Battling with Business

In this week’s episode we revisit one of our most popular discussions from August 2024 and explore Bruce Tuckman’s model of team development: forming, storming, norming, performing and adjourning. We discuss why high performing teams do not appear by accident and how the journey from uncertainty to trust is often messy, uncomfortable and full of friction. Drawing on experiences from both military operations and commercial product teams, we explore how teams build relationships, develop confidence and learn to work through disagreement to achieve meaningful results. A strong team is not one that avoids conflict. It is one that understands how to turn disagreement into progress. We examine why the storming phase is often the most important stage of development, how leaders can recognise where their teams are, and why shared experiences create the trust needed for long term success. We also explore the often overlooked concept of adjourning and why teams need time to reflect, celebrate achievements and reset before taking on the next challenge. Whether you lead a team, work within one, or are simply interested in leadership and management, this episode provides a practical framework for understanding team dynamics. If you have ever wondered why some teams click while others struggle, or how to help a group move from frustration to performance, this conversation will give you plenty to think about.

In this week’s episode we conclude our two part exploration of Xi Jinping and examine what he has done with power once he reached the top of the Chinese Communist Party. We explore the enormous scale of the Belt and Road Initiative and ask whether it is a masterclass in long term strategic thinking, a tool of geopolitical influence, or both. We also tackle some of the most difficult and controversial aspects of Xi’s leadership, including the treatment of the Uyghurs, China’s response to COVID 19, and the country’s approach to Taiwan. The discussion goes beyond politics and focuses on leadership, management, decision making and power. We explore the trade offs between democratic and authoritarian systems, the advantages of clarity and long term planning, and the dangers of concentrating too much power in the hands of a single leader. Along the way we compare Xi with Vladimir Putin, Donald Trump and Narendra Modi to better understand the different ways leaders pursue influence, stability and national ambition. This episode brings together the key themes from both episodes. Whether you admire his strategic discipline, question his methods, or simply want to understand one of the most influential figures of the modern era, this episode will challenge assumptions and encourage deeper thinking. If you are interested in leadership, management, strategy and how decisions made at the very top shape the world around us, this is an episode you will not want to miss.

In this week’s episode we start a new Influencers series by turning our attention to one of the most important and least understood leaders in the world, politician Xi Jinping, General Secretary of the Chinese Communist Party. We explore how China’s rise from relative isolation to global superpower has changed the balance of power around the world and why so many people in the West still underestimate both China and its leadership. We discuss the long term strategic thinking that sits behind modern China, the country’s 2049 vision for national rejuvenation, and the way long range planning differs from the short political cycles seen in Western democracies. We also dig into Xi Jinping’s personal story, from growing up as the son of a Communist revolutionary hero to seeing his family purged during the Cultural Revolution. We explore how years spent working as a rural labourer shaped his views on power, stability and leadership, and how those experiences helped forge the leader who now governs more than 1.4 billion people. Along the way we look at anti-corruption campaigns, the removal of presidential term limits, the balance between prosperity and authoritarianism, and the uncomfortable questions that emerge when strong leadership delivers undeniable economic results. This episode is not about deciding whether China is right or wrong. It is about understanding how different political systems think, how leaders are shaped by history, and why it is dangerous to dismiss competitors simply because they are culturally different from us. If you are interested in leadership, strategy, power, organisational thinking or the future of global politics, this conversation sets the foundation for a fascinating two part series on Xi Jinping and modern China.

In this week's episode we dive into systems thinking and why so many of the problems we complain about in business, government and everyday life are far more connected than they first appear. We explore why seemingly simple frustrations like potholes, missed deadlines or poor customer service are often symptoms of much larger systems working exactly as they were designed to work. Gareth brings his military perspective while Chris looks at the realities of software development, leadership and business operations, and together they unpack how decisions, incentives, behaviours and unintended consequences shape outcomes over time. One of the big themes throughout the episode is the danger of simplistic thinking in complex environments. Chris and Gareth discuss why organisations often rush to blame individuals or search for quick fixes instead of stepping back and asking deeper questions about how the whole system operates. From military procurement and climate change through to burnout in software teams and the economics of running a coffee shop, they look at how systems thinking can help leaders make better long term decisions rather than chasing short term wins that create even bigger problems later. They also explore the practical side of systems thinking. This is not about building endless flow charts or creating process for the sake of process. It is about improving decision making, understanding relationships between people and teams, spotting hidden dependencies and identifying where small changes can have huge positive effects over time. If you have ever wondered why organisations struggle to fix obvious problems, why politics increasingly rewards simplistic answers, or why good leaders seem to think differently from everyone else, this episode is packed with practical examples and ideas and a great reminder that better leadership often starts with asking better questions.

In this week's episode we take on a question that feels increasingly uncomfortable in today's climate. Have we been getting it wrong when we've talked about what makes great leaders and leadership? If you watch the news you might be forgiven for thinking that empathy and psychological safety are dead and the old ways of leading are just hippy constructs. Might makes right and all you need to do is just to tell people to shut up and get on with it! Sitting in a country pub with a drink in hand, Gareth, Chris and returning guest Lisa Lloyd from It's Time for Change (www.itstimeforchange.co.uk), dig into the tension between strategy and leadership, and whether outcomes are starting to justify behaviours that many of us instinctively resist and is what defines good leadership really changing?  We explore what happens when organisations change direction quickly, sometimes abandoning long held values, and whether that is a failure of leadership or simply good strategy in action. It raises a deeper challenge around trust. If values can shift so quickly, what should teams actually believe in, and how should leaders communicate those decisions so people understand the why, even if they do not like the change. We also challenge the obsession with speed. For years we have been told to move fast and prioritise action over reflection, but we ask whether that mindset is now creating fragility rather than resilience. What if the real skill of leadership is knowing the right speed rather than simply going faster? Empathy, psychological safety, and inclusivity all come under scrutiny. Are they strengths, or have they bee misunderstood and misapplied? We argue that these are not soft ideals but tools, and like any tool they can be overused, underused, or used in the wrong context. The real challenge for leaders is understanding when to dial them up and when to dial them down. There is no simple answer in this episode, but there is a clear takeaway. Leadership has not fundamentally changed, but the environment has made it more complex and more visible. The leaders who succeed will be those who take the time to think, reflect, and communicate clearly about what success actually means. If you are leading a team, shaping a business, or simply trying to make sense of what good leadership looks like today, this is a conversation worth listening to.

In this week’s episode we take on one of the most uncomfortable realities in leadership and management: what do you do when the problem is your boss? We move beyond the easy label of a “bad boss” and unpack what that actually means in practice, from incompetence and misaligned incentives through to absentee leadership, toxic behaviours and micromanagement. The conversation quickly reveals that this is rarely black and white, and that one of the hardest but most important steps is working out whether the issue really sits with your leader, or with your own expectations, context or perspective. We share personal experiences of working under leaders whose behaviours had real consequences, including stress and loss of trust, and explore the grey areas where intent, pressure and organisational context complicate what looks like poor leadership on the surface. A key theme throughout is the need for self-reflection and clarity before acting, especially when the stakes involve your team, your career and your own wellbeing. From there we get practical. We talk through how to diagnose the situation properly, how to approach difficult conversations without emotion, and how to manage upwards in a structured and effective way. We also explore where that line sits between supporting your boss and compensating for failure, and what it really means to protect your team without undermining authority. Finally, we tackle escalation and the reality that at some point this becomes a personal decision about what you are willing to tolerate. Whether that means nudging, formally raising concerns, or ultimately leaving, we discuss how to act with integrity and effectiveness throughout. If you’ve ever found yourself questioning your boss, or wondering whether to stay, speak up or walk away, this episode will give you a framework to think more clearly and act more deliberately.

In this week’s episode we dive into one of the most extraordinary leadership stories ever told as part of our Influencers series, exploring the life and decisions of Ernest Shackleton. What starts as a failed expedition to cross Antarctica becomes something far more compelling. It becomes a masterclass in leadership under extreme pressure, where survival replaces ambition and every decision carries life or death consequences. We unpack how Shackleton built and led a team through conditions that most of us can barely comprehend. Trapped in ice, losing their ship, and stranded in one of the most hostile environments on earth, the mission changed completely. What stands out is not just that they survived, but how they survived. Shackleton’s relentless focus on his people, his ability to adapt the mission, and his clarity of purpose meant that every single member of his core crew made it home alive. We explore the tension between success and failure and challenge the idea that achieving the original goal is the only measure that matters. Shackleton failed in his stated mission, yet succeeded in the outcome that truly counted. Along the way we discuss team selection, morale, discipline, routine, and the often overlooked reality of leadership which is the weight of making decisions alone. The key takeaway is simple but powerful. Leadership is not about sticking rigidly to a plan or chasing glory. It is about understanding what matters most in the moment, protecting your team, and having the courage to change course when circumstances demand it. If you want to understand what leadership looks like when everything goes wrong, this is an episode worth your time.

In this week’s episode we continue our exploration of the second in command and why this role is often the difference between a team that performs and one that quietly struggles. If leadership is usually framed around the person at the top, this conversation flips that idea and focuses on the individual who makes leadership actually work in practice. We build directly on part one by moving beyond what the role is and into how it is executed well. We unpack how trust between the leader and their second in command is created and maintained, and why misalignment at this level quickly cascades into confusion across the wider team. We also get into the tension of being close enough to challenge the leader while still being fully aligned in public, and why that balance is harder than it looks. A big theme in this episode is translation. The second in command acts as the bridge between strategy and execution, turning intent into something the team can actually deliver. That includes filtering noise, shaping communication, and ensuring that decisions land in a way that drives action rather than ambiguity. We also discuss how this role becomes a force multiplier by enabling the leader to focus on the bigger picture without losing control of delivery. We reflect on what good looks like in practice, from creating psychological safety for upward challenge to managing competing priorities without becoming a bottleneck. There is also a candid look at failure modes, including what happens when the second in command becomes either too passive or too dominant, and how both undermine the system. If you are in a leadership role, this episode will make you think differently about who sits beside you and how you use them. If you are operating as a second in command, it will give you a clearer framework for how to add real value rather than just taking on more responsibility. This is one of those roles that is easy to overlook but incredibly difficult to replace when it is done well.

In this week’s episode we tackle one of the most critical and least discussed roles in leadership and management: the second in command. It is the role that frequently and quietly determines whether strategy actually turns into results, and yet almost nobody talks about it. This is the first of two episodes where we break this down and take a deep dive into the topic. We explore what a 2ic really does beyond the job title, drawing on both military and civilian experience. We get into the reality that leadership is not a solo act and that the effectiveness of any leader is heavily dependent on the person beside them. From translating intent into execution, to protecting time and focus, to acting as both a challenger and a stabiliser, the 2ic is central to how teams actually function day to day. A big theme throughout is trust. Trust to challenge privately and align publicly. Trust to take decisions without constant oversight, and trust that both roles are working towards the same outcome even when there is disagreement. We also unpack the risks when this goes wrong, including ambiguity, ego, and the confusion that comes when organisations do not clearly define the role. One of the key takeaways is that being a great second in command is not just a stepping stone to leadership. It is a distinct role with its own skills, responsibilities, and value. Done well, it creates the space for leaders to think and act effectively. Done badly, it creates noise, friction, and failure. If you have ever worked in a team, led one, or sat just behind the leader, this episode will likely change how you think about that dynamic. In part two we will go further into how to find great 2ic's, how to develop them, and how to transition from that role into one of the leader.

In this week's episode we get into a question that sits at the heart of leadership but is often misunderstood in practice. Are we actually being strategic, or are we just very busy executing tactics and convincing ourselves that progress equals success? Using the unfolding situation in the Middle East as a live case study, we challenge ourselves to separate activity from intent and to ask what success really looks like when the environment is complex, fast moving and uncertain. What seems to stand out most in this conversation is how easy it is to confuse doing things well with doing the right things. We explore the difference between measuring performance and measuring effect, and why leaders who focus only on outputs risk missing whether they are achieving anything meaningful at all. We also dig into the danger of having too many goals, or worse, shifting goals, and how that leads to confusion, mission creep and ultimately a loss of direction. We spend time on the importance of clarity of purpose, the role of dissent and diversity in decision making, and the uncomfortable reality that without challenge and red teaming, leaders can end up surrounded by agreement rather than insight. That leads us into a deeper discussion about truth, narrative and trust, and why leadership credibility depends on being able to explain not just what is happening, but why. This is one of those conversations where the example is extreme, but the lessons are everyday. Whether you are leading a team, running a product, or shaping strategy in a business, the same principles apply. If you want to understand the difference between activity and impact, and why so many teams drift without realising it, this episode is well worth your time.