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 Points

• • Why 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 Takeaway

Leaders 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.

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 Window

Key Timestamps

03:00 – Why a group of ‘superstars’ doesn’t automatically create a high-performing team

05:20 – Classic signs of an ineffective team

07:10 – The problem with banter: masking difficult conversations instead of addressing them

08:00 – Introducing Lucy Widdowson’s seven characteristics of effective teams

12:30 – The role of identity in a team and how external perceptions matter

17:45 – Why defining team values and behaviours is essential for cohesion

22:30 – Practical ways to improve team meetings and decision-making processes

28:30 – How leaders can assess their team’s effectiveness and identify areas for improvement

Key Takeaway

High-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:

1. We have a clear instruction and mandate from the wider organisation and those we report to
2. Achieving our team goals is recognised and rewarded above our individual goals, or those of our individual teams
3. We have the right selection of necessary, complementary skills within the team
4. We can clearly articulate and own our overall purpose
5. We are working towards shared goals in an effective manner
6. We commit to clear actions and with accountability and follow-through
7. We have clear and effective ways of working together
8. We maintain a high level of moral and commitment between us
9. We are fully engaged and involved in meetings. We make good use of our diversity when we meet
10. The outcomes we reach in meetings are better than any individual could have reached alone
11. We leave our meetings feeling more focused, supported and energised
12. We have good relationships with all our key stakeholders, and any team member can represent views of the whole team
13. We constantly scan our stakeholder environment, and attend to changing needs and perceptions
14. We regularly and effectively attend to our own development as a team
15. We all give good quality real-time feedback and provide a balance of support and challenge to each other

Questions 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.

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 style
• understand individual and team needs
• ensure you also meet organisational expectations.

Key Points Discussed

• The 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 Takeaway

Transitioning 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.

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 Discussed

• Defining 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 Takeaway

Effective 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.

A behind-the-scenes festive chat to reflect on The Strategic Leader podcast journey over the past year. From how it all began to the highs, lows, and lessons learned, we’re spilling the mulled wine and sharing it all!

We also sprinkle in some reflective coaching questions to help you look back on your own year and plan for the next.

Use these questions to spark your thinking:

• • What are you most proud of this year?
  • What challenges did you face, and how did you overcome them?
  • What have you learned about yourself?
  • What would you like to do differently next year?
  • What next? From big goals to small next steps...

Grab a festive drink and join us for a cozy and candid chat.

Merry Christmas from us to you! 🎄✨

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

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

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

How do you create high-performing teams in lightning speed? Drawing on the rapid teaming model developed by David Clutterbuck, the hosts discuss how high-performing teams can be created without the sometimes lengthy stages of traditional models like forming, storming, norming, and performing.

Fiona draws on her Team Coaching experience and explains the four core principles of the rapid teaming model: establishing shared purpose, building psychological safety, managing individual contributions, and streamlining team processes.

Real-world examples, from a Chilean mining rescue to Spotify's iterative Work From Anywhere policy, illustrate how these principles can be applied to quickly establish strong team performance.

Listeners will also learn about the concept of situational humility, which encourages team members to set aside ego for collective impact.

By combining theory and practical examples, this episode offers actionable insights for HR professionals and leaders aiming to build highly adaptable and collaborative high-performing teams.

Key Points Discussed:

Why most workplace challenges require team collaboration.

Limitations of traditional team development models like forming, storming, norming, and performing.

Clutterbuck’s four key pillars of rapid teaming:

1. Shared purpose and team goals.
2. Psychological safety for honest and productive dialogue.
3. Self-awareness and compromise to enable collective impact.
4. Clear, intentional team processes, including decision-making and meeting structures.

Case studies: Chilean mining rescue and Spotify’s iterative workplace policies.

Practical tips for fostering curiosity and managing team dynamics effectively.

Key Timestamps:

[01:17] Importance of teamwork in addressing workplace challenges.

[05:06] Introduction to rapid teaming and its relevance in fast-paced environments.

[06:28] First pillar: Shared purpose and alignment.

[07:25] Second pillar: Building psychological safety and trust.

[13:28] Third pillar: Managing self and compromising for collective impact.

[17:18] Fourth pillar: Defining intentional team processes.

[21:18] Lessons from a Chilean mining rescue.

[27:00] Experimentation as a tool for progress and innovation.

Key Takeaway:

Rapid teaming enables organisations to build high-performing teams without the luxury of time. By focusing on shared goals, psychological safety, and agile processes, leaders can foster collaboration and adaptability in ever-changing environments.

FREE RESOURCES

Want to know more about the Forming, Storming etc model?

Tuckman's Forming Storming Norming Performing Model

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, hosts Gemma Bullivant and Fiona Craig discuss a pressing issue for modern teams - building and nurturing strong relationships in hybrid work settings.

While many leaders still debate the value of in-person versus remote work, Gemma and Fi share insights on bridging this divide by using intentional collaboration. They unpack the benefits of using strategic models like Gartner’s 2x2 matrix for remote versus in-office work and the need for purposeful choices in team interactions.

Fi highlights her experience with tools like Miro for virtual collaboration, noting that with the right tools and processes, teams can be just as effective online. Together, they advocate for team charters and shared values to foster trust and alignment, regardless of physical location.

They conclude by encouraging leaders to stay adaptable, strategic, and to continuously reflect on the ‘why’ behind their hybrid work arrangements to maximise team performance and satisfaction.

Key Points Discussed:

• Hybrid work and how it challenges traditional team dynamics.
• Gartner’s 2x2 matrix for intentional collaboration across hybrid models.
• Leveraging technology for effective virtual teamwork, using tools like Miro and Zoom.
• Creating a Team Charter to set expectations, values, and rules for remote or hybrid teams.
• Aligning team actions with shared purpose to build cohesion and adaptability.
• The role of leadership in explaining the ‘why’ behind hybrid work choices.

Key Timestamps:

[05:20] – Gemma challenges the myth that teams must be co-located to build a strong culture.

[10:07] – Introduction of Gartner’s 2x2 matrix for managing collaboration in hybrid teams.

[14:47] – Fi’s example of a global team workshop, illustrating remote collaboration success.

[18:03] – The productivity benefits of working alone from home versus the office.

[22:29] – Fi explains the Team Charter model as a tool for fostering team alignment and purpose.

[25:24] – Gemma emphasises the strategic value of understanding the ‘why’ behind hybrid work practices.

Key Takeaway:

Hybrid work offers flexibility but demands intentionality. Leaders should foster team cohesion by balancing structured models, transparent communication, and purpose-driven collaboration. Using tools like the Gartner matrix and a Team Charter, teams can navigate hybrid challenges successfully while maximising productivity and connection.

DOWNLOADS

Gartner 2x2 Matrix - https://www.gartner.com/smarterwithgartner/4-modes-of-collaboration-are-key-to-success-in-hybrid-work/

Team Charter Canvas - https://theteamcanvas.com/

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

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

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

Do you find it challenging to communicate effectively with your manager?

We talk about the dynamics of optimising workplace relationships, especially with managers, and offer practical techniques to improve communication and mutual understanding. Fiona shares a personal story about adapting her communication style with a previous CEO, and her learnings about the importance of recognising different personalities, thinking styles, and behavioural tendencies.

Gemma explains the Parent-Adult-Child (PAC) model, a framework rooted in Transactional Analysis, and how it can specifically help with relationships influenced by the power dynamic.

>> Read more about the Transactional Analysis Parent Adult Child (PAC) model in Gemma's blog here

According to the PAC model, people may assume different relational stances - Parent, Adult, or Child - depending on the context, and understanding these can empower one to foster healthier, more productive interactions.

We talk about how important it is to focus on remaining in Adult mode, the optimal state for professional dialogue, and to notice when power dynamics, authority, or even personality clashes might pull them into Parent or Child roles. We offer valuable insights into creating mutual respect, navigating workplace hierarchies, and ultimately cultivating a more strategic approach to workplace relationships.

Key Points Discussed:

• Fiona shares the importance of self-care for professionals and leaders.
• Managing up: How to align with managerial styles for better productivity.
• Recognising and respecting introverted and extroverted thinking styles.
• Transactional Analysis and the Parent-Adult-Child model for understanding workplace dynamics.
• Importance of maintaining an Adult-to-Adult mode in communication.
• Techniques for shifting out of Parent or Child modes into productive “Adult” mode.
• Practical tips for staying composed and constructive in challenging conversations.

Key Timestamps:

[04:11] - Introducing the episode’s topic: optimising the relationship with your manager.

[06:24] - Gemma and Fiona discuss the idea of “managing up” for mutual benefit.

[08:15] - Defining managerial roles: guiding, advising, approving, and influencing.

[11:31] - Fiona shares a personal example of adapting communication to an introverted CEO.

[13:19] - Introduction to the Parent-Adult-Child model and its workplace applications.

[17:55] - How to maintain an Adult-to-Adult mode and avoid Parent-Child dynamics.

[19:12] - Strategies for shifting from emotional reactions to rational responses in conversation.

Key Takeaway:

Fostering strong, strategic relationships with managers and peers hinges on mutual respect and clear communication. The Parent-Adult-Child model offers a valuable framework for navigating power dynamics in professional settings, encouraging individuals to engage in an Adult-to-Adult manner to avoid unproductive emotional responses. By adapting communication styles to meet both parties’ needs, professionals can create a balanced relationship that benefits all involved.

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.