#22 The tone at the top

In this latest episode I introduce FieldSense — a structured yet human approach to working through complex issues as a leadership team.Too often, the capacity in senior teams isn’t unleashed as they try to solve gnarly problems or issues - not because the people aren’t capable, but because they’re talking at cross purposes, each operating from a different stage of the problem.FieldSense makes those stages visible, helping teams align on where they are, what the work is right now, and what comes next.You’ll learn:The three phases and six moves of the FieldSense frameworkWhy slowing down early helps speed up better decisions laterHow to shift from reactive dialogue to shared, grounded actionIf you’ve ever been in a meeting where something important needed to be solved — and the conversation got stuck — this episode is for you.And if you want to learn more about how FieldSense works, or how you could deploy it in your leadership team, reach out to us at: https://waldencroft.com/contact/

What if the alternative to capitalism’s excesses isn’t revolution—but quiet reinvention?In this episode I’m joined by Claire Costello, Chief People & Inclusion Officer at Co-op Group. We explore how Co-op’s values-led, member-owned structure creates a different kind of leadership. One that's attuned, distributed, and accountable.Claire describes how Co-op’s flexible executive structure, enterprise-wide mindset, and strong connection to its 6 million members foster leadership that is both commercially astute and socially responsible.Claire joined the Co-op in 2019 as Chief Procurement officer and moved to her current role as Chief People and Inclusion Officer at the Co-operative Group in 2022.Her team works across 3 core areas: setting and delivering the strategy for Reward, Wellbeing, Employee Relations, Inclusion, Skills, Colleague proposition and Leadership development; supporting the strategic people challenges across a diverse set of business areas; and delivering a pensions proposition to 54,000 colleagues and 30,000 pensioners.  Claire is also on the Board of Co-op Academies Trust as a Trustee.

In this episode I examine the four stages of chaos—Disruption, Escalation, Fragmentation, and Disintegration (or Breakthrough)—and how leaders can identify our position within the cycle. Understanding these stages provides us with a vital advantage: it enables us to lead with intention, rather than merely react to the turmoil.I also incorporate the work of Neil Howe and his Fourth Turning theory, which posits that history progresses in 80-to-100-year cycles. If Howe is correct, we are experiencing a period of fundamental transformation—one that will not simply “return to normal.” However, within this disruption, there is also an opportunity: to shape what comes next.

Remember when good character was something a leader strived to be known for? It seems that now, not so much. In my latest podcast episode, The Erosion of Character, I explore whether character has truly gone out of fashion—or if we’re simply seeing a battle over what “good character” means. Is it now simply a matter of debate?When humiliation, intimidation, and confusion are used to win at any cost, under the guise that the ends justify the means, where does that leave us?  I wrote an article to go alongside this podcast called, Is Character out of Fashion? in my LinkedIn newsletter, the Suite Stop. You can access it by clicking here.

Effective leadership isn’t merely about decisive action—it’s also about recognising when not to act.In this episode, I explore strategic patience as an underrated leadership skill. We’ve all seen hasty decisions that create bigger problems later. So, how do you know when to hold steady and when to move?I've just launched a new LinkedIn newsletter, called The Suite Spot, packed full of essential insights and practical strategies for C-Suite leaders and those who develop them. Click here to go to my latest piece. And don’t forget to subscribe so it shows up in your feed each week.Subscribe on LinkedIn https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=7291429073468182528

In this episode of Advanced Executive Leadership, I’m joined by Steve Williams, Director for Learning and Leadership Development at Accenture. Steve shares how AI is revolutionising leadership development at scale—from creating AI-powered digital coaches and immersive simulations to embedding generative AI into real-time client interactions.Steve is a passionate Learning and Leadership Development leader who has held several strategic learning roles across a 25-year career. He is currently responsible for the strategic direction and delivery of learning and leadership programs for 80K+ employees in Accenture across several business areas.  He is focused on helping people grow the skills and behaviours that matter, by engaging them with training experiences relevant to their work, and learning through their work. In Accenture we’re exploring deeply how AI and digital tools will transform learning as we know it.

I’ve been reflecting on two stories from late last year—stories that aren’t just news headlines, but signals of deeper, systemic cracks in industries we depend on.The first story: The tragic murder of United Healthcare’s CEO, Brian Thompson, in broad daylight. While the act itself was horrific, the public’s reaction was startling: social media erupted with jokes, and many Americans seemed to view the act as a violent expression of anger at a healthcare system accused of prioritizing profit over people.The second story: A groundbreaking lawsuit against 11 major food corporations, alleging that ultra-processed foods (UPFs) are engineered to be addictive, contributing to a public health crisis. For many, these foods have become as harmful as cigarettes once were. What connects these stories?Both are about systems that have lost their purpose. A healthcare system that denies care to boost profits. A food system that prioritizes addiction over nourishment. As executive leaders, what should we take from this?I believe we need to start asking tougher questions:When is enough, enough? What happens when a system’s priorities become so misaligned with its purpose that it breeds distrust—or worse, existential threats?If you'd like to read about this topic, I've also created a blogpost, which you can access here: https://waldencroft.com/when-is-enough-enough/If you'd like to stay up to date with the work that we're producing to enhance the Collective Enterprise Leadership of Executive Teams, you can receive our bi-weekly newsletter. Sign up here: https://waldencroft.com/newsletter/

In this episode, I’m joined by Dr Wilson Wong, Director of insight and futures at Wong at work.  We delve into futures and foresight, how organisations can anticipate disruption, navigate uncertainty, and strategically plan for the long term.  Wilson shares fascinating insights from his 20 plus years of futures work, including real world examples, like Shell scenario planning and shifts in the global energy market. We explore why leaders must step back to think critically amidst short term pressures, and how tools like scenario planning can uncover risks and opportunities that might be hiding in plain sight.A data scientist and futurist, Wilson has over 30 years of experience of applied research into organisations – their leadership, values/ culture, futures strategy, and the evaluation, management and development of human capital for policy & practice, investors and in academia. His research consulting and futures strategy development clients include the Metropolitan Police, Logica, Standard Chartered Bank, Nottingham County Council, Cambridgeshire County Council, DWP. MoD, Human Capital Development Corporation, HCLI, and RBS.He is Visiting Professor at Nottingham Business School, Adjunct Professor at HK Baptist University, and sits on several academic research strategy boards, and is Chair of the IJHRD. He was for over a decade the Head of Insight & Futures, and Head of Research at the Chartered Institute of Personnel and Development (CIPD, UK) developing the base for evidence-based practice, and helmed the research at the European Association of People Management (EAPM) and the World Federation of People Management Associations (WFPMA). A UK human capital metrics expert to ISO, he co-edited Human capital management standards: A complete guide, published by Kogan Page.  He has led on and continues to develop measures of sustainable HC. He is a member of the UN Millennium Project global futures experts network, and has led the futures research on national talent ecosystems for policy development in Singapore and Malaysia.

Steve Hearsum supports and challenges clients to find their 'edge and stretch' when what they are after is more than simply 'better sameness'. He creates useful discomfort in service of learning and have been told he has  “a knack of not letting people off the hook, without leaving them feeling like they’re on the hook”. His interest is in building change capability through:Leadership practice: conventional leadership development is largely a waste of time and money. He works with leaders to help them understand how they show up and the impact they have in the context they operate in.Consulting & change practice: working with internal and external practitioners to deepen their awareness of how they show up and the impact they have. He also works as a group and individual supervisor.Culture: working with organisations and leaders to help them inquire into their current behaviours and supporting them to build their capabilities to evolve how they work together.His book 'No Silver Bullet' can be ordered from all good booksellers.

In this week’s episode I’m joined by Hugh Kelly, Co-Founder and CEO of Simply Blue Group.Hugh shares his inspiring journey from a young entrepreneur in Ireland to a global leader in renewable energy innovation.Together, we explore how Simply Blue is transforming the blue economy by developing cutting-edge projects in floating offshore wind, sustainable aviation fuels, and aquaculture.  Hugh also opens up about:How partnerships are the cornerstone of success in high-risk industries,Navigating leadership challenges in a dynamic and fast-changing world,His uplifting perspective on the global fight against climate change after attending COP29.