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How can you build resilience when leadership pressures mount? Discover four practical ways to stay flexible, manage uncertainty and maintain your effectiveness through challenging times. Resilience is an essential skill for strategic leaders, but it isn't about being tough, pushing through at all costs or simply bouncing back. It's about developing the flexibility to respond to challenges, adapt to change and potentially emerge stronger as a result. We explore what resilience really means for leadership effectiveness, drawing on Dr Carol Pemberton's work and the distinction between psychological safety and certainty. We also consider the Yerkes-Dodson law, which helps explain why some pressure can improve performance, while too much can leave us overwhelmed. And we discuss why constantly waiting for things to settle down before taking action can undermine our resilience. Most importantly, we share four practical ways to strengthen your personal resilience. Whether you're navigating organisational change, managing competing demands or supporting your team through challenging circumstances, you'll discover how to build the resilience to stay effective, even when certainty isn't possible. Key points discussed Resilience is about flexibility, not toughness.Psychological safety matters more than certainty.The relationship between stress and performance.Four practical components of resilience.The importance of recovery.Key takeaway Building resilience isn't about becoming impervious to pressure or waiting until everything feels under control. It's about developing the flexibility, support and practical strategies to navigate uncertainty. Focus on what helps you stay upright, keep moving and find solutions so you can not only bounce back from challenges, but potentially bounce forward. Find out more Read Gemma’s blog Resilient Leaders Are Learning to Flex Sign up to Gemma’s monthly newsletter for more Strategic Insights and top tips Related episodes You may also find these previous episodes useful: 2.09 How to Manage Stress to Stay More Strategic 1.08 Unlocking the Power of Strategic Self-Care 2.06 Managing Anxiety and Worry at Work

How can you benefit from AI without allowing it to do your critical thinking for you? Critical thinking is an essential strategic leadership skill, helping you question information, understand problems properly and make well considered judgements rather than accepting polished answers at face value. We discuss why this matters even more as AI becomes part of everyday leadership work, particularly when plausible, professional looking outputs can tempt us to move too quickly towards an answer. We look at the importance of framing the problem before trying to solve it, and why you need to understand what you are trying to achieve before you can critically evaluate an AI generated response. And how AI can strengthen rather than replace human thinking by acting as a thinking partner, asking challenging questions and helping you organise your own ideas. And we explore the AI sandwich approach and a couple of insightful concepts - “bot sitting” and “bot shitting” Key points Why critical thinking starts with framing the problem rather than rushing to a solution.How polished and plausible AI outputs can make it harder to recognise weak thinking or irrelevant answers.How to use AI as a thinking partner that challenges and organises your ideas rather than outsourcing your thinking.Why leaders need to verify, understand and confidently stand behind both their own AI assisted work and the work produced by their teams.Key takeaway Use AI to support your critical thinking, not replace it. Whatever the finished output looks like, you should understand it well enough to explain it, question it and confidently stand behind it. Find out more Read Gemma’s article Critical Thinking in Leadership: Don’t Let AI Do Your Thinking The episode also refers to the “AI sandwich” approach shared by Kerry Harrison, and more on the concepts of “bot sitting” and “bot shitting” can be found in the Work AI Institute report here Sign up to Gemma’s monthly newsletter for more Strategic Insights and top tips -------- Related episodes You may also find these previous episodes useful: 6.02 Strategic Clarity 1.02 Crafting a Simple Yet Effective Strategy (audio episode) -------- 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 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)

How easily can you move beyond your own viewpoint and see a leadership challenge through a completely different lens? Perspective shifting is an important strategic leadership skill because the more senior you become, the more you need to understand competing priorities, different stakeholders and alternative ways of thinking. We discuss why mental agility helps you move beyond the tunnel vision of your own role, department or preferences, without losing your own point of view. We look at practical ways to develop this skill, including Edward de Bono’s Six Thinking Hats and the Disney Creative Method, which uses the perspectives of dreamer, realist and critic. We consider how deliberately adopting different thinking positions can improve decision making, creativity, conflict management and the quality of strategic conversations. We also explore how perspective shifting can strengthen strategy development and stakeholder management. By asking what employees, customers, finance teams, communities or other stakeholders would think, you can anticipate questions and identify gaps in your thinking. Finally, we consider how the same technique can help you challenge your inner critic, access different viewpoints and become a more agile and effective leader. Key points discussed Why perspective shifting becomes increasingly important as you move into senior and strategic leadership roles.How to distinguish intellectual perspective shifting from emotional empathy.How Edward de Bono’s Six Thinking Hats can help you deliberately adopt different thinking perspectives.How the Disney Creative Method separates the dreamer, realist and critic perspectives to develop and stress test ideas.Why clear rules of engagement can make structured perspective shifting more effective in meetings and workshops.How stepping into the shoes of different stakeholders can strengthen strategy, proposals and leadership decisions.How questions such as “What would future me say?” or “What advice would I give someone in my team?” can help you access a different perspective.Why curiosity, self awareness and a willingness to challenge your preferred viewpoint are essential for developing greater mental agility.Key takeaway Perspective shifting is a leadership muscle you can deliberately develop. Practise moving between different thinking styles and stakeholder viewpoints, particularly when one perspective feels uncomfortable or unfamiliar. The aim is not to abandon your own view, but to broaden your thinking before deciding what to do. ----- Find out more See Gemma’s blog - Why Strategic Leaders Need to Shift Perspective Sign up to Gemma’s monthly newsletter for more tips & insights ----- 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 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)

How well do you really understand the impact you have on other people, not just the impact you intend to have? Self-awareness becomes increasingly important as you become more senior because leadership effectiveness depends on far more than your technical expertise. We discuss how your assumptions, preferences, habits, strengths and behaviours shape how you lead, and why understanding how others experience you is essential for strategic leadership. We also consider the difference between intention and impact, and why feedback is valuable data rather than something you automatically need to accept as fact. We introduce a five-part approach that moves from awareness to effectiveness. It helps you turn greater self-awareness into intentional choices about how you show up in different situations, rather than relying on your default behaviours. We also share practical ways to build your self-awareness. You will discover how to gather useful feedback, identify patterns and blind spots, and adapt your leadership approach without feeling that you need to change who you are. Key points discussed Why self-awareness is fundamental to effective strategic leadership.How the gap between your intention and your impact can affect how others experience your leadership.Why treating feedback as data can make it easier to hear and use constructively.Why senior leaders need to ask proactively for feedback rather than simply having an “open door”.Practical feedback tools -  “What went well, even better if” and Ask 5 – and how they can make gathering useful feedback simpler and less threatening. Key takeaway Self-awareness is not simply knowing your strengths, weaknesses and preferences. Its value comes from understanding your impact on others and using that knowledge to make more intentional choices about how you lead. The goal is not to change who you are, but to adapt your approach when doing so will make you more effective. Want more? Read Gemma’s blog for more about this topic and the models/graphics we refer to in the episode.   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 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)

What if getting better at conflict could make you a more effective leader, strengthen relationships and help you make better strategic decisions? Conflict is part of leadership. Different perspectives, priorities, beliefs and ways of working mean disagreement is inevitable. In fact, we’d be concerned if a senior team agreed on everything. Constructive conflict can provide the challenge we need to test our thinking, improve decisions and reach better outcomes. We talk about the important distinction between task conflict and relationship conflict, and why understanding our own relationship with disagreement matters. Our past experiences can shape how comfortable we feel with challenge, while previous leadership cultures can leave teams reluctant to speak up even when the environment has changed. We explore ideas from Smart Conflict: - a practical framework for handling difficult conversations at work more effectively, from understanding our personal conflict settings and regulating emotions to preparing properly, choosing our response and repairing relationships afterwards. Key points discussed The difference between task conflict and relationship conflict.Why healthy disagreement can be beneficial.The five Rs of conflictWhy leaders need to be willing to be temporarily unpopular when making difficult decisions. Key takeaway Conflict does not have to be destructive. Handled well, it can strengthen thinking, relationships and leadership. The challenge is to understand what we bring to conflict, regulate our response, prepare well and create an environment where people can disagree safely and constructively.   More resources For more detail and a handy one-page reminder of the 5 conflict habits discussed, check out Gemma’s blog here The books we mention Smart Conflict by Alice Driscoll and Louise Van Haarst  Have a Nice Conflict by Scudder, Patterson & Mitchell Previous episodes to check out The Strategic Leader, Series 2, Episode 3: How to Overcome Conflict Avoidance in the Workplace The Strategic Leader, Series 4, Episode 10: Is It Possible to Be Too Nice at Work?

If you're constantly busy but still feel like you're not making the progress you want, it may may be a sign that you need to sharpen your prioritisation skills. Effective prioritisation is a strategic leadership skill that creates space for better thinking, stronger decisions and greater impact by focusing on what matters most. This episode explores why leaders are rarely asked to do less and why becoming more senior often means balancing increasing demands with limited time, energy and resources. We discuss how operational work can keep leaders trapped on the hamster wheel and why intentionally creating time for strategic thinking is essential for long term success. We talk through two practical tools that have helped us to prioritise more effectively: The Eisenhower Matrix - helps separate urgent work from genuinely important work, encouraging you to spend more time on strategic activities before they become crises. The Impact Effort Matrix - a framework for identifying which activities are likely to deliver the greatest value and avoiding work that consumes effort without creating meaningful results. You can read more about these tools in Gemma’s blog   Key points discussed Why prioritisation is a foundational strategic leadership skill, not simply a time management technique.How to move away from constant operational busyness and create more space for strategic thinking.Using the Eisenhower Matrix to distinguish between urgent and important work.Understanding how different thinking styles influence the way we approach important tasks.Applying the Impact Effort Matrix to prioritise projects, change initiatives and strategic decisions.Recognising opportunities to delegate, automate or redesign recurring tasks.Identifying work that delivers little value despite consuming significant effort.Asking "What are the things that only I can do?" to improve delegation and leadership focus.Key takeaway Strategic leadership is not about getting more done. It is about making better choices about where your time, energy and attention create the greatest value. Prioritisation is the tool that makes this possible.   Check out our previous episodes on similar themes: S1.11 - How to prioritise more strategically S5.01 - Moving between detail and big picture 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 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)

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)

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 toolsThe concept of a leadership toolkit and why intentional tool selection mattersHow leaders often accumulate too many models, frameworks and ideasSelf-awareness as a cornerstone of effective leadershipThe importance of summarising complexity through a strategic one pagerHow clear thinking improves communication and decision makingUsing 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)

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)

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 executiveBalancing depth of expertise with breadth of strategic thinkingBuilding confidence to contribute beyond subject matter expertiseUsing questions to add value at senior leadership levelThe emotional thermostat and its impact on organisational cultureHow behaviours signal what is tolerated within a businessMoving from activity reporting to accountability for outcomesThe 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)

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 thinkingAwareness of time spent on operational versus strategic work Strategic time must be deliberately created and protectedSkills influence how effectively teams use limited strategic thinking timeStrong behavioural skills help keep conversations at the right levelTeam culture and power dynamics can enable or block strategic contributionEgo and lack of expertise can lead to poor decision making or unfocused debateClear 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)

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 capabilityWhy strategic thinking often starts with noticing how work could be done betterThe importance of stepping back from operational work to consider longer-term directionWhy leadership teams in operational businesses must intentionally create space for strategyThe role of facilitated strategy sessions in aligning leadership teams around purpose and valuesHow strategy provides focus when industries face uncertainty or disruptionThe leadership skill of zooming between operational detail and the wider strategic pictureWhy 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)

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 harderThe shift from being valued for execution to being valued for thinking and perspectiveHow Divinia’s model of role, remit and relationships helps clarify the COO contributionWhy many executives feel uncertain about challenging strategy at the leadership tableThe dynamic between visionary founders and operational leadersHow leadership teams benefit from different thinking roles and perspectivesWhy “be more strategic” is often unhelpful feedback without clarity or supportThe 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)

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 tableHow 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 autopilotAn introduction to Belbin team roles and why most exec teams are missing at least one critical roleHow over-indexing on certain behaviours (e.g. too many ideas, not enough follow through) quietly undermines progressWhy irritation between leaders is often a clash of roles, not competenceThe difference between dialling a behaviour up intentionally versus expecting it to become a strengthHow shared language around behaviour depersonalises conflictWhen 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)

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 leadershipWhy your “subject matter expert” hat is the most comfortable and potentially the most limitingThe shift from representing your function to owning organisational outcomesHow senior leaders share accountability for company-wide KPIs, not just their ownWhy competing objectives across teams create healthy tension – when handled wellThe hidden third hat: behavioural impact and team dynamics at the top tableHow informal roles (the challenger, the harmoniser, the driver) shape executive conversationsWhy poor dynamics at senior level are both costly and culturally contagiousThe 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)