The Strategic Leader – Détails, épisodes et analyse

In this episode, hosts Gemma Bullivant and Fiona Craig delve into the fundamental concept of what it means to be strategic. They break down strategy into three key components: Future Focus, Breadth, and Purpose. Through engaging discussion and practical examples, they emphasize how anyone can become more naturally strategic by applying these principles to their daily work.

Show Highlights:

Gemma and Fiona introduce the podcast and emphasize that being strategic isn't as complex as it seems. They aim to demystify the concept and provide practical tips for their audience.

The Three Key Elements of Being Strategic::

  - Future Focus: Being strategic means having a clear line of sight on the horizon, looking beyond the immediate tasks, and thinking about future objectives and goals.

  - Breadth: A strategic perspective involves considering the bigger picture, identifying stakeholders, and understanding the broader impact of decisions on the organization.

  - Purpose: Being strategic requires understanding why a particular direction or decision is chosen and aligning it with the organization's overall objectives and mission.

COACHING TOOL - The "What, So What, Now What" Framework (Rolfe et al): Gemma and Fiona discuss the importance of asking these three questions in strategic thinking.

  - What: Identifying the challenge or initiative.

  - So What: Understanding the significance, impact, and purpose behind the challenge.

  - Now What: Formulating actionable steps based on a deeper understanding of the challenge and its purpose.

Key Takeaways: Applying the three elements of strategic thinking—Future Focus, Breadth, and Purpose— inserting strategic thinking into day-to-day tasks can lead to more effective decision-making and problem-solving.as well as the "What, So What, Now What" framework can instantly make your approach more strategic and improve the quality of your output.

Download my HR Strategy Toolkit: Ready to take your strategic thinking to the next level? Download our comprehensive HR Strategy Toolkit, packed with actionable tips and templates to help you develop and implement an effective HR strategy for your organization. DOWNLOAD HERE

Key Timestamps

[02:38] - we discuss the idea of being naturally strategic, the need to understand what it means to be strategic, and why we are starting with exploring the concept of being strategic and how it can be achieved naturally.

[04:15] - the difference between having a future focus (eyes on the horizon) and managing what's in front of you (eyes on the ground), and the importance of having a future-focused perspective in strategic thinking.

[07:00] - the importance of a longer time frame in strategic thinking, and the significance of considering longer time frames when developing a strategy.

[09:03] - the concept of breadth in strategy, considering a broader perspective beyond immediate tasks, and why it's essential to look at the bigger picture and consider broader impacts in strategic thinking.

[11:01] - the importance of connecting the strategy to the organization's overarching objectives and purpose, and goals.

[13:38] - we introduce the "what, so what, now what" reflective model for strategic thinking, and explain how the model can enhance strategic thinking by prompting important questions.

[18:29] - the value of the "so what" question in making strategic decisions, and how the "so what" question helps in thinking through implications and obstacles in strategic decision-making.

Got Questions or Comments? We love hearing from our listeners! If you have any questions about strategic thinking or want to share your experiences, email us at gemma@gemmabullivant.co.uk. We might feature your question in a future episode!

Thank you for tuning in to the first episode of The Strategic Leader podcast. If you enjoyed the show, don't forget to subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader.

Welcome back to The Strategic Leader Podcast with your hosts, Gemma Bullivant and Fiona Craig. In this episode, we're delving deep into the art of crafting a strategy that is simple, yet highly effective.

We explore the importance of simplicity in strategy, how to differentiate a strategy from an action plan, and why it's crucial to align your strategy with the overarching goals of your business.

Do you ever wonder what it truly means to be strategic? Are you tired of overly complex strategic documents that seem impossible to decipher? Well, you're in luck! In this episode, we dive into the complex world of strategy, break it all down for you, and we discuss how simplicity in strategy is the key to effective leadership.

Join us for this insightful episode and learn how to demystify strategy, prioritize effectively, and lead with confidence.

We discuss:

- The difference between a strategy and an action plan.

- How to create a concise and clear strategy that anyone can understand.

- The importance of aligning your strategy with the overall goals of the business.

- Using strategy as your North Star to guide decision-making.

- The power of asking, "What is the most important thing here?"

Key Takeaway: Simplicity in strategy is essential for effective leadership. By distilling your strategy into clear, concise, and unambiguous terms, you can guide your team with greater focus and motivation, align with the business's overall objectives, make more informed decisions, and ultimately achieving your goals with confidence.

FREE DOWNLOAD – Your HR Strategy Toolkit:

Ready to take your strategic thinking to the next level? Download Gemma’s comprehensive HR Strategy Toolkit, packed with actionable tips and templates to help you develop and implement an effective HR strategy for your organization. DOWNLOAD HERE

Key Timestamps:

[01:02] - we look at the key components of a strategy, how to put that together, how to differentiate a strategy from an action plan, and how to make sure that what is in our strategy is aligned to the overall goals of the business.

[03:08] - the difference between a strategic plan and a list of actions. Sometimes when we think we've presented someone with a strategy, what we've actually done is a list of actions, and that can not be what's desired.

[05:01] - Strategy doesn't need to be something incredibly complex or full of corporate jargon. It should be simple, succinct, and something that anyone can understand. If you can't explain it clearly, it's too complicated.

[06:23] - We should be able to articulate the strategy in one page. The actual strategy itself should be able to live on one page. We explore how to achieve this.

[07:47] - Your strategy is like a North Star guiding your organization's efforts. It's clear, unambiguous language should help steer your actions, ensuring they align with your goals.

[12:26] – We talk about how strategy anchors off the overarching organizational strategy.

[15:26] - Your strategy is less about what your business does; it's more about what it aims to achieve and where it wants to be in the future.

[18:13] – How a strong strategy can drive employee motivation and engagement.

[25:43] - The Power of Simple Language - your strategy document should be clear and straightforward. It should be something that even a child could pick up and understand.

[29:51] - Strategic Thinking in Action - A daily discipline of a strategic leader is asking, "What is the most important thing I could do today?" Your strategy gives you the answer by reminding you of your overarching purpose.

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 crafting a simple yet effective strategy or need guidance on strategic leadership, we'd love to hear from you. Check out the free download (link above) and feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona).

Your queries could inspire future episodes to help you become a more strategic leader.

In this episode we 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.

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.

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

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

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

Key Points Discussed:

  - Differentiating between natural nervousness and imposter syndrome.

  - Reframing fears as excitement and visualising positive outcomes.

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

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

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

Key Timestamps:

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

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

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

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

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

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

FREE DOWNLOAD – Coaching Tool

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

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

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

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.

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

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

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

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

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

Our Tips for Overcoming Conflict Avoidance include:

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

About Jo Bamford:

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

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

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

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

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

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

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

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

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

Key Points Discussed:

- Definition and impact of people pleasing in leadership roles.

- Balancing assertiveness and strategic leadership.

- Personal experiences with people pleasing and setting boundaries.

- Practical tools for maintaining assertiveness.

- The importance of recognising and managing discomfort.

- The systemic impact of people pleasing on business strategy.

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

- The hidden costs of saying yes.

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

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

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

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

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

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

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

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

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

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

Key Points Discussed:

- Definition and common misconceptions about procrastination

- Emotional and psychological triggers behind procrastination

- Procrastination's impact on strategic capacity

- Personal experiences and types of tasks prone to procrastination

- Importance of self-compassion and understanding root causes

- Practical techniques: Eat the Frog and Pomodoro Technique

- The role of motivation and reward in overcoming procrastination

Key Timestamps:

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

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

- [09:00] Personal experiences with procrastination

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

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

- [23:45] Introduction to the Pomodoro Technique

- [25:37] Importance of systems over willpower

Key Takeaway:

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

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

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

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