcomes we reach in meetings are better than any individual could have reached aloneWe leave our meetings feeling more focused, supported and energisedWe have good relationships with all our key stakeholders, and any team member can represent views of the whole teamWe constantly scan our stakeholder environment, and attend to changing needs and perceptionsWe regularly and effectively attend to our own development as a teamWe all give good quality real-time feedback and provide a balance of support and challenge to each otherQuestions based on work by Professor Peter Hawkins.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.
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  • 3.08 From Being in a Team to Leading it
    We discuss the challenges and strategies when you move from team member to team manager,Drawing on personal experiences and coaching insights, we have a natter about the unique challenges this shift can pose. What's your new leadership identity? How do you balance team dynamics? How do you ensure you fulfil what the organisation needs of you in this new role?Fi shares a candid anecdotes about one of her own career missteps and lessons she learned when she was promoted over a team-mate to assume management of him. We look at a few other things that might be getting in the way - imposter syndrome, the need for peer approval, and figuring out new senior leadership responsibilities.We suggest 3 helpful lenses for navigating this transition effectively:define your leadership styleunderstand individual and team needsensure you also meet organisational expectations.Key Points DiscussedThe emotional challenges of transitioning from peer to leader.The importance of crafting a leadership identity and owning your new role.Balancing team needs with the organisation's strategic goals.Recognising and addressing individual dynamics within the team.Strategies to maintain consistency and build credibility as a new leader.Insights on seeking or providing professional support during leadership transitions.Tackling imposter syndrome and trusting the hiring process.Key Timestamps[02:14] – Introduction to the challenges of managing a former team.[03:02] – Fi’s personal experience: transitioning to her first management role.[05:06] – The pitfalls of inconsistency and the struggle to establish authority.[08:24] – The critical role of identity in leadership transitions.[13:25] – The value of coaching and intentional reflection during the first 90 days.[16:24] – Three lenses for leadership: style, team needs, and organisational expectations.[21:31] – Treating a team as both a group and as individuals.[24:38] – Real-life example: the Flexi Time policy dilemma.[27:38] – Overcoming self-doubt and trusting organisational decisions.[28:23] – Encouragement for aspiring leaders to seize new opportunities.Key TakeawayTransitioning from team member to team manager requires intentional effort, self-awareness, and a clear understanding of organisational expectations. Success lies in embracing your leadership role, addressing team dynamics thoughtfully, and trusting your ability to rise to new challenges.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.
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  • 3.07 Making Effective Team Decisions
    Discussing the complexities of making decisions as a team. The hosts examine how group dynamics, diverse perspectives, and unclear roles can hinder effective decision-making. A central theme is the importance of defining the decision-making process - understanding roles, responsibilities, and accountabilities - before tackling the decision itself.The conversation highlights the RACI framework (Responsible, Accountable, Consulted, Informed) as a valuable tool for clarifying roles. The hosts also address the concept of consensus, challenging the notion that universal agreement is always ideal. Instead, they explore practical alternatives like “disagree and commit” and “safe-to-try” approaches, fostering commitment even when initial preferences differ.Listeners are encouraged to consider the impact of perfectionism and bias on group decisions. Concepts like gut instinct and iterative decision-making, inspired by Colin Powell’s 40–70% rule, help avoid paralysis by analysis.This episode equips HR professionals and business leaders with actionable strategies to overcome decision-making roadblocks, improve collaboration, and achieve outcomes that align with organisational goals, even amidst diverse opinions.Key Points DiscussedDefining the decision-making process: roles, responsibilities, and expectations.Using the RACI framework to clarify team roles.The pros and cons of consensus-based decision-making.Practical alternatives: “disagree and commit” and “safe-to-try” approaches.Avoiding perfectionism and paralysis by analysis with the 40–70% rule.Recognising and addressing biases in decision-making.Balancing individual preferences with team-wide priorities.Managing post-meeting alignment to avoid backchannel dissent.Key Timestamps[03:51] Importance of clarifying how decisions are made before discussing the “what.”[06:12] Introducing the RACI framework: Defining roles in decision-making.[09:03] Practical examples of RACI in action.[12:36] Consensus decision-making: Benefits, challenges, and realistic alternatives.[15:54] Differentiating between preferences and critical issues.[17:31] Consent decision-making: The “safe-to-try” principle.[21:03] Colin Powell’s 40–70% rule for timely decisions.[25:04] Gut instinct as a decision-making tool.[27:47] Summary of key strategies for effective team decisions.Key TakeawayEffective team decision-making requires clarity on roles, responsibilities, and expectations. Tools like RACI, “disagree and commit,” and gut instincts enable teams to balance diverse perspectives, avoid perfectionism, and make decisions that drive progress.Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you.Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.
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About The Strategic Leader

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.

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