Ideas and thoughts on how to lead well in the construction and engineering sector through complexity and change

Managing Redundancies

Wed, 29 Apr 2026 10:07:17 GMT

How leaders can manage redundancies well

There are leadership decisions that drain you because they are complex. There are spreadsheets, scenarios, and timelines to manage.

And then there are decisions that drain you because they are human.

Redundancies sit firmly in the second category.

For leaders, redundancy decisions create a particular kind of stress. Not the fast‑paced pressure of delivery, but a burden that lingers long after the formal process has ended.

Leaders are required to act decisively while knowing that whatever they decide, someone’s life will be changed.

This article explores why redundancies are uniquely stressful for leaders, why they are sometimes a necessary evil, and how leaders can approach them in ways that are both commercially responsible and human.

Why redundancies feel different

Senior leaders are usually promoted because they can solve problems, create growth, and protect the organisation.

Redundancies invert this for many leaders.

Instead of building opportunity, leaders are removing it. Instead of developing people, they are ending employment relationships.

Research consistently shows that decisions involving direct harm to others place a higher cognitive and emotional load on decision‑makers than purely technical choices.

According to the Office for National Statistics, around 150,000 people were made redundant in the UK during 2024, with redundancy rates rising again through late 2024 and into 2025 as economic uncertainty continued.

That means tens of thousands of leaders were directly involved in decisions affecting people’s livelihoods.

The stress for leaders does not usually come from whether the numbers add up. It comes from the knowledge that they are going to have to take responsibility to share that news with people they often really like and value.

Moral stress and leadership

This form of stress is often described as moral stress.

It occurs when leaders are required to act in ways that conflict with their values, even when the action is necessary.

Unlike time pressure or workload stress, moral stress does not dissolve once the task is complete.

Leaders commonly report replaying redundancy conversations, questioning whether they could have acted earlier, or wondering if they missed alternative options.

Importantly, this stress is often invisible inside organisations. Leaders are expected to “handle it” quietly. Many do, at the cost of energy, sleep, and emotional capacity.

Redundancies are necessary

Most people I know have experience one, two or three redundancies over their career, and the trend doesn't seem to be stopping.

Redundancies tend to be driven by external conditions: market downturns, the loss of significant contracts, funding changes, regulatory shifts, or broader economic instability or poor internal decision making that has led the company profits to dip.

In project‑based and SME environments, leaders often face binary choices: reduce headcount or risk the survival of the entire organisation.

Avoiding redundancy decisions can sometimes create greater harm later. Delayed action can lead to organisational collapse, sudden closures, or significantly larger job losses. In this sense, redundancies can become a necessary evil rather than a leadership failure.

The leadership challenge is not about eliminating risk or pain entirely. It is about ensuring that decisions are made deliberately, communicated honestly, and carried with integrity.

Where leaders often struggle

Most leaders do not approach redundancies carelessly. However, under stress, several patterns commonly appear.

One is hiding behind process . Legal frameworks and HR guidance are essential, but when leaders rely on them exclusively, people feel unseen. Process should protect fairness, not replace humanity.

Another is rushing conversations . Under emotional pressure, some leaders try to move quickly to reduce their own discomfort. This often leaves people with unanswered questions and a sense of being processed rather than respected.

Leaders also tend to over‑justify decisions . Continuous explanation is frequently driven by the leader’s need to be understood, rather than the individual’s need to be supported.

Finally, many leaders isolate themselves. They carry the decision alone, believing that stress is simply “part of the job.”

Over time, this isolation compounds emotional fatigue.

For leaders handling redundancies, important decisions are often made while simultaneously managing hundreds of emails, urgent messages, and competing demands. The result is reduced mental space to process emotional complexity.

Principles for handling redundancies well

There is no perfect way to carry out redundancies. But there are clear principles that consistently reduce harm.

Be honest earlier than feels comfortable

Shock increases distress. While leaders cannot always share full details early, acknowledging uncertainty and naming pressure helps people contextualise risk. People cope better when outcomes are not experienced as sudden or arbitrary.

Separate worth from role

Redundancy is often internalised as personal failure. Leaders must clearly state that roles, structures, or funding have changed not individual value. This should be explicit, not implied.

Stay present

Presence matters more than eloquence. Leaders who allow emotion, listen without correcting, and resist the urge to close conversations quickly create dignity even in difficult moments.

Treat aftercare as leadership work.

Redundancy does not end when the meeting ends. Clear timelines, practical support, references, and follow‑up communication signal respect. The way people leave the organisation sends a strong message to those who remain.

Acknowledge personal impact

Leaders are affected too. Suppressing emotional impact leads to numbness, cynicism, or burnout. Structured reflection, coaching, or peer support allows leaders to carry responsibility without being consumed by it.

Supporting those who stay

Redundancies do not only affect those who leave. Remaining team members often experience survivor guilt, anxiety, and fear of future cuts. Silence after redundancies is frequently interpreted as instability.

Leaders need to address what has happened directly, clarify what is known and unknown, and rebuild trust deliberately. Psychological safety does not recover automatically; it requires attention.

What people remember years later

When individuals look back on redundancy experiences, they rarely remember financial explanations in detail. They remember how they were spoken to, whether leaders stayed human, and whether dignity was preserved.

Leadership is not judged solely on outcomes, but on conduct under pressure.

If redundancy decisions have weighed heavily on you as a leader, that does not mean you lack resilience or competence. It means you understand responsibility.

Leadership is not defined by easy success. It is defined by the ability to make hard decisions and carry them without losing integrity.

Redundancies will never be painless. But handled well, they do not have to destroy trust, culture, or the leader making them.

This is the part of leadership we prepare for least.

And it is the part leaders need support with most.

Barbra Carlisle works with senior leaders and founders in construction, engineering, and professional services, supporting them through high‑stakes decisions, leadership pressure, and accountability at the

Impossible Expectations

Thu, 16 Apr 2026 20:54:34 GMT

The impossible expectations placed on senior leaders and how they cope

Senior leadership comes with an unspoken contract.

Be decisive but do not intimidate people. Be confident but do not dominate the room. Be passionate but tone it down. Be resilient but do not show strain.

One senior leader described it like this:

“People want you to be assertive but not assertive. Strong but weak. Passionate but not showing too much passion.”

If that sounds contradictory, it is.

And yet this is what many experienced leaders carry every day, quietly.

When experience does not equal belonging

In a recent conversation with a Technical Director who has spent over 20 years in a male‑dominated industry, one question stayed with me:

“When do I get to belong?”

This was not said from a place of insecurity or inexperience.

This was someone who:

- leads large, complex programmes

- manages global teams

- has built capability from the ground up

- is objectively successful

And still feels the need to prove herself again and again.

That constant internal checking, am I being too much, am I not enough, is exhausting.

Not because leaders cannot handle pressure. Because the rules keep shifting.

The pressure nobody notices

Many senior leaders normalise the strain.

They tell themselves:

- this is just the job

- others have it worse

- I can push a bit longer

Until the body intervenes.

One moment shared was stark. Working across multiple major projects, sleeping badly, always saying yes. And then the body simply stopped cooperating. A breakdown that arrived without warning.

Not drama. Not failure. Feedback.

What resilience actually looked like

The shift did not come from wellness slogans or better time management.

It came from three grounded changes.

1. Capacity boundaries

A clear rule. If something new comes in, something else must move out.

Not because of weakness. Because leadership requires judgement about capacity, not endless commitment.

2. Progress over perfection

Daily focus on what can realistically move forward.

Two completed tasks is not underperformance. It is momentum.

3. Perspective under pressure

A recurring reminder in difficult moments:

“No one is going to die.”

This is not dismissive. It is grounding.

It brings leaders out of panic mode and back into proportion.

The quiet truth about senior leadership

At the top, pressure does not disappear. It simply becomes less visible.

Strong leaders are not struggling because they lack resilience.

They struggle when they are expected to absorb contradiction, manage everyone else’s comfort, and never acknowledge the cost.

Leadership is not about being everything at once. It is about being clear enough to lead without erasing yourself.

If this resonates, it is not because you are failing. It is because you are carrying more than most people see.

Promoted, But Pulled Away From What You Actually Love Doing

Thu, 16 Apr 2026 20:43:36 GMT

There’s a moment in many leadership careers where promotion comes with a quiet trade‑off.

There’s a moment in many leadership careers where promotion comes with a quiet trade‑off.

Not made explicit. Not negotiated. But keenly felt.

You’re rewarded for your expertise – and then slowly pulled away from it.

In my latest podcast episode, I spoke with Dr Nike Folayan MBE (PhD, CEng., FIET, HonFREng), Technical Director at WSP, who manages a team of 40+ engineers and remains fiercely committed to technical excellence.

Her experience mirrors what I see repeatedly when coaching senior leaders in construction and engineering.

“I knew my strength was technical. But I was put into non‑technical interface roles – and it almost destroyed me.”

This is where many leaders break.

The hidden cost of “helpful” roles

Nike described being moved into interface management on a major infrastructure project.

On paper, it looked like exposure. In reality, it stripped away her professional identity.

She was no longer recognised as an engineer – but as someone who was “good at organising”.

It was a form of professional dilution.

And it happens more than people think.

Engineers promoted into coordination or management
Specialists turned into generalists
Experts trapped in meetings while others do the work they want to do

Eventually, they disconnect – or leave.

The issue isn’t all about capability. It’s clarity and showcasing.

What allowed Nike to rebuild wasn’t luck or resilience clichés.

It was brutal clarity.

“You have to be very clear what you want to do – even when you’re doing roles you don’t want.”

She stayed alert. She watched for technical re‑entry points. She refused to let one misalignment define her career.

That’s leadership agency.

For senior leaders reading this

If promotion has pulled you away from the work that gives you authority and credibility, ask yourself:

Where am I adding value – and where am I merely being useful?

What assumptions have others made about what I should do?

What am I quietly tolerating that’s costing me energy?

Promotion without authorship isn’t advancement. It’s erosion.

If this resonates, it’s probably time to recalibrate.

You don’t need another role. You need a clearer one.

Listen to the full podcast episode here or watch on You Tube here

The Intergenerational Advantage: Why Construction Firms Who Blend Ages Will Outperform Everyone Else

Fri, 27 Mar 2026 08:42:27 GMT

Learning to listen to others perspectives, and value all contributions regardless of length of tenure or age

If you’re worried about not having enough young people, including women coming into construction, you’re asking the wrong question. The real risk is what happens when you don’t use the people you already have properly.

The Crisis No One Is Solving Properly

Across the UK, the construction workforce is ageing faster than it’s being replenished. There are 20% more workers aged 55+ than under 25. And it gets worse: 35% of the workforce is now over 50, and only 20% is under 30.

Yes this presents an industry risk, but closer to home we see organisational risk.

Leaders worry about recruitment, apprenticeships, T levels, Skills Bootcamps all useful, but none of them address the real issue:

Experience is walking out of the door every single day, and new capability isn’t being integrated fast enough.

This is exactly what my conversation with Colin McEllin MCIOB of Clan Contracting highlighted. When a 21 year old commercial graduate joined Clan Contracting, Colin didn’t roll his eyes or think, “another kid who’s never been on a site.” He leaned into it and welcomes thoughts, ideas and advice from 'young Aaron'. Massive benefits for him, and Aaron, and the wider team.

Why Intergenerational Leadership Is Now a Strategic Priority

The construction sector is staring at a workforce cliff edge:

• 140,000+ vacancies lie unfilled.

• By 2036, 750,000 skilled workers will retire, stripping the industry of vital capability.

• The UK will need nearly 1 million additional construction workers by 2032.

Yet recruitment alone isn’t enough. You cannot hire your way out of this crisis.

We must integrate generations on purpose, not by accident.

What Younger Workers Bring (That Leaders Ignore at Their Peril)

Younger talent offers:

• Modern thinking around sustainability and digital tooling

• Analytical approaches and better documentation habits

• A willingness to question processes that haven't been updated since the 90s

• A commercial lens shaped by newer training systems

In Colin’s words, their thinking “took him right back to when he was 21” eager, energetic, ideas driven.

You want that energy before they lose it.

What Older Workers Bring (That You Can’t Replace)

Your experienced people have:

• 30+ years of instinct

• Pattern recognition that no textbook teaches

• Quiet influence that stabilises teams

• Technical fluency on heritage, concrete, structure, sequencing, conservation, problem solving

These people are your institutional memory. Once they go, they’re gone.

And currently, UK engineering employers admit they only retain knowledge effectively from 57% of retiring staff.

That is a crisis hiding in plain sight.

Leadership Actions That Works

1. Create deliberate two way mentoring (not hierarchical mentoring).

Younger staff teach digital skills, new processes, sustainability thinking. Older staff teach technical judgment, site sense, risk spotting. Both feel valued.

2. Give young people actual responsibility, not token tasks.

The CITB plans 40,000+ industry placements a year. It means nothing if leaders hide young people in the corner.

Let them make decisions, with support.

3. Systemise knowledge transfer.

You cannot afford to rely on “ask Dave if you need help.” You need processes, templates, technical walkthroughs, shared documentation.

4. Remove the “that’s not how we do it here” reflex.

76% of construction workers say current training doesn’t adequately prepare people for the job.

So your way probably isn’t the best way anymore.

Your Competitive Advantage Is Sitting Right Under Your Nose

When generations work in isolation, capability leaks.

When generations work together, capability compounds.

The firms who win over the next decade won’t be the ones who grab the talent, it will be the ones who blend talent.

Listen to the full episode of the podcast here or watch on You Tube here

About me

I write about topics that my podcast guests bring to the podcast. They have years of experience with challenges and opportunities along the way, highs and lows and are in the thick of leading with purpose and passion, faults an'all. As a coach and trainer I work with leaders and their times to help them thrive, laugh, enjoy their work, be productive and to build teams of all ages.

The Leadership Bandwidth Crisis: Why Owners Who Can’t Step Out of “Doing” Will Stagnate

Thu, 26 Mar 2026 22:30:04 GMT

If you still jump on the tools to save the day, your business has a leadership problem — and it’s you.

The Hard Truth No One Tells Construction Owners

When Colin McEllin Ops Director and Co owner of Clan Contracting admitted he still feels pulled onto site even as a co‑owner of a 70‑person business, he named the exact issue holding thousands of SME construction owners back:

You can't scale if you can’t let go.

And the UK environment is unforgiving right now:

140,000+ vacancies across construction
One‑third of the UK construction workforce retiring by 2035
49% of SMEs facing project delays due to shortages

If your business still relies on you to jump in and rescue problems, houston you have a problem!

Why Leaders Stay Stuck in “Doing” Mode

1. Identity:

Most construction leaders grew up through the tools and the tools feel safe.

2. Competence:

You are faster and better than everyone else.

For now.

3. Fear of letting go:

“Quality will drop if I’m not there.”

By thinking this you are are limiting your team more than you think you’re protecting your standards.

The Cost of Staying in the Weeds

1. You become the bottleneck.

50% of engineering employers say lack of time stops upskilling. If all your time is firefighting, nobody grows.

2. Knowledge leaves faster than you can replace it.

Only 57% of retiring staff’s knowledge is effectively captured. That is catastrophic for SMEs.

3. You block succession.

Your future leaders can’t step up if you’re standing in their space.

4. The business becomes dependent on you — which destroys valuation.

A system built on one person is not a business.

What Effective Owners Do

1. Move from “hero” to “system builder.”

CITB shows the sector will only survive through new training pathways and scalable development systems.

Your job is not to do the work. Your job is to build the capability to deliver work without you.

2. Delegate technical work, not leadership decisions.

You’re needed for clarity, boundary setting, standards, commercial decisions not snagging, patching, or solving avoidable crises.

3. Build a culture of ownership not dependency.

Your people need to know:

“I trust you to figure this out and I’ll support you.”

Not:

“Don’t worry, I’ll sort it.”

4. Create real progression for young leaders.

With 35% of the workforce over 50 and a retirement cliff looming, you must grow successors intentionally.

Talent doesn’t grow unless someone makes space for it.

If You Want Your Business to Outlast You…

Then you must transition from being the person who does the work to being the person who builds the people who do the work.

This is the leadership shift that separates: firms that stay small from firms that scale, stabilise and secure their future.

If this article has stimulated your thinking get in touch, as I am always happy to chat through your challenges to see if coaching can support your transformation to rescuer and doer to strategic and calm leader. email barbra@gleecoaching.com

How to network effectively

Thu, 12 Mar 2026 19:36:32 GMT

Knowing how to network can support your impact and your mental wellness

Most people hate networking. Why would we want to go into a room full of strangers and feel like Billy no mates?

I would counter that even those leaders who appear to be thriving on networking have been through enough sticky networking events to know what to do and which events to focus in on.

Networking can be painful.

You walk into a room of strangers. Everyone seems to know someone. You’re mentally scanning for the quickest escape route while trying to look like you belong.

And yet… the biggest business opportunities rarely come from strategy documents or marketing funnels. They come from people.

Strong networks build referrals, open doors, challenge your thinking, and expand your influence, especially if you’re leading a business under pressure.

Before I give ideas on how to treat networking lets take a look at the deeper psychology around networking

Networking triggers deep evolutionary, social, and cognitive threats - the kind your brain is wired to avoid.

1. Networking activates the social threat centres of your brain

When you walk into a room full of strangers, your brain isn’t thinking “Great, opportunity!”

It’s thinking:

“Am I safe here?”

Humans evolved to thrive in small, familiar tribes. Being excluded or worse, rejected historically meant danger.

In today's world that means

- Fear of awkwardness

- Fear of judgment

- Fear of saying something stupid

- Fear of not being interesting enough

- Fear of not belonging

All of these trigger the amygdala, the brain’s alarm system.

So your discomfort in a networking scenario isn’t a personal flaw unique to you, it is simply our biology.

2. You’re managing impression + uncertainty at the same time (cognitive load)

Networking forces your brain to juggle too many tasks at once:

a. Making a good impression

b. Reading social cues

c. Thinking of relevant questions

d. Listening properly

e. Deciding who to talk to

f. Planning your exit if it goes nowhere

That’s high cognitive load and this overload can make you feel:

- tense

- mentally tired

- distracted

- self-conscious

That internal friction is what people call “awkwardness.”

3. You’re afraid of being evaluated (social evaluation anxiety)

Even confident leaders experience this because in networking settings you’re often subconsciously thinking:

“Do they think I’m credible?”

“Do I sound knowledgeable?”

“Am I worth talking to?”

“Do I look like I belong here?”

This is social evaluation anxiety, and it spikes in situations where:

- there’s ambiguity about roles

- status is unclear

- performance is being observed

- you feel you have something to prove

Networking hits all four.

4. You’re comparing yourself to everyone in the room (social comparison theory)

Your brain automatically scans for:

1. who is more successful

2. who looks more confident

3. who knows more people

4. who looks like the “ideal” leader

5. who looks like they fit in

Comparison is automatic and w can’t switch it off.

And comparison always heightens emotional discomfort.

5. You’re forcing authenticity too fast (“identity acceleration stress”)

Good networking relies on being authentic, but authenticity requires:

trust
safety
context
warmth
time

Networking gives you none of those.

So your brain is trying to answer:

“How much of myself is safe to reveal?”

That creates psychological tension especially for people who:

a. feel different

b. don’t match the typical demographic

c. are senior and expected “not to need help”

d. are in a leadership role and fear looking vulnerable

This is why many people perform a “professional mask” in networking which drains more or your limited energy.

6. Ambiguity = anxiety

Networking is full of unknowns:

“How long should I talk to them?”

“How do I end this conversation?”

“Should I talk about work?”

“What if they’re bored?”

Humans hate ambiguity as our brains crave structure.

Networking feels uncomfortable because it’s unstructured and unpredictable, which the brain treats as risk.

7. The transactional feel clashes with human connection instincts

Humans intuitively know when interactions feel:

forced
inauthentic
transactional
opportunistic

Networking events often incentivise transactions (“Who can help me?”) rather than relationships.

Your brain hates that conflict.

Because humans are wired for connection, not transactions and any clash creates discomfort.

So… why does some networking feel energising instead of painful?

Because the brain relaxes when you experience:

Sha red purpose
Warmth over status
Narrative instead of small talk
One meaningful conversation, not 20 shallow ones
Listened to
Predictable structure (panels, roundtables, introduced conversations)
Being s e en and understood

This is why structured, story-led, human conversations feel good.

But networking only works if you stop treating it like a chore and start treating it like a leadership skill.

Here’s how.

1. Stop trying to “work the room”

Most people think networking is collecting as many contacts as possible. That’s exhausting.

Aim for one or two meaningful conversations instead.

Ask questions that open people up:

“What’s keeping you busiest this month?”

“What’s the most interesting thing you’re working on?”

“What kind of clients or partners are you trying to meet right now?”

Slow, deep, human.

That’s where trust begins.

2. Don’t introduce yourself with a job title

A job title kills a conversation.

Try a story-driven opener:

“I help construction and engineering business owners lead decisively so their teams step up instead of leaning on them.”

People remember stories

3. Follow up before the moment goes cold

The follow-up is where most people fail.

Send a message within 24 hours:

“Great talking earlier. I’d love to continue the conversation. How about a 15‑minute call next week?”

Professional. Polite. Forward movement.

Networking done well is momentum, not mingling.

4. Give more than you take

The strongest leaders build networks by offering value first:

Share a useful connection

Forward an article

Offer a perspective

When you help people without expecting anything, you become the person they think of when opportunities arise.

And those opportunities compound.

5. If it feels uncomfortable… good

Networking is supposed to stretch you.

Not because you’re “selling,” but because you’re building visibility and that’s vulnerable.

But leadership is visibility. If you're building a business, a career, or a team, hiding is not an option.

Networking isn’t about being extroverted. It’s about being strategic and human.

Focus on:

Real conversations
Clear positioning
Timely follow‑up
Generosity
Stretching your comfort zone

Do that consistently and your network becomes:

Your safety net.
Your sounding board.
Your opportunity engine.
And the painful part?
That fades with practice.

If you ever want to talk through strategies for surviving and thriving at networking email barbra@gleecoaching.com

Getting promoted - overcoming systemic barriers

Thu, 12 Mar 2026 19:36:24 GMT

Navigating barriers to promotion - when you don't see anyone like you in leadership

When I interviewed Learie Gonsalves of Blackbird Property Solutions on the Unlikely Executive podcast, he talked about the challenges he had faced in the housing sector trying to secure promotion and leadership roles.

It really resonated for me because I heard this often when I was Director of Equality, Diversity and Inclusion for a design and engineering consultancy firm.

Securing promotion when you can't see others like you is psychologically a hard thing to navigate.

Learie built a career in building surveying and architecture, industries where, as he put it, he simply didn’t look like the people around him. And that came with real consequences.

“When you’re in an arena where they don't see many people like yourself…”

“I came from a community or area that didn't know anything about building surveying or architecture. So when you're in a sort of arena where they don't see many people like yourself, either from a working-class background or being black, dare I say, when you're around, there's challenges around that.”

It affects confidence, visibility, opportunity, and progression.

Many leaders assume that those who “don’t get promoted” need more ambition or better performance.

Often, the reality is simpler: the system wasn’t built for them in the first place.

Three Strategies Learie Used to Break Through

1. Ruthless self-belief

When you’re the “only one,” you can start doubting whether you belong.

Learie didn’t pretend that confidence was easy.

What he developed instead was self‑belief as a discipline. Holding onto the truth of his capability even when the environment didn’t reflect it back.

Leaders who break the mould need internal reference points, not external ones.

2. Continuous curiosity

Learie talked openly about how learning became his biggest lever.

Not formal qualifications alone but curiosity:

Asking questions

Shadowing colleagues

Trying things before he felt “ready”

Building technical skill through practice

Curiosity becomes a career accelerator when opportunity isn’t handed to you.

3. Building authentic relationships

This can be transformation, someone in your team, fighting your corner - helping you to see that you can rather than you cant. Relationships that have the potential to create visibility, open doors, and influence your trajectory.

Why Learie’s story matters for leaders today

If you're a business owner, team leader, or senior exec, you influence who progresses and who doesn’t.

Remember that

Talent doesn’t always look like the last person who was promoted.
Confidence can be misread when someone is navigating a culture not built for them.
Curiosity and potential can sit quietly in the background unless someone sees it.

Leaders who create conditions for people to grow, not just those who “fit” build stronger, more resilient organisations.

Learie didn’t break the mould by becoming someone else.

He broke it by staying authentically himself, developing his skills, and forming relationships that saw beyond assumptions.

Promote who people are not who the system expects them to be.

And if you’re the one feeling like the outsider?

Take Learie’s example:

Believe in your capability, stay curious, build genuine connections and push forward anyway.

As leaders, we shape the environments that either limit people or lift them. If you’re committed to creating a culture where diverse talent thrives and where potential is recognised beyond the usual markers, that work starts with you.

If you’re ready to lead with more clarity, confidence and conviction, my 1:1 Bold Leadership Programme helps you step into a stronger leadership identity so you can build teams who grow, perform and progress because of the culture you create, not in spite of it.

If you want to lead differently, start boldly.

Book a clarity call to explore whether it’s the right next step for you.

Why We Feel Shame When We Succeed and Why Stating Your Job Title Feels So Hard

Thu, 26 Feb 2026 21:39:48 GMT

A psychological explanation for a very common leadership struggle

It sounds counterintuitive but many people feel more shame when they succeed than when they fail.

Leaders describe the same sensation: an urge to minimise achievements, downplay their role, or avoid using job titles that signal authority.

The psychology beneath “success shame”

Research shows that shame is a social emotion triggered when we feel we’re not meeting internal or external expectations, or when we fear being judged for who we are rather than what we did.

Success raises the stakes.

As visibility increases, so does the fear of exposure.

This is the foundation of imposter syndrome, which affects up to 70% of high-performing individuals, especially when stepping into roles that carry authority.

According to psychologists, imposter syndrome is characterised by persistent self-doubt, attributing success to luck, and fear of being “found out.”

Why job titles trigger discomfort

Job titles serve as identity markers and identity is where shame hits hardest.

Psychological research distinguishes:

- Embarrassment (“I did something silly”)

- Guilt (“I did something wrong”)

- Shame (“There is something wrong with me”)

Shame, not embarrassment, is the emotion most tied to identity, which explains why stating a job title can feel exposing.

Many leaders fear that owning their title invites scrutiny they may not live up to. This internal conflict intensifies with success, when expectations feel higher, visibility increases and vulnerability rises.

Others fear social disapproval or judgment for appearing “too confident.”

The evolutionary and cultural roots

Shame evolved as a mechanism to maintain group cohesion, effectively a social brake to prevent behaviours that risk group rejection.

Modern workplace dynamics amplify this: senior roles often come with public accountability, performance pressures and comparison with peers.

Psychology research highlights that success can activate the same vulnerability circuits as failure, just in different ways.

Practical ways leaders can reduce “success shame”

1. Name it. Recognising shame reduces its power, literally bringing it into conscious awareness disrupts avoidance.

2. Separate identity from performance. Your role describes what you do, not who you are.

3. Rehearse your job title neutrally. Build comfort stating it without caveats or humour.

4. Assign credit accurately. Neither minimising nor inflating your contribution: just being factual.

5. Use mentoring or coaching to normalise visibility discomfort. Exposure is easier when shared.

The leaders who struggle most with shame are often the ones who care deeply, lead well and hold themselves to high standards.

But owning your authority isn’t arrogance, it’s clarity. And you deserve it!

If you are struggling with your identity as a leader just get in touch and we can talk. email barbra@gleecoaching.com

Should you get a mentor at work?

Thu, 26 Feb 2026 21:31:05 GMT

The unspoken advantage to advancing in your career - getting a mentor

A Sector Under Pressure

The UK construction industry is slowly diversifying which is great news.

BUT

the data shows progress is still painfully uneven.

Women now make up around 14.7–15% of the overall UK construction workforce based on recent ONS and industry reports, but only 1–2% work in on-site trades, and just 7% hold senior leadership positions.

Even when women enter the sector, they are disproportionately funnelled into administration, design or management support roles rather than operational or technical tracks. Industry surveys show 81% of women are in admin/design roles while only 1% are in skilled trades, highlighting the structural gap in visibility and progression.

Why mentoring matters and why it’s missing

Women repeatedly point to lack of visibility, sponsorship and informed guidance as barriers that begin as early as secondary school.

Studies report that young women still receive outdated or discouraging advice about construction careers from school mentors and advisors.

Even once inside the industry, women may find it difficult to find the right mentors who understand the cultural terrain: navigating male-dominated teams, bias (one in three women experience workplace gender bias), and the isolation of being the only woman on a team or site.

Formal mentoring programmes like Construction for Women have shown measurable benefits like

- increasing confidence

- improving retention

- widening access

- access to new opportunities

- better understanding on how to navigate a career in construction

BUT

uptake across the broader sector is inconsistent. We need more active mentors who show up for their mentees.

The commercial case for mentoring

The push for more mentors isn't just a touchy feely nice thing to do - it makes absolute business sense.

- Diverse teams make better decisions and solve problems more effectively.

- Companies with strong inclusion practices see higher productivity and retention.

- A wider talent pipeline protects the industry from skills shortages.

Evidence from diversity and inclusion studies shows that representation boosts performance, innovation and workforce stability.

Practical steps construction leaders can take now

1. Build structured mentorship pathways not informal “tap on the shoulder” systems that favour those who look like current leadership.

2. Integrate mentoring into apprenticeship routes especially for young women entering technical roles.

3. Champion internal female role models as visibility is fuel.

4. Track progression data by gender: eliminate blind spots in promotion and training.

5. Equip male leaders to mentor women effectively as this isn’t just “women supporting women”; it’s about shared responsibility.

6. Use an external specialist like a qualified coach or mentor to support your male and female mentors, providing a safe space for them to learn and share their experiences of mentoring, and gaining practical skills like listening as well.

Mentoring isn’t a “nice-to-have”. It’s the infrastructure that enables women not only to enter the sector but to stay, grow and lead.

If you want to find our more about mentoring programme support email barbra@gleecoaching.co.uk

Managing Diversity in Construction: What Leaders Must Do Now

Thu, 12 Feb 2026 20:54:36 GMT

Equity and Inclusion Is How You Future‑Proof Your Business

Construction and engineering businesses across the UK are facing acute skills shortages. There are over 140,000 vacancies currently unfilled.

Meanwhile, 750,000 workers are set to retire by 2036, stripping the sector of vital experience.

If you’re a leader in the construction and engineering sectors, diversity is no longer just a HR project.

Its a weapon for good. Its not about woke. It is about creating and building a sustainable and thriving business.

The Truth: The Sector Is Still Behind

According to the Office for National Statistics and CITB when we look at women alone:

Women make up just 15% of the overall construction workforce
Women account for only 2% of on‑site roles
Women hold just 7% of senior leadership roles

Ethnic diversity is similarly low:

Only 6% of the UK construction workforce identifies as Black, Asian or Minority Ethnic (BAME)

That means most construction businesses are drawing talent from less than 20% of the potential labour pool.

What Leaders Don’t Realise: Diversity Directly Impacts Productivity

A broader workforce isn’t just morally right it’s commercially smart.

More diverse teams bring:

Better problem‑solving
Higher retention
Stronger client relationships
Faster innovation
A wider pool of future managers

And in an ageing workforce (35% over 50), business continuity depends on attracting younger, more diverse entrants.

Why Diversity Efforts Often Fail

Cultural insights from Tim Walder, my guest on The Unlikely Executive podcast reinforce a key leadership blind spot:

“I try to understand what makes people tick.”

Most leaders don’t lack goodwill, they lack understanding.

Research shows persistent barriers:

Cultural stereotypes
Unconscious bias
A lack of visible role models
Training that isn’t linked to actual jobs
Systems that dont promote equity leading to
Behaviours that exclude

Meanwhile, women account for over 15% of new apprentices, but many still leave early due to culture and lack of support.

What You Do Now

1. Make inclusion a leadership skill — not an HR task

Your managers shape the daily culture.

If they don’t model inclusive behaviours, nothing else sticks.

2. Create visible pathways for women and minority talent

This includes:

– Fair promotion routes

– Mentoring

– Clear criteria for progression

– Leadership shadowing opportunities

These practices directly address the “no role model” problem.

3. Fix the basics on site

Simple measures shift culture fast:

– Clean, accessible welfare facilities

– Proper PPE for women

– Zero‑tolerance for banter that crosses the line

– Strong induction for new recruits

4. Modernise your recruitment pipeline

Tap into the 240,000 apprentices the UK needs over the next decade.

Focus on attracting women, younger workers, and career‑switchers.

5. Use flexible roles strategically

Post‑pandemic flexibility is a major reason women now enter managerial and technical roles in greater numbers.

Adopt it deliberately not occasionally.

Diversity Is How You Future‑Proof Your Business

The skills shortage isn’t going anywhere.

But the businesses that adapt fastest, with broader, more resilient, more diverse teams, will win the contracts, deliver with fewer delays, and build the most credible leadership pipelines.

You don’t need a diversity strategy full of buzzwords.

You need a culture that keeps good people — and attracts new ones.

If you want help building that capability in your leadership team, let’s talk.

Image by Myléne from Pixabay

Mental Health in Later Working Life: The Hidden Pressure Facing Construction Leaders

Thu, 12 Feb 2026 20:43:58 GMT

The Silent Strain Behind Senior Leadership and how to manage it

If you're a business owner or senior leader in housing, construction or engineering, you already know the pressures change as you get older but they don't reduce.

Many leaders in their 50s and 60s carry the weight of legacy, succession, and commercial delivery, all while managing the physical and emotional toll of decades in a high‑pressure industry. There is also the family pressures - caring for elderly parents and being a good parent to your children if you have them. Seems never ending.

And despite progress in the sector, data now shows mental ill‑health in construction remains at crisis levels.

New research from the Chartered Institute of Building (CIOB) found that:

94% of construction workers experienced stress in the past year
83% experienced anxiety and
60% experienced depression.
Even more starkly, 28% reported suicidal thoughts within the past 12 months.

This isn’t a “young person’s” issue, it’s hitting experienced leaders hard, often silently.

Why Older Leaders Are at Higher Risk

1. The pressure of carrying the business

In the later stages of your career, you’re not just delivering you’re safeguarding the company’s future.

That constant load creates a perfect storm when combined with long hours, complex delivery timelines and skills shortages.

2. Succession: the pressure nobody talks about

Tim Walder’s (My guest on The Unlikely Executive Podcast) comment captures the mindset many leaders carry deep down:

“You’re not owning the shirt; you’re looking after it.”

That awareness of legacy, responsibility and the risk of leaving a vacuum creates emotional weight few leaders ever voice.

3. The ageing workforce isn’t helping

Over 35% of the UK construction workforce is now over 50, and only 20% is under 30, leaving senior leaders under pressure to hold everything up while the sector struggles to bring new talent through, and managing their expectations when you do find the right person.

With fewer people stepping in and many long‑serving workers retiring, leaders often absorb more stress, not less.

The Reality: Support Has Improved, But Not Enough

The CIOB reports real progress:

54% of workers now have access to a mental health first aider
77% have been encouraged to take part in wellbeing events

However, culture hasn’t caught up:

Nearly one in five (17%) don’t feel confident approaching a struggling colleague
24% report experiencing daily stress

Leaders in their 50s and 60s, the generation taught to “push through”, are often the least likely to seek help.

What Senior Leaders Can Do Without Slowing Down

1. Build structured space to think (and decompress)

Simple, scheduled check‑ins reduce decision fatigue and improve focus.

The data supports it: workplaces offering regular 1:1 meetings have grown from 35% to 54% since 2020 and those teams report better wellbeing.

2. Train your managers to notice pressure early

CIOB recommends mandatory line‑manager wellbeing training because stress is much easier to prevent than fix.

3. Strengthen your succession planning

Clear succession pathways reduce leader overload and reduce the anxiety of “carrying it all”.

4. Normalise honest conversations at the top

When senior leaders speak openly (even briefly) about pressure, the culture moves quickly.

You don’t need to “share everything”, but you do need to model what healthy leadership looks like.

So legacy isn’t just about financial success it’s about ensuring you can lead well enough, long enough, to hand over something strong. And then go and live the life you want to.

There is no weakness in investing in your mental resilience.

There is only risk in ignoring it.

If you want a confidential space to step back, reflect, and rebuild your leadership energy, I’m here when you’re ready.

Image by Markus Kammermann from Pixabay

Women in Construction: Thriving?

Thu, 29 Jan 2026 21:28:31 GMT

Are times really changing for women in the construction sector?

Navigating a career as a woman in construction can feel challenging as Kathleen Abbott Chief Growth Officer at Shawmut discussed on The Unlikely Executive podcast recently with me.

She talks about the challenge and about what’s possible when curiosity, resilience and strategic leadership come together. She reminded me that the sector is changing, expectations are shifting, and inclusive leadership is becoming a commercial necessity.

In the UK, women still make up only around 15% of the construction workforce and just 1% of manual site workers, which means the industry continues to miss out on diverse perspectives, problem‑solving approaches and leadership talent.

Building Confidence in a Male‑Dominated Sector

While the UK has made progress, cultural challenges persist and with the workforce shrinking by 12% compared with 2019 levels, according to the ONS, the industry needs more capable leaders, including women, to fill gaps and drive performance.

Resilience, confidence and advocacy are non‑negotiable. Kathleen’s experience mirrors what many female professionals face: you must back your capability, seek environments where safety and wellbeing are prioritised, and surround yourself with mentors who champion diversity and fairness.

Embracing Curiosity and Continual Learning

Kathleen went from from geologist to Chief Growth Officer. This is a study in adaptive leadership. Her curiosity pulled her from technical roles into strategic, commercial and people‑focused positions.

This is particularly relevant in the UK, where the industry is expected to face a 250,000‑worker shortfall by 2028 creating huge opportunities for women who are willing to develop new skills and step into leadership.

Ideas on how to thrive

- Stretch beyond your discipline, technical expertise + strategic thinking = leadership edge.

- Ask questions constantly.

- Move toward roles that push your boundaries - business development, project leadership, or commercial strategy.

Cultivating Networks and Support Systems

Senior roles can feel isolating especially for women who may not see many female peers around them.

In the UK, networking is still one of the biggest career accelerators in construction, particularly in owner‑led firms.

Schedule networking deliberately: industry forums, mentorship programmes, women‑in‑construction groups, or cross‑organisational peer circles. When pressure hits, having a trusted network is critical.

Balancing Ambition and Wellness

The UK construction industry is under intense pressure such as cost inflation, labour shortages, and tighter sustainability requirements.

This environment can push ambitious women toward burnout if boundaries aren’t clear.

Kathleen’s principle of “non‑negotiables” eg exercise, family time, routines is essential for long‑term leadership impact.

- Decide your non‑negotiables and protect them.

- Communicate boundaries clearly to colleagues.

- Replace perfection with progress, sustainable careers require sustainable energy.

Your Path to Leadership

Kathleen Abbott’s journey is a modern blueprint for thriving in construction as a woman: curiosity, resilience, diverse skills, strong networks and a commitment to wellbeing. Her message transcends gender as it’s about leading with clarity, purpose and humanity.

If you want to grow your influence, drive cultural change and contribute to a more sustainable and inclusive built environment, start with self‑awareness, strategic relationships and purposeful leadership. This is how careers change.

Want support building your leadership identity and confidence?

Join my programme that is designed for construction and engineering leaders who want to lead decisively, earn respect, and build teams that back their decisions.

If you’re exploring whether leadership development is right for you, book a clarity call with me and we’ll map out your next steps.

Sustainability, Inclusion and Purpose‑Driven Leadership

Thu, 29 Jan 2026 21:12:46 GMT

How Construction Leaders Shape Society: Sustainability, Inclusion and Purpose‑Driven Leadership : Insights from Kathleen Abbott

When Kathleen Abbott joined Shawmut as Chief Growth Officer, she made a deliberate choice: work in a role where her commercial leadership could create real societal value.

Her perspective matters for UK construction leaders because the pressures she talks about around sustainability, workforce change, inclusion, and purposeful leadership are more and more shaping commercial advantage in the UK market.

Somethings to think about around sustainability that Kathleen talked about with Barbra Carlisle on The Unlikely Executive Podcast include:

The Built Environment Is Responsible for 25% of the UK’s Greenhouse Gas Emissions

Kathleen highlights how the built environment drives global emissions. In the UK, this is even more stark: 25% of all UK greenhouse gas emissions come from the built environment.

And construction itself is heading in the wrong direction: UK construction‑sector emissions in 2024 were 30.3% higher than in 1994, according to ONS data.

For UK business owners, this isn’t an abstract environmental issue. It’s fast becoming a commercial risk:

Clients have been tightening sustainability requirements for some time now and if you don't have a handle on it you are at great risk of being left behind.

Public‑sector frameworks increasingly demand carbon reporting.

Embodied carbon regulation is coming - the only question is when.

If your business depends on tenders, reputation, or supply‑chain positioning, decarbonisation is no longer optional. Leaders who understand energy efficiency, retrofit opportunities, material optimisation and whole‑life carbon will win contracts and protect margins.

Diversity Isn’t a Tick‑Box, It’s a Competitive Advantage for Modern Construction Firms

Kathleen celebrates Shawmut’s 32% female workforce, which is unusually high globally.

By contrast, UK construction continues to lag: women represent only around 15% of the UK construction workforce, including professional and managerial roles.

On site, it’s even starker: women make up only around 1% of manual site‑based roles.

For your business, this matters both from a PR but more importantly from an innovation and performance perspective:

- Mixed leadership teams make better operational decisions.

- Clients are increasingly evaluating suppliers on inclusion.

- A broader talent pipeline is critical as the UK faces a shortfall of 250,000 construction workers by 2028.

If you want a team that takes initiative, problem‑solves and sticks around, you need a culture that people want to stay in. Inclusion needs to be business as usual.

Leadership Lessons

A. Listen harder than you speak

In her first 90 days, Kathleen focuses on listening. In UK firms, especially those with long‑serving teams, leaders often assume their people won’t speak openly. They will … but only if they feel heard.

B. Build a network you actually use

Kathleen emphasises mentors and peer support. In UK owner‑managed construction companies, isolation is one of the biggest causes of poor decision‑making. Peer networks reduce reactivity and increase confidence.

C. Protect boundaries or risk burnout

The UK industry is infamous for long hours, cost pressure and firefighting. Kathleen’s message is simple: sustainable leadership requires sustainable personal energy. Without boundaries, decision‑making deteriorates.

D. Lead with purpose because your team can feel it

When the owner is clear about why their business exists (beyond winning tenders), teams behave differently: more accountable, more proactive, more loyal. Purpose is not soft it's stabilising.

What This Means for UK Construction and Engineering Business Owners

Kathleen’s message aligns with what I see every day in my coaching work with leaders:

- Teams follow leaders who are decisive and fair.

- Businesses grow when the owner stops firefighting and starts leading strategically.

- Culture isn’t a vanity project, it directly affects quality, safety, retention and margin.

- The next decade will reward leaders who align commercial success with sustainability, inclusion and clarity of purpose.

Kathleen Abbott’s story shows that curiosity, resilience and purpose-driven leadership aren’t abstract ideals they are practical tools for building stronger, more profitable, more future‑ready construction businesses.

If you want your team to step up, take initiative and back your decisions the starting point is leadership identity and clarity.

Want support to develop this in your own business?

Join my programme which is designed specifically for housing, construction and engineering leaders who want to lead decisively, build high‑performing teams, and grow a business people are proud to be part of.

Or, if you’re exploring whether leadership development is right for you, you can book a clarity call with me.

Building Safety Act - impact on leadership

Thu, 15 Jan 2026 21:22:19 GMT

Leading in the Building Safety Act Era: Competence, Confidence and the ‘Golden Thread’

What’s changed for UK construction leaders?

In short: almost everything. The industry is operating under tighter compliance (the Building Safety Act), persistent skills shortages, output volatility and rising labour costs. The BSA has raised the bar on competence and accountability, making leaders - rather than compliance teams alone - responsible for consistent, documented, risk‑aware decisions across the project lifecycle. Meanwhile, the skills and digital capability required to deliver the golden thread are still catching up. That combination is why projects stall - not for technical reasons, but because leadership, communication, and team competence aren’t keeping pace.

Against this backdrop, Alan Brookes , CEO of Arcadis in The Unlikely Executive Podcast, offers timely counsel for leaders under pressure:

“It’s not a weakness to ask for help. It’s actually part of your own learning and development.”

along with

“Show up with some confidence. Believe in yourself. Don’t hesitate. Somebody else may not back you, so you’ve got to back yourself.”

These principles map directly to BSA‑era delivery. (Context: Arcadis operates at global scale, circa €4bn net revenue and ~35k people.) [ons.gov.uk]

The State of Play: Compliance Up, Capacity Tight, Margins Squeezed

Output & cost pressure. ONS data show late‑2025 weakness - monthly output fell in October and November - while BCIS notes subdued demand, sticky inflation and labour‑led cost pressure. In that environment, inconsistency and rework get punished; leaders need planning discipline, visible accountability, and competence, not last‑minute heroics.

Skills & capacity. CITB’s 2025–2029 outlook projects the industry needs c47,860 extra workers per year (c239,300 over five years). Skills England highlights long‑standing productivity underperformance and the need to strengthen competence pipelines. You won’t meet BSA expectations with “bums on seats”; you need competent, evidenced capability.

Why this matters now .

The BSA imposes dutyholder obligations, competence requirements and the golden thread, comprehensive, reliable information from design to operation. Non‑compliance attracts penalties and liability; leadership must align people, process and data, across the supply chain, to evidence decisions, not just make them.

What the Building Safety Act Means for Leaders (Not Just for Compliance)

1) Competence is a leadership problem, not an HR file.

The BSA expects that those designing, building and managing higher‑risk buildings are competent with the skills, knowledge, experience and behaviours to do the job. That’s hard across mixed supply chains and variable subcontractor standards. Leaders must define competence expectations by role, align them with PAS guidance where relevant, and evidence that competence is maintained.

2) The golden thread demands usable, trustworthy data.

You won’t achieve the golden thread with siloed emails and file dumps. You need consistent information management, clear ownership, and digital workflows that teams actually use. BIM and CDEs help, but adoption and skills still lag; treat digital as a behavioural change, not an IT procurement.

3) Accountability is personal and cultural.

Gateways, dutyholder roles, retrospective liabilities, these shift risk onto leadership choices. The BSA isn’t “tick‑box”; it’s an operating model. Leaders set the tone: clear responsibilities, transparent escalation, and no‑surprises reporting when problems arise.

The Digital Reality Check: AI & BIM Are Enablers - If Teams Are Ready

Reports show a sector at a digital tipping point: AI/BIM use rising but capability and integration patchy. RICS finds optimism about AI’s value yet low scaled adoption due to skills, data quality and integration. NBS notes anxiety about being left behind is growing, while daily use of digital tools is increasing. Leaders must insist on right‑sized, standardised practices teams can repeat under pressure, not grand platforms that don’t change behaviour.

Leadership implication: t he golden thread is only as strong as the weakest behaviour. Agree the minimum digital behaviours (where issues are logged, who approves what, how decisions are captured, where models/documents live). Train them, coach them, audit them.

Alan Brookes’ Playbook for the BSA Era

Listen first.

“Listen. Understand the business.” In BSA terms: listen to where documentation breaks, where competence is assumed not evidenced, where subcontractor onboarding fails. Don’t move tech or org charts until you’ve heard the reality from site to boardroom.

Ask for help .

“It’s not a weakness to ask for help.” Establish mentoring and coaching routines so leaders surface uncertainty early before it becomes non‑compliance. Create a culture where “I don’t know -show me” is professional, not perilous.

Back yourself -then build the best team. “Somebody else may not back you, so you’ve got to back yourself,” and “get the very best team around you.” Bring in the skills for the future: information management, digital coordination, competent principal designer/contractor capability, and project controls that withstand regulatory scrutiny.

Stay grounded . The childhood photo is more than sentiment; it keeps ego in check and sustains service‑centred leadership - critical when the law raises expectations and the pressure to perform narrows your field of vision. “Remember where you came from. Don’t get big‑headed.”

Leading through Complexity

Decisive Leadership When Under Pressure

Leadership vs Management

If you’re leading in construction or housing and want to strengthen communication, competence, and delivery under the BSA—without drowning in operational noise—my 6‑month coaching programme is designed for this context. We focus on:

Decision clarity and authority under pressure

Competence frameworks and real‑world evidence gathering

Golden‑thread behaviours your team will actually use

Mentoring/feedback cadences that build confidence and reduce rework

→ Book a clarity call to discuss your context and goals.

Is Coaching worth the money?

Thu, 15 Jan 2026 20:37:45 GMT

Leadership Coaching Pays for Itself in Construction & Engineering—If You Measure It Properly

Acknowledgment: This piece is inspired by Thrive Partners’ work on proving L&D ROI in UK organisations. Their practical approach to turning coaching outcomes into business‑critical metrics has shaped how I frame results for construction and engineering leaders.

The Hard Truth: Margins Aren’t Always Lost on Materials - They are Lost in Leadership Bottlenecks

If you run a construction or engineering business, you already know where money leaks out: slow decisions, rework, and low productivity.

UK data confirms the scale of the challenge:

42% of UK construction projects overran on time between 2003 and 2018, and

46% overran on cost- a persistent pattern linked to delays in client decision‑making, design changes, and coordination failures.

Work‑related ill health and injuries cost UK employers an estimated £22.9 billion per year, with 40.1 million working days lost ; stress, depression, and anxiety alone affected 964,000 workers in 2024/25. In high‑pressure project environments, that’s lost capacity and missed deadlines.

Skills shortages are systemic: the CITB and ECITB review warns the UK lacks the capacity to deliver major infrastructure without strengthening leadership and management capability; government spending plans are unprecedented, but project management and design skills gaps threaten value for money.

Bottom line : your project risks are not just technical they are human. Coaching is where you turn those human risks into measurable commercial results.

What the Numbers Say: Coaching ROI Is Real, Measurable, and Fast

UK organisations investing in leadership coaching are seeing quantifiable returns when they link coaching to outcomes CFOs actually care about:

Thrive state:

- 86% of companies recoup their coaching investment; case examples include a 23% reduction in senior leadership turnover (saving £850k per year) and

- new executives reaching full effectiveness 40% faster (c£200k value per leader).

Independent UK data shows an average return of £2.86 for every £1 spent on leadership development (a 186% ROI). Useful as a conservative benchmark for coaching‑related programmes.

Global evidence used widely in UK boardrooms indicates 5–7× average ROI for executive coaching, with 86% of firms that calculate ROI recovering their outlay.

For construction and engineering leaders, translate this into:

costs avoided (turnover and recruitment),
value accelerated (faster ramp‑up), and
risk reduced (decisions made earlier, fewer change orders, less rework).

Failure Factors We Can Fix: Where Coaching Moves the Needle on Site

Leadership coaching isn’t a pep talk, it targets the exact behaviours that cause overruns and margin erosion:

Decision Latency & Design Changes

UK research highlights delays from slow client decisions and late design revisions as top risks. Coaching builds decisive, fair leadership—so your teams take initiative and back your decisions under pressure (your stated brand promise). Expect fewer late changes, tighter governance on variations, and clearer escalation routes.

Leadership Turnover & Succession Risk

Turnover at site manager / project director level is expensive. Thrive’s FTSE 100 example (23% reduction, £850k saved) shows how coaching stabilises senior seats, maintaining continuity through critical project phases. [thrivepartners.co.uk]

On‑Site Engagement & Absence

With the HSE reporting 40.1 million lost days and mental health as the leading cause, coaching linked to engagement (ICF/HCI shows 72% correlation) reduces sick days and improves reliability on tight programmes.

Skills Shortage Pressure

The Public Accounts Committee warns of worsening engineering and project skills gaps across UK infrastructure. Coaching accelerates leaders’ ability to delegate, develop, and retain scarce talent, crucial when replacing skills is slow and costly.

Blueprint: How to Prove ROI Like a CFO (Not an HR Department)

Pick Hard Metrics Before You Start

Turnover & retention at senior levels (cost per replacement, programme disruption).
Ramp‑up time for newly promoted directors (weeks to full effectiveness × day‑rate/value proxy).
Decision lead times (RFIs, design approvals, change orders).
Rework rates and variation governance (priced vs unpriced change) (These are the levers Thrive highlights when converting coaching outcomes to financial impact.) [thrivepartners.co.uk]

Use Conservative UK Benchmarks

ROI baseline: £2.86 per £1 spent (UK leadership development benchmark).
Executive coaching range: 5–7× average ROI; recover the initial investment 86% of the time.

Attribute Gains to Behaviours, Not Vibes

Link coaching goals to decisions made earlier, better delegation, and accountability—all cited in sector studies as drivers of improved financial health and culture.

Publish a One‑Page ROI Summary Each Quarter

Metric movement (e.g., decision cycle down 18%).
Financial translation (e.g., £150k margin protected through fewer unpriced variations).
Programme cost vs. benefit (apply conservative £2.86 multiplier first; then layer confirmed savings like recruitment avoidance).

Why This Matters Now: UK Context You Can’t Ignore

Construction output hit £139bn in 2023, but new orders fell 16%: tightening pipelines put pressure on delivery discipline and leadership quality.
Average weekly earnings in construction rose 6.9% year‑on‑year (to Nov 2024), squeezing margins while labour remains scarce: coaching that improves retention and productivity is a hedge against wage inflation.
Skills shortages remain elevated across engineering and infrastructure; without stronger leadership, the UK risks paying more for scarce capability and missing project value.

Make It Tangible: A 12‑Week 1:1 Build BOLD Leadership Coaching Sprint for Your Senior Team

Who it’s for: Owners and directors in construction/engineering who want decisive and fair leadership that teams back under pressure.

Weeks 1–2: Agree ROI model and start to work 1:1 with leaders on self awareness and EQ

Weeks 3–8: Optimising communication - Behaviour shifts eg delegation, escalation rituals, decision frameworks, variation governance.

Weeks 9–12: Deliver strategy and work on ongoing future scorecards tied to engagement indices and quarterly ROI summary.

Expected outcomes (conservative):

10–20% faster decision cycles on RFIs/design approvals.

1 fewer senior departure per annum (typical mid‑size firm), saving £120k–£850k depending on role and replacement cost.

2–3 weeks shorter ramp‑up for newly promoted directors; £200k per leader is a credible UK proxy.

Documented ROI using the £2.86 per £1 baseline, with upside toward 5–7× where metric movement is strong. [assets.pub...ice.gov.uk]

Your Move

If you want leadership that leads decisively and fairly so your teams take initiative, back your decisions, and keep the business moving under pressure, coaching is the fastest route from behaviours to cash impact.

�� Join my programme.

Or if you prefer to test the water, book a clarity call with me and we’ll build a one‑page ROI model against your current projects.

Sources & Further Reading

Thrive Partners: Proving ROI in Learning & Development: How UK Organisations Transform Intuition into Financial Impact [thrivepartners.co.uk]

CJPI Insights: Leadership Development Industry Statistics in the UK (UK average ROI £2.86 per £1).

ICF: Coaching Statistics—The ROI of Coaching (engagement correlation 72%; ROI evidence; global 7× median). [assets.pub...ice.gov.uk]

ONS: Construction statistics, Great Britain: 2023 (output, new orders). [ons.gov.uk]

HSE (2024/25): Annual health & safety statistics (lost days, £22.9bn cost; stress prevalence). [gov.uk], [press.hse.gov.uk]

UK Parliament PAC (2024): UK lacks skills and capacity to deliver major infrastructure (skills gaps, market capacity). [committees...liament.uk]

LSBU / ARCOM: UK delay factors and infrastructure delays research (decision‑making, coordination, planning). [openresear...lsbu.ac.uk], [arcom.ac.uk]

Turner & Townsend (2025): UK market intelligence—skills shortage challenge (earnings pressure, inflation context).

Why disciplined, people-first mentoring is now a competitive advantage

Fri, 12 Dec 2025 04:00:00 GMT

How to thrive as a leader in complex projects

The UK’s construction and engineering markets entered late‑2025 with cautious momentum: output is broadly flat but stabilising; tenders are edging up modestly; and leaders face a stubborn mix of cost pressure, skills gaps, and uneven demand. That environment exposes the weak spots in operating discipline and leadership practice and it’s exactly where mentoring can accelerate results.

The state of the market: fragile growth, real opportunities

Margins remain thin despite top-line resilience. Analysis of the Top 100 UK contractors shows average pre‑tax margins at 2.4%, with many still below 2%, a reality that makes project selection, pricing discipline, and delivery governance non‑negotiable.

The labour picture: capacity is the constraint

Workforce supply is the sector’s ceiling. CITB’s Construction Workforce Outlook estimates the UK needs 47,860 extra workers per year through 2029 (239,300 in total), with demand concentrated across skilled trades and project management.

Even as vacancies have cooled from the 2021–2022 peak, capacity has eroded: recent analysis points to a construction workforce 12% below pre‑pandemic levels and persistent recruitment friction.

Engineering employers mirror the picture. The IET’s 2025 review found 76% of engineering firms struggling to recruit, with sustainability and digital specialisms in short supply; only 61% believe their workforce is fit for the future, a talent risk for every contractor, consultant, and manufacturer in our ecosystem.

What this means for leaders

When demand is lumpy and margins are tight, clarity and cadence beat heroics.

In the last year, I’ve mentored Help to Grow clients (many in construction/engineering) to:

Anchor strategy in a living Growth Action Plan a single source of truth for priorities, owners, and timelines. It turns vision into weekly behaviours and creates a common language across site, office, and family stakeholders.

Strengthen operating rhythm monthly leadership huddles and quarterly reviews that reduce firefighting, improve decisions, and keep accountability visible amid supply chain and planning uncertainties

Build succession and bench strength clear role ownership, targeted development goals, and practical delegation norms, critical when the industry must add 48k workers/year and retain scarce expertise.

Mentoring and management capability move the needle

Government evaluation of Help to Grow: Management shows consistent impact: 90% of completing SME leaders would recommend it, with reported improvements in leadership, relationships, and adoption of best practice within six months and ongoing benefits beyond that window. The programme continues nationwide across 2025–26.

In construction and engineering, these management gains translate directly into bid quality, delivery predictability, and safer delegation, exactly the levers that protect margin and schedule in a market where tender prices inch up, materials costs are stabilising but uneven and planning risks can derail cash flow.

Adopt a practical mentoring focus for 2026

If you lead a construction or engineering business, here’s where mentoring pays back fastest:

Sound board to explore the challenges that you are facing that day, that week, that month

Challenger to help you rationalise your thinking and have the space to think for yourself without the pressure of others

Operating rhythm : Opportunity to explore how your operations support or hinder productivity and employee engagement

Succession & skills: Map roles, decision rights, and progression paths; pair targeted development with recruitment

Data & AI for follow‑through: Standardise capture of site learnings (voice→text), price sanity checks, and action logs small automations that improve decision quality and accountability when capacity is tight.

Bid differentiation : Turn your values (safety, sustainability, innovation) into short case studies and proof points that are aligned to infrastructure energy trends and regional investment priorities.

Closing thought

Clarity creates confidence.

Discipline creates profit.

In a market that’s stabilising but still unforgiving, mentoring isn’t about theory it’s about turning leadership intent into habits your team can perform under pressure. If you want a sharper plan, stronger bench, and better margins, drop me a line. I’ll help you build a rhythm that your business and your people can rely on.

Leading Through Complexity: Practical Lessons for New Leaders in Construction and Engineering

Fri, 12 Dec 2025 03:00:00 GMT

Leading Complex Projects: Tips for New Construction & Engineering Leaders

Introduction: Why Complexity Is the New Normal

UK infrastructure and construction projects are becoming more complex than ever. Mega-projects like HS2 and large-scale housing developments often run 30% over budget and a year behind schedule because of governance and leadership gaps. The National Audit Office stresses that complexity demands special leadership capabilities and decision-making frameworks.

At the same time, 82% of UK managers enter leadership roles without formal training, leaving them ill-equipped to manage people and projects effectively. For new leaders, this is a perfect storm: high expectations, tight deadlines, and limited preparation.

We can learn a couple of things from Liz Mayes’ Insights CEO of Connect Northumberland, who I recently interviewed for The Unlikely Executive Podcast.

Here are three takeaways that apply directly to new leaders managing complex projects:

1. Build Confidence Early

"If you get a bit of imposter syndrome because you're surrounded by brilliant people, then you kind of need to reflect on the fact that you are there as well, and you're probably there for a reason." – Liz Mayes

Tip : When leading complex projects, remind yourself that your perspective matters. Confidence isn’t arrogance, it’s clarity under pressure.

2. Networks Are Your Safety Net

"Growing a network and connecting with people can be the key thing that will get things done." – Liz Mayes

Complex projects involve multiple stakeholders—contractors, engineers, regulators. Building trust and relationships accelerates problem-solving.

Action : Schedule monthly check-ins with key stakeholders, not just the core senior team. Use these sessions to share progress and surface risks early.

3. Know When to Pivot

"Sometimes you've got to make a decision to move on from something if you know that actually it's not as good for you as it once was." – Liz Mayes

For projects, this means being willing to kill scope creep or reallocate resources when the original plan no longer serves the goal.

Action : Implement quarterly project reviews. Ask: What’s working? What’s draining resources without adding value?

Why Leadership Skills Matter

239,300 additional construction workers are needed by 2029, skills gaps will strain project delivery unless leaders adapt.

71% of leaders report stress has surged since stepping into their role, highlighting the need for resilience strategies.

Companies investing in leadership development see 25% better business outcomes, yet most UK firms underinvest in first-time leader training.

Practical Tips for New Leaders on Complex Projects

Clarify Roles Early: Misaligned teams are the #1 cause of delays. Use RACI charts to define responsibilities.

Prioritise Communication: 80% of leadership time is spent on communication, make it count with structured updates.

Invest in Yourself : Seek coaching or mentoring. Leaders with support are more likely to succeed under pressure.

Further Reading from Glee Coaching

The Difference Between Leadership and Management

Understand why managing tasks isn’t the same as leading people—and how to master both.

Leading Change: Why It’s Hard and How to Do It Well

Practical strategies for navigating change without losing your team’s trust.

Managing overwhelm

Learn how to stay in control and let go of those things you cant control.

Closing Thought

Liz’s mantra “If not me, then who?” is a powerful reminder. Leadership isn’t about knowing everything; it’s about stepping up, asking the right questions, and creating clarity when complexity threatens to overwhelm.

Call to Action:

Want more strategies for leading under pressure? DM me and we can have a conversation on how I can support you and your team

Building aligned Senior Leadership Teams in the Construction Sector

Fri, 28 Nov 2025 14:05:38 GMT

Are you in a team where no one is open with each other for fear of judgement?

Why Alignment Matters

In high-pressure industries like construction and engineering, every decision ripples across sites, suppliers, and clients. Misalignment at the top creates confusion on the ground. The result? Delays, budget overruns, and frustrated teams. According to McKinsey, only 25% of construction firms operate at full potential due to fragmented leadership and poor alignment ( McKinsey UK ).

In my experience it is crucial for leaders to be on the same page, particularly when the senior project team consists of representatives from different suppliers.

Common Causes of Misalignment

There are many reasons for misalignment but poor communication is the top cause. Why do we get poor communication?

Competing priorities between commercial and operational leaders
Competing priorities between the different contractors working on the project.
Lack of clarity on who has the final say and the decision-making authority.
Time pressure increases the risk of poor communication
Lack of trust within the team

Practical Steps to Create Alignment

Define a Shared Vision: Make sure every leader understands the business’s strategic priorities.
Establish Decision Frameworks: Who decides what and when? Clarity prevents bottlenecks.
Create Accountability Loops: Regular check-ins ensure commitments are met.
Encourage Healthy Challenge: Alignment doesn’t mean blind agreement. It means constructive debate followed by unified action
Open mind: be conscious of the cognitive diversity in the room that you can pull on to ensure that the best decisions are made - listen to the quieter voices in the room.

The Cost of Ignoring Alignment

Without alignment, you risk project overruns, loss of client confidence, and increased stress for everyone involved. The UK construction sector employs 1.4 million workers , making leadership cohesion critical ( ONS UK ).

If you are curious to know how I can support your team alignment do get in touch Book a chat with me .

Decisive Leadership when under pressure

Fri, 28 Nov 2025 05:15:00 GMT

Decisive Leadership Under Pressure: Lessons for Construction and Engineering CEOs

Let’s be honest you know that pressure is part of the job when you’re leading a construction or engineering business. Deadlines loom, margins tighten, and everyone looks to you for answers. The question is: do you freeze or do you act? Do you self doubt or do you regret the decisions you make in the moment?

The Cost of Indecision

Indecision isn’t harmless - it’s expensive.

Every hour you hesitate can mean lost revenue and strained client relationships. McKinsey found that ineffective decision-making wastes 500,000 days of managers’ time annually in large organisations ( McKinsey UK ). That’s a staggering amount of time and money down the drain.

How Pressure Exposes Leadership Gaps

When the heat is on, cracks appear. Here’s what usually happens:

Leaders avoid tough calls to keep the peace.
Leaders get down in the weeds and do it themselves rather than delegating
Scope creep is allowed to creep in with no one taking the reins
Teams wait for direction, wasting valuable time.
Teams start to blame each other for things that are going wrong
Confidence erodes across the wider project team

Sound familiar? You’re not alone—but you can change it.

Initiative Beats Hesitation

One of my podcast guests on The Unlikely Executive Sue Wright MD of The Harrogate Group talked to me about not waiting for permission rather focus on the power of asking the tough questions.

Throughout her career, as a family barrister and before this as a young person from a care background Sue challenged authority respectfully and seized opportunities others wouldn’t. Her mantra? “Never be frightened to challenge in the right manner.” That’s decisive leadership in action. And according to the Corporate Governance Institute, leaders who rehearse resilience and emotional agility perform better under stress ( CGI UK ).

Building Resilience and Confidence

So, how do you make sure you’re ready when the pressure hits? Start here:

Prepare for Pressure: Anticipate challenges before they hit. Have a plan for the worst-case scenario.
Empower Your Team: Confidence cascades from the top down. If you trust them, they’ll trust themselves. Give them the authority to speak up
Use Decision Frameworks: Speed and fairness matter. A clear process keeps everyone moving forward.
Work with a leadership coach who can act as a sounding board and a safe space to be challenged

Tools for Fast, Fair Decision-Making

Want to make decisions that stick? Try these:

Clear Criteria: Define success before making the call.
Time Limits: Avoid analysis paralysis by setting deadlines.
Commitment Culture: Once the decision is made, everyone backs it—no second-guessing.

Organisations with strong decision-making processes are more as likely to achieve financial returns above industry averages

Pressure doesn’t have to break you, they can be the catalyst for strengthening team work and enhancing you as a leader.

If you want to lead decisively and fairly, even when the stakes are high, let’s talk. Schedule your strategy session now .

The value of looking through a social lens

Fri, 14 Nov 2025 18:01:48 GMT

How to create long term value in the areas that you work

Social enterprise has been around for a long time, making an impact as well as it can. O perating like your traditional businesses but reinvesting profits to benefit society. They tend to balance economic goals, such as creating jobs, with social and environmental aims like fostering community and promoting sustainable practices.There are over 131,000 social enterprises in the UK, contributing £78 billion to the economy and reinvesting £1 billion into social missions. Yet many struggle with access to long-term finance and strategic partnerships.

It isn't and it shouldn't be a fringe concept just pursued by those wacky individuals who believe in a fair society and are willing to put the energy in to create change. It should be on everyone's agenda - ok so not everyone is going to set up a Social Enterprise - but everyone has the power and choice to think like a social enterprise entrepreneur.

Private businesses do 'social value' instead. Giving back to the communities in which they are commissioned to work either by the state, a public body or a private corporation. And yes again it is great that this happens. We need to focus on making an impact that lasts well beyond the time we put our tools away and say 'job well done'

I see it everyday on Linked In, private companies supporting social good. So why don't things change at the scale we need change?

I spent time talking to Eric Lybeck academic and social entrepreneur about this on my latest podcast show The Unlikely Executive. How to transform “left-behind” places.

Eric’s Insight

“Social enterprise isn’t a side hustle—it’s a way to make knowledge useful in left-behind places.”
This challenges engineering firms to rethink how they partner with communities and academia.

Think about what opportunities you have to connect with social enterprises

For example...

Engineering consultancies often work in regeneration zones—partnering with social enterprises can unlock local trust and innovation.
Social enterprises are more likely to be led by women and ethnic minorities, helping firms meet diversity and inclusion goals.
They offer flexible, community-rooted solutions that complement technical expertise. They know the lay of the land, and how change is going to be received by those who are in theory going to benefit from the change.

Tips to get you connected with the right social enterprise

Map shared values : Identify social enterprises whose mission aligns with your project goals.
Co-design solutions : Invite social entrepreneurs into early-stage planning.
Invest in relationships : Long-term partnerships yield better outcomes than transactional ones.
Use a facilitator : For multi-team collaborations, a facilitator ensures alignment and manages complexity.

Call to Action
If you're a leader looking to embed social value, consider partnering with a social enterprise get in touch to see how I can support you

Taking the non traditional path to leadership

Fri, 31 Oct 2025 07:00:00 GMT

Ever felt like you had a chip on your shoulder ? Here is how to flick it off!

“I went straight to work, so I always had a chip on my shoulder that I was not as bright as everyone else around me, so I had to go back to university to deal with that issue.” – Steve Butler

It is so often assumed that leaders have every opportunity to them on a plate. A great school, great results, great career opportunities. But no, for many this is not the case.

Many small business leaders didn’t follow the traditional academic path. And yet, they’ve built successful companies, led teams, and made real impact. Still, that lingering sense of “not being enough” can creep in, I see it particularly in people I coach and train who are in midlife (40 - 60 year olds)

Steve Butler who talked to me for The Unlikely Executive Podcast gave a powerful example of how not going to University played on his mind, so much so that he did learning outside work and is now on his way to secure a PhD.

Similarly I was training women in the construction sector and a good handful hadn't gone to university and up till the training had been feeling a sense of imposter. By the end of the training, and talking to peers like them, they are now in a much more confident space, recognising the value that their lived experience brings to their teams, to business and to clients.

Over 50% of UK adults have experienced imposter syndrome; it’s more common among high achievers. Those with non-traditional education paths often feel the need to “prove” themselves, despite strong performance.

I currently mentor some brilliant leaders via the Help to Grow: Management programme which is designed specifically for SME leaders, again many without formal business training, offering mentoring and peer support.

When you know or think that you have that chip on your shoulder - whereever it has come from and what ever it is please do take time to do the following:

- Acknowledge your achievements.

- Talk about your career path as your story is likely to inspire others and help you own it.

- Invest in your own development—not to “catch up,” but to grow with purpose.

I offer:

- Coaching for midlife professionals navigating imposter syndrome, transitions, and confidence dips.

- Leadership development workshops tailored to small business realities.

- Support for non-traditional leaders who want to own their story and lead with clarity.

�� Book a discovery call

�� Or explore: Leadership vs Management

Leading in Midlife - the value of Mentors

Fri, 31 Oct 2025 07:00:00 GMT

“Find Yourself a Mentor”: Why Midlife CEOs Need Someone in Their Corner

“Nothing's a linear, straight line. Find yourself a mentor who can remind you of this fact, because you constantly forget it, and you get frustrated and down hearted, trodden or whatever, and you need someone to pick you up.”

– Steve Butler CEO at Pension Potential

Leadership isn’t a straight path.

For leaders of small businesses, especially in midlife, the journey is often full of pivots, pressure, and personal growth. Questions that I hear leaders asking themselves when coaching them include:

- Am I were I need to be? I thought it would have got easier by now

- When should I be looking to exit my business?

- I think I would like to exit in 5 years but I don't trust anyone to keep the business going as well as I do

- I am so busy I haven't got time to think about what next!

Steve Butler’s quote is a powerful reminder that mentorship is not a luxury it’s a lifeline.

70% of businesses report that mentoring has positively impacted performance.
65% of leaders say mentoring helped boost revenue; 64% saw improved profits.
72% of leaders experienced better mental health and work-life balance through mentoring.
70% reported increased confidence.

Yet, 25% of leaders struggle to find a mentor, highlighting a gap in access.

These stats show that mentoring isn’t just about advice, it’s about resilience, clarity, and growth.

If you are reading this and think I need a mentor or I know someone who does need a mentor then please do think about the following:

Find a mentor outside your organisation, someone who can challenge and support you.
Join structured programmes like Help to Grow: Management, which includes 10 hours of 1:1 mentoring.
Use coaching to complement mentoring.

I offer:

1:1 executive coaching for CEOs and COOs navigating growth, change, or confidence dips.
Mentorship support through the Help to Grow Programme
Workshops on feedback, communication, and leadership resilience.
Leadership Intensives where we really do explore what is holding you up and what is holding you back

�� Book a discovery call

�� Or explore: Confidence in Leadership

Confidence, Capability & the CEO Question – What Makes Us Step Up?

Fri, 17 Oct 2025 11:55:37 GMT

Use the support you have around you - believe the positive things people say about you!

“I wasn’t particularly clever…

I never had that motivation, or possible confidence to think 'I'm going to get to the top'…

but I could, and I am here.”

Trisha Pickersgill’s CEO of Crash words echo a common experience among new leaders: the moment when external validation sparks internal ambition.

According to EY’s CEO Confidence Index, confident leaders are more likely to take bold strategic actions, pursue innovation, and build high-performing teams.

But confidence doesn’t always come from within, as humans we want connection, we want to be seen,. So when it comes to helping us see ourselves in the bigger picture what people say to you does matter.

When a friend, colleague or family members says “You could do this.” sit with it, believe them, and then crucially - act!

There are three paradoxes that hold new leaders back:

- underestimating their agency,

- fearing reputational risk,

- avoiding opposition.

Breaking through these requires support, reflection, and sometimes, a nudge from others.

Sometimes, it’s not a personal ambition that drives us. It’s the quiet confidence others place in us. Their belief becomes the spark.

�� Encouragement can plant the idea

�� Respect can nurture it

�� Opportunity can help it grow

Tips for New Leaders:

• Listen to the compliments. They’re not just kind words—they’re data points about your impact.

• Ask yourself: What would I do if I believed I could? This question helps shift mindset from doubt to possibility.

• Create a feedback loop. Regular coaching or mentoring sessions can help you process external validation and turn it into action.

Who saw potential in you before you did? What did it change?

If you’re wondering whether you’re ready to step up, let’s explore it together. I coach leaders who are ready to fly—and build teams that soar with them.

Explore how I support leaders through transitions: or read my article on new leaders here

Leadership Lessons in Transitioning into a New Role

Fri, 17 Oct 2025 11:25:09 GMT

Navigating a new job, new people, new culture, new goals

Moving from a large organisation to a small charity isn’t just a change in headcount, it’s a shift in mindset, pace, and leadership style.

Trisha Pickersgill, CEO of CRASH, described the challenge of going from a team of 350 to just 5. Her honesty reflects a wider truth: transitions like these are common, but rarely talked about.

Research from EY and the Institute for Employment Studies shows that leadership transitions require more than technical skill: they demand -

- psychological adaptation,

- identity shifts, and

- peer support.

Leaders often underestimate the emotional toll of downsizing their team, especially when they lose access to internal networks and operational buffers.

Practical Tips for New Leaders:

• Build a peer support network early. Action learning sets and one-to-one peer coaching have been shown to increase resilience and strategic clarity.

• Reframe your role. In smaller teams, you’re not just leading—you’re often delivering. Accepting this duality helps reduce frustration.

• Use tools to stay visible. Trisha’s Excel sheet tracking event outfits might seem quirky (listen to the full podcast episode here ) , but it reflects a deeper truth: visibility matters, especially when you’re new and representing your organisation externally.

What surprised you most when you moved jobs?

What helped you adapt when you moved into a different team?

If you’re navigating a leadership shift, let’s talk. I help purpose-led leaders build confidence and clarity in new roles. Take a look at what I can support you with here

You may also find the following articles helpful

Leading through disruption - being Agile

Finding your way as a new leader

Agile Leadership in the age of disruption - how to flex not fracture

Thu, 02 Oct 2025 15:39:51 GMT

Managing Change requires resilience and agility - how to do this and preserve yourself in the meantime

The pace of change in organisations is at an all time high. Regardless of sector and role everyone is feeling the need to adapt, adopt and reconsider their understanding on how to thrive in today, and tomorrow's workplaces.

Tree Hall CEO of Charity IT Leaders and Founder of Neuronique summed up her feelings on this very clearly when we were talking for the latest episode of The Unlikely Executive Podcast.

“Life throws odd stuff at you all the time. You either flex with it or it breaks you.”

In today’s climate, disruption isn’t a one-off it is constant. If you have a family or friends it is happening there. Change is everywhere. We have choices as to how we handle it.

The leaders who thrive from what I see are not the ones who have rigid plans 'My way or the highway' types, but the ones who flex, find humour, take people with them. Forgive themselves for mistakes they may make.

The issue is rigid plans don't work - as shown by the 44% of UK leaders that say their change programmes did not met performance goals and the 12% who said that they were able to sustain gains from change for more than three years.

If we think that 1 in 3 UK employees have left jobs due to poor management and toxic culture, when you add the layer of change and complexity on top this figure is likely to rise!

Being Flexibility Doesn't mean you are flaxy it means you are strategic

Adaptable leaders:

Make better decisions under pressure

Retain top talent by modelling resilience

Create cultures that can pivot and grow

Avoid the trap of “perpetual crisis mode”

Share their thought processes with others around them to gain buy in

Show vulnerability

Steps to embracing flexibility

Pause before reacting : Flexibility starts with reflection. It is often not your first thought that matters but your second. Give yourself time to think

Ask for help : You don’t have to lead alone. Sharing the need for a solution helps the team pull together - and innovate together - It is not all down to you

Build range : Emotional agility, strategic adaptability, and relational depth are key. Mental toughness can help you navigate and maintain a balance during times of significant change

Invest in support : Coaching helps you lead yourself, to talk, to debate, to rationalise what is flexible, what is forced and what is authentically you.

Reflect on how being flexible makes you feel - note it in a journal and celebrate the small wins of being agile and flexible!

If you’re feeling the pinch and need space to think, recalibrate, or lead differently—coaching and training can help.

�� Let’s explore what that could look like : barbra@gleecoaching.co.uk

�� www.gleecoaching.co.uk

Managing Imposter Syndrome can feel harder than managing real people!

Thu, 02 Oct 2025 15:18:40 GMT

How to put yourself at the forefront rather than let your Imposter Syndrome dictate your next move

At least one in three of my coaching clients bring something related to their 'Imposter Syndrome' to coaching sessions. While it keeps me in work I would much rather support people to bang that imposter feeling on the head once and for all and be able to focus on the strength and talents instead.

My podcast guest Tree Hall CEO of Charity IT Leaders and Founder of Neuronique last week made me laugh when she declared:

“I don’t see the imposter as an enemy anymore. I see it as a panicky friend.”

This shift, from shame to compassion can be transformative for leaders under pressure. It is a way to take control of your feelings and put yourself in charge.

Imposter syndrome isn’t a flaw. It is a signal. A sign that you care deeply, that you’re stretching, that you’re human.

A quick google search tells us that:

50% of UK adults have experienced imposter syndrome.

78% of UK business leaders report having felt like imposters at some point.

Women (54%) and non-binary individuals (57%) are significantly more affected than men (38%).

Science, HR, and PR sectors show the highest prevalence—up to 78% .

Imposter syndrome costs UK businesses 10 days of productivity per employee per year ..

Thinking about imposter syndrome, or thinking self doubt thoughts requires energy, energy that takes you away from doing the things you do well.

Unchecked imposter syndrome can:

Undermine strategic decision-making

Erode confidence and executive presence

Create a culture of overwork and perfectionism

Stifle innovation and psychological safety

Start today to embrace your Imposter

Name it : Recognise when imposter thoughts show up. Awareness is the first step. I call mine Roger - I don't know why. It is just a name which helps me begin to talk to it (myself - often with humour)

Reframe it : Ask, “What is this voice trying to protect me from?” It sounds odd but the imposter feelings are linked to our fight flight brain, originally designed to protect us. Tell it you don't need to stay small anymore and that you are OK

Share it : Vulnerability builds trust. You’re not alone. Ask three professionals in work if they have experienced it - and I can bet you at least one has

Coach it : Work with a coach to explore the roots and build new mental habits. Coaches can help you play with your perceptions, to craft new perceptions of self and to have fun doing it.

If you’re a purpose-led leader navigating visibility, change, or self-doubt, coaching can help you lead with clarity and calm.

�� Let’s talk : barbra@gleecoaching.co.uk

�� www.gleecoaching.co.uk

Leadership Development for Aspiring Managers: Lessons from Unlikely Leaders

Thu, 18 Sep 2025 20:34:04 GMT

How are your influencing and story telling skills. You need them to succeed in management

“I did it -step by step.”
— Jayne Hughes, Founder and CEO of Amy and Friends

Jayne Hughes didn’t set out to be a CEO of a charity. She worked in hospitality. But when her daughter Amy was diagnosed with a rare, life-limiting condition, Jayne stepped into a new form of leadership not with a plan necessarily, but with burning purpose.

Today, she leads the charity, coordinates scientists and volunteers, and inspires families around the world. Her story is a powerful reminder that leadership isn’t about titles it is about influence, resilience, and heart.

The Leadership Gap in UK Workplaces

UK organisations are facing a leadership pipeline crisis:

Many experienced leaders are retiring.

Only half of UK organisations have a formal leadership development strategy.

Aspiring managers often lack the confidence, communication skills, and real-world experience to step up effectively.

And yet, the need for agile, emotionally intelligent leaders has never been greater.

What Aspiring Managers Can Learn from Jayne

Influence is a superpower
Jayne leads volunteers, scientists, and families who are either grieving or know they will be grieving shortly. She doesn't manage these people from a management /employee perspective, she leads with influence and compassion, connecting with families, listening to academics and scientists and slowly nudging them to see her world view, often through the power of story telling. Influence is a critical skill for emerging leaders, especially in matrixed or mission-driven organisations.
Purpose fuels perseverance
Jayne didn’t have a roadmap. But she had a reason. Helping aspiring managers connect to their “why” builds their resilience and motivation.
Storytelling builds trust
Jayne’s ability to share stories of the children she supports helped her influence funders, researchers, and policymakers. Aspiring leaders must learn to communicate with authenticity and impact.
Volunteer leadership is a masterclass in people skills
Managing volunteers requires emotional intelligence, adaptability, and clarity. These are skills that are often overlooked in traditional leadership training.

Watch Outs for Organisations

Don’t assume technical competence equals leadership readiness.

Avoid “sink or swim” promotions by supporting new managers with structured development.

Recognise that influence, not just authority, is key to modern leadership.

Final Thought

Jayne’s journey shows us that leadership can emerge from the most unexpected places. But it doesn’t have to be lonely or unsupported.

If you're building a leadership development programme for aspiring managers, I design and deliver experiences that build confidence, communication, and real-world leadership skills.

Let’s explore how I can help your next generation of leaders thrive.

CEO Burnout and Emotional Resilience: How to Lead Without Breaking Down

Thu, 18 Sep 2025 20:22:03 GMT

Self care isn't optional when you are leading a team, it is a critical part of succes

“I couldn’t cope with the fact that the child I loved would die. I put up a wall.”

Jayne Hughes, CEO of Amy and Friends

As the founder and CEO of Amy and Friends , Jayne leads a global community supporting children with DNA disrepair life-limiting conditions, such as Cockayne Syndrome. Her leadership journey, which she had loved and thrived in, had been managing pubs, with a big team of paid staff. But her experience as a mum with a child with life limiting illness demanded more emotional resilience than most of us will ever be asked to summon. She set up Amy and Friends in honour of her daughter, who sadly died at 28 and now leads staff, volunteers as well as a plethora of medics and academics.

Her experience is not unique in the social purpose sector. Many CEOs are quietly carrying the emotional weight of their teams, their missions, and the communities they serve. And it’s takes a toll. Just this week I was with a fantastic small team who were talking about managing staff who are seen as a safe pair of ears to volunteers, many of whom are coming with mental health issues.

There is a hidden cost to this compassion with recent UK research showing that:

• 30% of charities report increased staff burnout or exhaustion.

• 26% have seen a rise in low wellbeing, and 25% in sickness absence.

• Many CEOs are stepping in to cover HR, fundraising, and frontline delivery, often without support.

This is more than operational strain. It’s can be described as emotional labour which is often an invisible burden that leaders and their teams carry when they must remain composed, optimistic, and available, even when they’re struggling themselves.

Why This Matters for CEOs

The CIPD and Mind UK highlight that emotional labour is now a defining feature of leadership roles, especially in mission-driven organisations.

Yet many CEOs:

• Delay listening to their own bodies (“I leave it to the very last minute,” said Jayne).

• Feel isolated in their decision-making.

• Struggle to find safe spaces to process the emotional impact of their work.

Tips for Leading with Strength and Sustainability

Recognise emotional labour as real work. Build it into your leadership development plans. It’s not a weakness it is a skill that needs support.
Create space for reflection, whether through coaching, peer groups, or structured time out, reflection is not a luxury it is a necessity.
Model boundaries with your team as they will take their cues from you. If you never switch off, they won’t either.
Invest in your own support such as executive coaching that offers a confidential space to think, feel, and lead with clarity.

Jayne’s story reminds us that leadership is not about having all the answers. It’s about showing up, step by step, even when it’s hard. Especially when it’s hard.

If you're a CEO navigating complexity, grief, or growth, I offer executive coaching that helps you lead with courage and care without losing yourself in the process.

Let’s talk about how I can support you.

Listen to Jayne's episode on The Unlikely Executive here

Turning Passion Projects into Sustainable Organisations

Thu, 04 Sep 2025 21:07:16 GMT

Is it possible to turn an idea into reality, and make it work well?

Passion is the spark, that thought about something that we would love to do but we never get round to actually doing it. I hear you:

it is too hard
it has been done before
I can't do it!
I am just not that type of person who does things like that
What if I fail?!
I am not creative enough

So how do you go about turning a spark of a passion into reality?

Turning a bold idea into a thriving organisation requires structure, strategy, tenacity and followers and comrades in arms!

If you think that 131,000 social enterprises in the UK contribute £78 billion to the economy and that 37% of entrepreneurs started with a passion project we should be encouraged as individuals to be bold and follow our ideas through, particularly if it supports societal wellbeing.

Mark Walton ’s journey with Shared Assets is a real masterclass in how to build something meaningful from the ground up.

Shared Assets began as a project, that Mark and a friend secured funding for, transitioning first to a temporary social enterprise pop-up and then over time, it became a Community Interest Company (CIC) supporting land justice across the UK.

Mark and his team embedded their values into governance, built partnerships, and scaled impact all the while staying true to their mission.

The Power of Collaborative Leadership

No founder succeeds alone. Collaborative leadership is essential for scaling passion into impact.

What does collaborative leadership look like?

It is a leadership style where:

The leader co-creates goals and vision with the team and stakeholders.
They empower others to lead and innovate providing support and encouragement.
They build trust through transparency and shared ownership nurturing an inclusive culture

A Practical Guide to Doing It Well:

Define Your Mission Clearly: What problem are you solving?
Choose the Right Structure: CICs, charities, or hybrid models.
Build a Leadership Team: Use psychometrics to align strengths.
Invest in Training: Equip your team with leadership and management skills.
Use Coaching to Stay Grounded: 1:1 support helps founders stay focused and resilient. take a look at my earlier articles on the cost of coaching and what coaching is

Take a look at the support I offer to those who have a sparkle in their eye but don't know what to do about it.

leadership development , coaching, and psychometric profiling.

To hear the full conversation with Mark, visit The Unlikely Executive Podcast episode 18

Passion starts the journey but it is collaboration that sustains it. Mark Walton’s story is a reminder that with the right people, structure, and mindset, you can build something that truly matters.

Knowing when to exit an organisation

Thu, 04 Sep 2025 20:47:26 GMT

Managing Founder Transition in Purpose-Led Organisations

Founder transitions are inevitable, as most people set up a business to ultimately exit it with a healthy profit. We have all heard of multiple entrepreneurs who grow a business, sell and set up a new business.

However, they are rarely easy.

When the founder is deeply entwined with the mission, values, and identity of the organisation, stepping away can feel like a personal and cultural upheaval. Mark Walton’ s transition out of Shared Assets, a Community Interest Company (CIC) he co-created 15 years ago offers a thoughtful case study in how to do this well.

Mark’s Story:
Shared Assets was born from a pop-up think tank in a sandwich shop, responding to austerity and the need for new models of land stewardship. Over 15 years, Mark helped shape it into a CIC with a national footprint.

His exit was planned, collaborative, and mission-aligned, a great example of how to leave without losing the soul of the organisation.

His exit took over a year. It took deep conversations with those it affected and it took resilience from Mark to navigate this journey while maintaining his natural leadership style.

The Change Management Challenge:
Transitions affect everyone not just the founder. People may feel uncertain, anxious, or even resistant. Leaders need to be able to manage both the emotional and operational dimensions of change.

For Founders:

Identity Shift: Letting go of control and redefining your role.
Legacy Planning: Ensuring the mission survives beyond your tenure.
Emotional Resilience: Navigating grief, pride, and uncertainty.

For Employees:

Clarity and Communication: Understanding what’s changing and why.
Trust in New Leadership: Building confidence in successors.
Culture Continuity: Preserving values while adapting to new styles.

If we think that in the UK 48% of UK business owners have no exit strategy and 37% lack a succession plan , there is a significant risk to long term disruption and mission drift. And interestingly social purpose organisations are especially vulnerable to founder dependency.

A Practical Guide to Doing It Well:

Start Early: Begin succession planning years in advance.
Use Psychometrics to understand your own innate strengths around transitioning as well as helping you understand team dynamics and your leadership style.
Invest in Leadership Development: Train successors and empower staff.
Engage in Coaching: 1:1 CEO coaching can support emotional and strategic clarity.
Communicate Transparently: Keep stakeholders informed and involved.

Explore our Leadership & Management Training , CEO Coaching Programmes, and Psychometric Tools to support smooth transitions.

If you want to hear the full conversation I had with Mark listen in to The Unlikely Executive Podcast episode 18 , I can hig hly recommend it!

And remember that letting go isn’t failure, it is part of being an effective leader.

Mark Walton’s story shows that with planning, empathy, and structure, founders can leave a legacy that lasts.

Values Based Leadership - Living the Mission not just leading it

Thu, 21 Aug 2025 14:21:58 GMT

What does it mean to truly live your organisation’s values?

I have had a couple of interesting conversations this week about living the organisation's values day in day out.

Values-based leadership is increasingly recognised as a cornerstone of effective organisational culture. Nottingham Trent University’s micro-credential in Values-Driven Leadership teaches leaders to solve ethical dilemmas by leveraging their values, not compromising them.

This approach fosters integrity, trust, and systemic thinking. All qualities essential for navigating complex social challenges.

One way to ensure that you and your team are living your organisation's values daily are to ensure that the values are

1. known acorss the whole employee teams

2. are clear and simple and actually mean something

3. Are translatable and actionable..

One CEO, Sophie Livingstone of Little Village described to me on The Unlikely Executive Podcast how their organisational values are lived, revisited, and refined through regular team sessions exploring behaviours and alignment. This mirrors best practice which emphasises the importance of translating values into observable behaviours and embedding them into daily decision-making.

Inclusive and compassionate leadership directly improves staff engagement and organisational outcomes. When leaders embody the values they espouse, they create cultures where people feel seen, heard, and empowered.

Sophie’s vision for scaling Little Village alongside families, and her role in the Baby Bank Alliance, reflects a values-driven strategy that goes beyond operational delivery. It’s about creating political and public will to end child poverty. A goal that requires collective leadership and moral clarity.

In a time when leadership is often measured by metrics and outputs, Sophie’s example reminds us that how we lead is just as important as what we achieve. Values-based leadership is not just a philosophy. It's a practice that transforms organisations from the inside out.

Five Tips for Embedding Values in Leadership Practice:

1. Make Values Visible

Display your organisation’s values in shared spaces and digital platforms. Use them to guide decisions and celebrate behaviours that reflect them.

2. Facilitate Regular Values Workshops

Like Little Village’s triannual sessions, create space for teams to explore how values show up in their work and where alignment can be strengthened.

3. Model Values in Action

Leaders should “muck in” when possible—whether that’s joining frontline work or being transparent in tough decisions. Authenticity builds trust.

4. Use Values in Recruitment and Onboarding

Integrate values into job descriptions, interviews, and induction processes to ensure cultural fit and shared purpose from day one.

5. Create a Values-Based Feedback Culture

Encourage feedback that references values e.g., “I appreciated how you showed compassion in that meeting.” This reinforces desired behaviours and deepens cultural alignment.

If you would like to know more about leadership perspectives sign up and be the first to hear the news.

You can also contact me at barbra@gleecoaching.com if something in the articles resonate.

How to become a resilient leader

Thu, 21 Aug 2025 14:02:54 GMT

How focusing on your emotional intelligence competency is good for everyone

Leadership is as much about emotional resilience as it is about strategy. This may hold particularly true for social purpose organisations in the UK.

One CEO of a social purpose organisation, Sophie Livingstone CEO of Little Village said in The Unlikely Executive Podcast

"All challenges are about how you hold yourself together"

At the heart of Sophie's words is the recognition of the importance, indeed the imperative for leaders to be emotionally intelligent.

Recent UK-based research by ChangingPoint underscores this, revealing that

25% greater leadership wellbeing is associated with higher emotional intelligence

Leaders who cultivate emotional resilience are better equipped to:

navigate uncertainty,
manage stress,
maintain self care
support their teams through change.

This is especially critical in environments like Little Village, where the demand for services far exceeds capacity, and the emotional toll of witnessing poverty is high.

HR Magazine further supports this shift, noting that adaptability and empathy are now strategic imperatives.

The concept of Adaptability Quotient (AQ) which is the ability to thrive in constant change is emerging as a key leadership trait along with Relational Intelligence. . Leaders with high AQ and RI are better placed to thrive, drive transformation, even in resource-constrained settings.

Sophie’s practice of “reminding myself that everything in the middle feels like failure” reflects a deep self-awareness. It’s a recognition that leadership is not linear, and that resilience often means holding space for ambiguity and discomfort. This aligns with NHS England’s Culture and Leadership Programme, which promotes compassionate leadership as a foundation for inclusive and effective organisational cultures.

In sum, emotional resilience is not a soft skill it’s a strategic asset.

Leaders like Sophie demonstrate that by investing in their own emotional development, they can better serve their teams, their mission, and the communities they support.

Here are 5 tips to support your resilience as a leader

1. Practice Reflective Journaling

Take 10 minutes at the end of each day to reflect on emotional highs and lows. This builds self-awareness and helps identify triggers and patterns.

2. Develop a Personal Resilience Plan

Use tools like the CIPD’s Wellbeing Framework to assess your stressors and create strategies for managing them—such as boundaries, rest, and support systems.

3. Engage in Peer Coaching or Supervision
Regular sessions with fellow leaders or coaches provide a safe space to process challenges and gain perspective. This is especially valuable in emotionally demanding sectors.

4 Learn to Reframe Setbacks
Adopt Sophie’s mindset: “Everything in the middle feels like failure.” Reframing challenges as part of growth helps maintain motivation and clarity.

5. Invest in Emotional Intelligence Training

Explore programmes that will support your emotional intelligence and why not invest for your team's growth as well. You can experience strength in empathy, self-regulation, and interpersonal skills.

If you would like to receive news please subscribe.

Leading Change: How to Navigate Transformation with Confidence and Clarity

Tue, 22 Jul 2025 16:19:42 GMT

There is no getting away from it we need to be agile and lead through change - it is constant!

Why Leading Change Is More Than Managing It

In today’s fast-moving world, change is no longer a one-off event it is a constant.

Whether you're introducing new systems, restructuring teams, or shifting organisational culture, the ability to lead change effectively is a critical skill for leaders.

At Glee Coaching, we help leaders move beyond managing tasks to inspiring transformation because change doesn’t happen without people.

The Two Sides of Change: Process and Psychology

Change isn’t just about new structures or systems. It’s also about how p eople feel, adapt, and engage. Successful change leaders understand both the technical and emotional dimensions of transformation.

Structural change : new roles, reporting lines, or workflows
Cultural change : shifts in values, behaviours, or communication styles
Mindset change : how people think about their roles or the organisation’s purpose

As highlighted in our workshops, change readiness is influenced by how safe people feel to raise concerns, ask questions, and offer feedback. Without psychological safety, even the best-laid plans will fail, not just falter.

Bridges’ Transition Model: Understanding the Human Side

William Bridges’ Transition Model reminds us th at change is external, but transition is internal. Leaders must support their teams through three emotional stages:

Ending, Losing, Letting Go – Acknowledge what’s being left behind.
The Neutral Zone – Navigate uncertainty and confusion.
The New Beginning – Inspire hope and clarity about what’s next.

Ignoring these stages can lead to resistance, disengagement, or burnout. Embracing them builds trust and resilience.

Kotter’s 8 Steps: A Strategic Framework for Leading Change

John Kotter’s renowned model offers a roadmap for leading change with intention:

Create urgency – Help people see why change is necessary.
Build a guiding coalition – Form a team of influential change champions.
Form a strategic vision – Clarify the future and how to get there.
Enlist a volunteer army – Engage hearts and minds across the organisation.
Enable action by removing barriers – Clear the path for progress.
Generate short-term wins – Celebrate early successes to build momentum.
Sustain acceleration – Keep pushing forward, even when it’s tough.
Institute change – Embed new behaviours into culture and systems.

This model is especially powerful when paired with tools like change readiness assessments, whi ch help identify where resistance may be hiding and how to address it.

Common Challenges During Change and How to Overcome Them

Even with a solid plan, change can be messy. Here are some of the most common challenges leaders face:

Resistance to change : Often rooted in fear or lack of clarity
Change fatigue : When teams feel overwhelmed by constant transformation
Lack of alignment : When leadership messages don’t match behaviours
Poor communication : When people don’t understand the “why” behind the change

I help leaders to appreciate how they are role models and can promote behaviours they want to see.

Tools to Support Change Leadership

We use a range of practical tools in our workshops, including:

Change Readiness Assessments
Behavioural Alignment Exercises
Difficult Conversations Scenarios
Personality profiling tools like Emergenetics and 5 Voices to help understand how to communicate change

How Glee Coaching Can Help

Whether you're leading a transformation or navigating uncertainty, our leadership development programmes are designed to help you:

Build confidence in leading change
Understand the psychology of transition
Communicate with clarity and purpose
Align behaviours with organisational values
Create a culture of openness and adaptability

Call to Action

Are you ready to lead change—not just manage it?
Explore our programmes or get in touch to start your transformation journey today.

Leadership vs. Management: Understanding the Difference to Unlock Your True Potential

Tue, 22 Jul 2025 16:07:57 GMT

Newsflash - Leading is not Managing!

Why the Distinction Matters

For years, many professionals, myself included, assumed that leadership and management were one and the same. After all, both involve guiding people and achieving goals. But in today’s dynamic and complex business environment, understanding the difference between leadership and management is essential.

At Glee Coaching, we help individuals and organisations harness the power of both disciplines to drive performance, engagement, and long-term success.

What Is Leadership?

Leadership is about vision, influence, and transformation. It’s the ability to inspire others, create a compelling future, and guide people toward shared goals even in the face of uncertainty.

As John C. Maxwell famously said, “Leadership is influence, nothing more, nothing less.”

Leaders focus on:

Setting direction rather than controlling outcomes
Inspiring trust rather than demanding compliance
Fostering innovation rather than maintaining the status quo

Research from Harvard Business Review highlights that the best leaders are those who can move beyond titles and focus on action engaging in behaviours that inspire, align, and mobilise others. These leaders are not just visionaries; they are catalysts for change.

What Is Management?

Management, on the other hand, is about structure, execution, and consistency. It ensures that systems run smoothly, resources are used efficiently, and objectives are met on time and within budget.

Peter Drucker, the father of modern management, once said: “Management is doing things right; leadership is doing the right things.”

Managers excel at:

Planning and organising
Monitoring performance
Solving problems and mitigating risks

Gallup showed that managers are the single biggest factor in employee engagement, accounting for up to 70% of the variance in team engagement levels. This means that effective management isn’t just operational it is foundational to team morale and productivity.

Leadership vs. Management: A Strategic Balance

Rather than viewing leadership and management as opposing forces, I tend to think of them as complementary disciplines. The most effective professionals know when to lead and when to manage.

A helpful rule of thumb I use is that Leaders should be 80% strategic and 20% tactical while Managers should be 80% tactical and 20% strategic.

This balance is echoed in a 15-year study by HBR contributor James R. Bailey, who found that the most successful executives blend both leadership and management behaviours adapting fluidly to the needs of their teams and organisations. Issues that my coaching clients bring tend to be around the perceived need of leaders to sit in the transactional tactical doer space.

Why You Need Both in Today’s Workplace

In a world of hybrid teams, rapid innovation, and constant change, organisations need people who can:

Lead with purpose and authenticity
Build high-performing, collaborative teams
Manage complexity with confidence and agility

Gallup’s global engagement data shows that when managers are disengaged, team performance suffers dramatically. Conversely, when leaders are purpose-driven and aligned with their values, they inspire greater commitment and resilience across the organisation.

If you're curious about how coaching can support this development, explore our What Is Coaching page .

How Glee Coaching Can Help

At Glee Coaching, we offer tailored leadership and management development programmes that help you:

Discover your authentic leadership style
Strengthen your management toolkit
Navigate the transition from manager to leader (or vice versa)
Build confidence, clarity, and capability

Whether you're stepping into your first leadership role or refining your executive presence, we are here to support your journey.

Call to Action

Ready to explore your leadership potential or refine your management style?

�� Visit our programmes to discover programmes designed for impact or call Barbra

Newsflash - Leading is not Managing!

Why the Distinction Matters

At Glee Coaching, we help individuals and organisations harness the power of both disciplines to drive performance, engagement, and long-term success.

What Is Leadership?

Leadership is about vision, influence, and transformation. It’s the ability to inspire others, create a compelling future, and guide people toward shared goals even in the face of uncertainty.

As John C. Maxwell famously said, “Leadership is influence, nothing more, nothing less.”

Leaders focus on:

Setting direction rather than controlling outcomes
Inspiring trust rather than demanding compliance
Fostering innovation rather than maintaining the status quo

What Is Management?

Management, on the other hand, is about structure, execution, and consistency. It ensures that systems run smoothly, resources are used efficiently, and objectives are met on time and within budget.

Peter Drucker, the father of modern management, once said: “Management is doing things right; leadership is doing the right things.”

Managers excel at:

Planning and organising
Monitoring performance
Solving problems and mitigating risks

Leadership vs. Management: A Strategic Balance

Rather than viewing leadership and management as opposing forces, I tend to think of them as complementary disciplines. The most effective professionals know when to lead and when to manage.

A helpful rule of thumb I use is that Leaders should be 80% strategic and 20% tactical while Managers should be 80% tactical and 20% strategic.

Why You Need Both in Today’s Workplace

In a world of hybrid teams, rapid innovation, and constant change, organisations need people who can:

Lead with purpose and authenticity
Build high-performing, collaborative teams
Manage complexity with confidence and agility

If you're curious about how coaching can support this development, explore our What Is Coaching page .

How Glee Coaching Can Help

At Glee Coaching, we offer tailored leadership and management development programmes that help you:

Discover your authentic leadership style
Strengthen your management toolkit
Navigate the transition from manager to leader (or vice versa)
Build confidence, clarity, and capability

Whether you're stepping into your first leadership role or refining your executive presence, we are here to support your journey.

Call to Action

Ready to explore your leadership potential or refine your management style?

�� Visit our programmes to discover programmes designed for impact or call Barbra

The secret sauce: Influence

Wed, 09 Jul 2025 19:16:30 GMT

The subtle art of influencing to build your leadership impact

As a leader you know you have influence, you know that people will listen to you, and in all likelihood do as you suggest. It is how you utilise your influence that will determine what type of leadership impact you have on those around you.

Whether you’re trying to shift culture, win support for a new idea, or champion inclusion influence is a key leadership skill. But for many, it’s a tricky balancing act.

How do you make change happen without coming across as forceful or aggressive? How do you influence people who don’t think like you, especially when what’s at stake really matters?

Here’s where skill, self-awareness, and empathy come together.

Influence does not equal Aggression

Let’s start by busting a myth: being assertive isn’t the same as being aggressive.

Assertive leaders speak up for what matters, clearly and calmly, without bull dozing others.

Aggressive leaders push their agenda regardless.

The difference? Assertive leaders stay connected to their values and to the relationship.

You can be clear and firm about your point and hold space for difference. That’s real influence.

Three Skills That Build Influence

Curiosity over convincing

Don’t assume you have to launch into persuasion. Start by listening. Ask what matters to the other person. Influence flows more easily when people feel heard. Maintaining silence and letting the other person express themselves is a form of influence. Try it some time.

Speak from shared values
Especially when trying to bring people on board with new or uncomfortable ideas (like improving equity or supporting underrepresented groups), connect your message to values they already care about like fairness, excellence, community.

Use stories, not just facts

Data matters. But stories stick. A personal story whether that is your own or someone else’s can shift perspectives more than spreadsheets ever will.

Influencing People Who Aren’t Like You

We all have unconscious preferences for people who think like us. But change rarely happens in echo chambers.

When you need to connect with someone whose background, identity, or worldview is different from yours:

Start with respect, not assumptions.
Avoid jargon or insider language.
Focus on what matters to them, not just what matters to you.
Be open to mutual influence, you might change too.

A Small Shift, A Big Impact

Influence isn’t about charisma. It’s about connection.

Next time you're tempted to “win them over,” pause. Instead, ask yourself:

“How can I help them feel seen, heard, and part of this?”

That’s the influence that sticks and the kind that shapes cultures for the better.

Leaving a Legacy: It's in your hands

Wed, 09 Jul 2025 19:07:59 GMT

How everyday leadership leaves a mark

One of the names I thought about using for my podcast related to legacy- but on reflection I knew that people would be uncomfortable thinking that they were leaving a legacy. Sounds so grand. But we do leave a legacy, which we create and add to every day.

When we hear the word “legacy,” our minds often drift to grand, long-term achievements, think buildings named after someone, organisations reshaped, or books written. But in truth, your legacy isn’t something you build one day in the future. You’re creating it now. In every meeting, every decision, and every conversation.

Yet many leaders struggle to recognise that they’re already leaving a mark, whether they mean to or not.

Why Do Leaders Struggle With Legacy?

Partly, it’s to do with your mindset. We are wired to focus on outcomes, targets, and the next milestone. We don’t stop to think about how we get there, or who we bring with us.

There’s also humility at play. You may be thinking "Legacy? That’s not for me. I’m just trying to get through the day without cheesing too many people off."

But legacy isn’t about ego. It’s about impact. The energy you bring to the room. The way you treat people when they’re not in the room. The values you quietly reinforce by what you praise, tolerate, or ignore.

Everyday Marks of an Effective Leader

A legacy-minded leader isn’t one who waits to be remembered. They act with intention now. That might look like:

Modelling integrity even when no one’s watching.
Championing the quiet voices that others overlook.
Creating psychological safety that allows others to thrive.
Investing in people even when it feels quicker to just “do it yourself.”
Leading with empathy, especially under pressure.
Contributing to societal wellbeing through your actions in work, at home, and in your community.

These things often don’t make it onto the project plan. But they shape culture. They influence people’s confidence and courage. And they last far longer than a quarterly result.

A Gentle Prompt

Take a moment this week to ask yourself:

“If someone were to describe my leadership five years from now, what would I hope they say?”

Now bring that intention into the way you lead today. You’re already building your legacy one conversation at a time.

Getting out of the Weeds into Strategic Thinking

Wed, 25 Jun 2025 09:13:51 GMT

Tips of getting out of operational into strategic.

Introduction

In today’s fast-paced, always-on work culture, leaders often find themselves consumed by operational demands, exciting things like emails, meetings, staff check ins, and the mountain of prepping and paperwork. But to lead well we need to redefine what we mean by our day to day priorities, and we need to manage our time. As a leader you need to be a step ahead, thinking of the future, whether that comes naturally to you are not.

Strategic thinking is not a luxury; it’s a necessity.

Why Strategic Thinking Matters

Strategic thinking enables you to:

Anticipate change and position you organisation for long-term success.
Align teams around a shared vision.
Innovate rather than merely optimise.
Feel personally motivated and in control
Recognise the value of delegation, which in turn supports the development of others

The National Audit Office (NAO) highlights that while operational delivery is essential, senior leaders must adopt a “whole-system” approach that aligns policy, funding, and governance with long-term outcomes. I agree wholeheartedly with them!

Beyond Time Management: Creating Strategic Space

This isn’t just about blocking out time in your calendar., calling it focus time and then using that time to allow another meeting before the week is out.

It’s about creating mental and organisational space for strategic reflection. Here’s how:

1. Delegate with Purpose

Empower your team to own operational responsibilities. This builds capability and frees you to focus on the bigger picture.

2. Design Strategic Rituals

Step back and ask: “What can I do as a leader that no one else can?” . Ask yourself "!what should I start doing, stop doing and continue to do". Weekly reflection sessions, quarterly off-sites, or even walking meetings can foster strategic clarity.

3. Build a Thinking Culture

Encourage your team to think strategically too. When everyone is aligned on long-term goals, operational decisions naturally support strategic intent. It then becomes the norm to have time blocked out for thinking - time where you are not disturbed.

4. Use Strategic Frameworks

Tools like SWOT, PESTLE, or scenario planning aren’t just for consultants. Use them regularly to challenge assumptions and explore new directions. Do it alone and with your team. This will create a culture of strategic thinking.

5. Get a Leadership Coach

I would say this as a Leadership Coach but honestly getting a coach could be the single most important thing you do to unlock your thinking. With a Coach you talk things through, business and personal, freeing up time outside coaching sessions and not being consumed with things on your mind that you have not been able to share with anyone. Lots of my clients say to me " You are the only person I can speak to about this, I haven't told anyone, not even my partner about how I feeling about my role and life"

And finally

Strategic thinking isn’t a task it’s a mindset. Leaders who prioritise it not only future-proof their organisations but also inspire those around them to think bigger and bolder.

Get in touch if you want to know more about developing a strategic thinking mindset

How to build your leadership after a Founder leaves

Wed, 25 Jun 2025 09:13:38 GMT

Leading After a Founder – Tips to navigating the Transition with Confidence

Taking the reins after a founder steps down is one of the most complex leadership transitions. Founders often embody the culture, vision, and identity of an organisation. So how do you lead effectively without being in their shadow?

How do you make an impression? And how easy is it to make an impression when the person before you was the person who started the organisation?

It is incredibly difficult, depending on the nature of the person before you , and the culture they created when they were the leader.

New leaders often look to honour the past while creating new momentum - their way. It is a tension between respect and reinvention. Without trust and transition rituals, teams can stall in founder nostalgia.

Here are a few tips for you to consider:

Understand the Founder’s Legacy

Before you start or at least in the first three months in role, take time to understand:

What the founder stood for. What were their values, vision, and leadership style.
What worked well and what may need to evolve.
How the team in place feel about work and about the transition. Are they grieving, anxious, or hopeful?

Strategies for a Successful Transition

1. Respect the Past, But Don’t Replicate It

Acknowledge the founder’s contributions, but don’t try to be a carbon copy. Your leadership must be authentic to you.

2. Communicate Transparently

Be open about your vision and how it builds on the founder’s legacy. Regular, honest communication builds trust and reduces uncertainty.

3. Engage Key Stakeholders

From board members to frontline staff, involve people in shaping the next chapter. This fosters ownership and reduces resistance. It will involve a lot of active listening.

4. Establish Your Leadership Identity

You have the opportunity to reflect on your unique strengths, what got you the job and what your purpose is as a leader. Use this insight to define your leadership narrative.

5. Balance Continuity and Change

Identify what must stay (core values, mission) and what can evolve (processes, strategy). This balance reassures stakeholders while signalling progress.

And finally

Following a founder is not about copying, filling shows or throwing the baby out with the bath water. It’s about walking your own path while honouring the journey that came before. It is time for strategic thinking to help you set up for your own successes and to weather the storms of new transitions. With empathy, clarity, and strategic intent, you can lead your organisation into its next era.

In the UK, leadership transitions are increasingly supported by structured development programmes that focus on emotional intelligence, strategic alignment, and stakeholder engagement. These resources can be invaluable during founder succession.

I am always hear to help you navigate new transitions. Do reach out if you want to think about how to be the best leader, your own way.

Humility in Leadership

Fri, 13 Jun 2025 06:00:00 GMT

Knowing every aspect of your organisation

“I learnt a lot by going in and making the cups of tea, and hoovering up for them.”

That quote came from Alan Adams, General Manager of Southport Flower Show and a guest on my podcast *The Unlikely Executive*. It stuck with me, not because it was about tea or hoovers ( though I do like the former, the latter less so), but because it captured something about a certain type of leadership: the insight that comes from experiencing all aspects of the organisation. I believe this links to leader empathy.

In the charity sector, I have met three broad types of leaders

1. those who have 'worked' their way up

2. those who have pivoted from private to third sector and entered at a senior level (more about them in a later newsletter article)

3. those who have almost been pushed into leadership through personal circumstance (for example those who set up charities on the back of a personal trauma - again I will post about this at a later date)

Today I want to focus on those who have worked their way up. They’ve been on the frontlines, run community events, answered helpline calls. That experience gives them a deep understanding of the people they serve and the teams they lead.

But what if you didn’t start there?

What if you came into leadership from another sector, or stepped into a senior role early in your career? Does that mean you’re missing something?

Not necessarily. But it does mean you need to be intentional about how you connect with the frontline.

Why it matters

Leaders who understand the day-to-day realities of their teams make better decisions. They build more trust. They’re more likely to spot issues early and respond with empathy.

In a recent People Management report, 41% of UK businesses now see learning and development as central to their strategy. That includes developing leaders who can connect across levels — not just manage from the top.

How to build that connection (even if you didn’t start at the bottom)

Spend time with your team. Not just in meetings, but in their world. Sit in on calls. Visit service sites. Ask questions.
Listen without fixing. Sometimes the most powerful thing you can do is listen without jumping in with a solution.
Be curious, not performative. People can tell when you’re ticking a box. Show genuine interest in their work and challenges.
Share your own learning curve. Vulnerability builds trust. If you’re learning, say so.

- my own personal favourite - have a work experience week - where you do a role that you have never tried before and take advice and guidance from the current postholder.

At Glee, I work with leaders who want to lead with more empathy and impact — whether they started on the frontlines or not. What matters most is your willingness to understand, adapt, and grow.

Because leadership isn’t about where you started. It’s about how you show up now.

Finding your way as a leader

Fri, 13 Jun 2025 06:00:00 GMT

Why Finding Your Style Matters More Than Ever

When I first stepped into a leadership role, I did what many of us do, I mirrored the leadership styles I had seen in action as a young professional.

I had seen Cathy Garner at the Housing Corporation back in the mid 90s invite me to a senior level meeting and me to reply "Why Cathy I don't have anything useful to say" and her saying "Barbra it is about being in the room. Come, it will not be a waste of your time". Brilliant advice.

I also sub consciously took in the directive leaders, the nice to face not quite so nice behind your back leaders and began to learn that leadership means different things to different people.

I also experienced leaders who manipulated and coerced me into positions that were simply not comfortable for a young female professional.

What I came to learn that I had to be naturally me as a leader. Yes I over share, yes I make light of things, yes I am a glass half full person. I worked on recognising when that style didn't bring the best out of the people around me and I flexed my style. Uncomfortable but definitely rewarding.

We all have it in our gift to ask "what kind of leader do I actually want to be?"

In today’s leadership landscape, especially in the charity and non-profit sector, authenticity isn’t just a nice-to-have — it’s essential. According to recent research from CIPD, only 26% of L&D leaders feel their organisations are truly receptive to their ideas. That disconnect often stems from leaders not feeling confident in their own voice, or unsure how to bring their full selves to the table. Or bringing their full selves without filters and being told they are too loud, too this or too that.

Why your leadership style matters

Your leadership style shapes how people experience you — and how they experience their work. When you lead in a way that aligns with your values and personality, you create psychological safety, trust, and clarity. When you lead in a way that feels performative or borrowed, it can create confusion or even mistrust. When you lead without any consideration of what it is like to be on the other side of you I am sorry to say you will fail. Because not everyone will work well with the natural you.

At Glee Coaching, I often work with new CEOs and senior leaders who are still figuring out what kind of leader they want to be. Some are navigating imposter syndrome. Others are trying to balance being approachable with being strategic. The truth is, there’s no one-size-fits-all model. But there is a way to lead that feels like you — and that’s where the real impact happens.

How to start finding your style

Observe, but don’t copy. Learn from others, but filter it through your own values and strengths.

Ask for feedback. Not just on performance, but on how people experience your leadership.

Try tools that build self-awareness. Programmes like Discover Your Leadership Voice (which I run monthly) help leaders understand their natural communication style and how to adapt it to others.

Reflect regularly. What’s working? What feels forced? What energises you?

Leadership isn’t about being the loudest voice in the room. It’s about being the clearest, most consistent version of yourself — and helping others do the same.

Get in touch if you want to chat about how you can find your own style of leadership that works for you and those around you.

The value of Individual Contributors

Fri, 30 May 2025 04:15:00 GMT

The Unique Value of Individual Contributors in Organisational Success

While leadership roles often receive the spotlight, individual contributors (ICs) play an indispensable role in driving innovation and operational excellence within organisations. Recognizing and nurturing their contributions is vital for sustained success.

Perhaps I would say that as I spent many years as an influential and successful Individual Contributor, shifting the landscape and behaviours within organisations.

However, as my latest podcast guest Jacqui Gavin BEM remarks being an individual contributor means that you can be overlooked for promotion and leadership opportunities.

The Rising Significance of ICs:

A 2024 report by Frazer Jones observed a trend where experienced professionals are opting for individual contributor roles over traditional management paths, seeking to apply their expertise more directly. This shift underscores the need for organisations to create growth opportunities that value specialized skills without necessitating a move into management.

Additionally, the UK's Global Mobility Evidence Report highlighted that international collaborations, often spearheaded by skilled ICs, lead to enhanced innovation and economic growth, emphasizing their strategic importance in a global context.

Benefits of Empowering ICs:

• Innovation Drivers: ICs often bring fresh perspectives and specialized knowledge, fuelling innovation.

• Operational Excellence: Their deep focus on specific tasks ensures high-quality outcomes and efficiency.

• Talent Retention : Providing clear career progression for ICs can improve job satisfaction and reduce turnover.

Acknowledging the unique contributions of individual contributors is essential for a holistic approach to organizational development. Talk to them about what they want out of their career, they may want to deep dive and specialise or they may want new opportunities to explore.

Glee Coaching offers programs designed to support ICs in maximizing their potential, aligning personal growth with organizational goals. Get in touch to find out more.

Are you a Bull in a China Shop?

Fri, 30 May 2025 03:45:00 GMT

Ways to be a diplomatic leader NOT a bull in a china shop!

We all know them don’t we?

The ‘bull in the china shop’ style of leader who prides themselves on saying it ‘as it is’. Commonly accompanied with ‘You get what you see with me, I am an open book’.

The problem is that in today's complex and interconnected working environment, the ability to navigate relationships with tact and strategic insight is crucial.

Diplomacy in leadership fosters trust, facilitates collaboration, and enhances an organisation's adaptability, not the bull in a china shop approach.

As Jacqui Gavin, BEM, Director at 5 Senses of Inclusion tells me in the latest episode of The Unlikely Executive , sometimes diplomacy requires you to bite your tongue, at times hard! And scream at squirrels to let out pent up frustration. So being a diplomatic leader doesn’t necessarily equal a zen leader!

The Value of Diplomatic Leadership:

Recent developments underscore the importance of diplomacy beyond traditional statecraft. For instance, the UK's Foreign, Commonwealth & Development Office (FCDO) launched the Knowledge for Development and Diplomacy (K4DD) programme in April 2024 to enhance the use of evidence in policy-making, emphasizing the role of informed and diplomatic approaches in addressing global challenges.

Similarly the Royal United Services Institute (RUSI) highlighted the need for the UK to adapt its diplomatic strategies to a more chaotic global landscape, suggesting that modern diplomacy requires agility and nuanced understanding, qualities equally valuable in corporate leadership.

Implications for Leaders:

People leading organisations, and people, can draw lessons from these diplomatic approaches:

• Enhanced Communication: Diplomatic leaders prioritize clear and empathetic communication, essential for team cohesion and stakeholder engagement.

• Conflict Resolution: Employing diplomacy aids in resolving internal conflicts and negotiating external partnerships.

• Strategic Decision-Making: A diplomatic mindset encourages considering diverse perspectives, leading to more informed and balanced decisions.

Conclusion:

Integrating diplomatic principles into leadership practices can significantly benefit organizations. Glee Coaching offers tailored programs to empowering leaders to navigate their roles with strategic finesse.

Supporting Neurodiverse Leaders to Thrive

Fri, 16 May 2025 15:00:01 GMT

So you're Neurodiverse and Leading - read on to find out how to support yourself

Today there is, on the face of it at least, greater acceptance of diversity and inclusion in the workplace. Perhaps I sound slightly sceptical because I am.

What happens for leaders who are neurodiverse? Are they increasingly recognized for their unique strengths and perspectives? When we think of neurodiverse leaders we may think Richard Branson and Elon Musk, and as soon as we say their names our unconscious biases will be kicking in around what we think of these two and what it would be like to work for them.

Estimates suggest that up to 20% of the global population are neurodiverse. Neurodiversity covers such a wide range of conditions such as ADHD, autism, dyslexia, and more, which affect how individuals process information and interact with the world. This makes assuming you know what it would be like working for a neurodiverse leader virtually impossible. It also means that if you work with one neurodiverse leader then another one they are unlikely to be the same! Just like neurotypical leaders!

Leah Godfrey, COO at Neurodiverse Sport and a Neurodiverse leader herself talked to me on The Unlikely Executive Podcast about how her neurodiversity traits influence how she manages her work, her health and her leadership.

What I want to do in this article is to explore the advantages neurodiverse leaders bring to the table and provide ideas for navigating the leadership landscape. I will leave it to others to talk about the challenges of neurodiverse leaders.

The Strengths of Neurodiverse Leaders

Neurodiverse people often have natural skills that can be leveraged in leadership roles. Three I can think of are:

1. Problem-Solving and Creativity: Neurodiverse leaders tend to excel in pattern recognition and creative thinking, allowing them to approach problems from unique angles

2. Resilience: Having navigated a neurotypical world, neurodiverse leaders often develop resilience and adaptability

3. Laser Focus: Conditions like ADHD can enable leaders to maintain intense focus on tasks, driving productivity and innovation

Strategies for Neurodiverse Leaders

While every leader is unique a couple of ways to manage and excel as a neurodiverse leader are shown below.

1. Embrace Your Strengths: Recognize and leverage your unique abilities. For example, use your creative problem-solving skills to tackle complex challenges.

2. Build a Supportive Network: Surround yourself with colleagues and mentors who understand and support your neurodiversity, a coach can help and there are more and more Neurodiverse specialist coaches now than ever before.

3. Develop Coping Mechanisms: Implement strategies to manage potential challenges, such as using organizational tools to stay on track

4. Be kind to yourself: You are unique and have valuable insights, experiences and perspectives to share with others. It won’t always be easy and there will be back lash, misunderstandings and frustrations. Recognise what your triggers are. Awareness of triggers then gives you the option of what you want to do to support yourself. It is not wrong to look after yourself first.

Supporting Neurodiverse Leaders

Organizations can play a crucial role in supporting neurodiverse leaders:

1. Awareness and openness: Provide opportunities to talk about neurodiversity, respect and culture helps people to feel they have a place at the table. As a neurodiverse leader the power you have to positively influence others around you is significant! Be yourself.

2. Flexible Work Arrangements: Know what working pattern works for you and be that role model who works in a way that suits you. Others will follow and productivity will increase as people are able to work at their best without judgement.

3. Mentoring and Coaching: Offer leaders coaching to support and guide neurodiverse leaders in their career development

Conclusion

Neurodiverse leaders bring invaluable strengths to the workplace. By embracing their unique abilities and implementing supportive strategies, they can navigate the leadership landscape effectively and drive organizational success.

Connect with me to explore how personalized coaching can elevate your leadership skills.

Listen to The Unlikely Executive podcast where I talk to neurodiverse, and neurotypical leaders, who have taken an unconventional path to follow their passions.

Share this article with your network, subscribe for more insights, and discover the transformative impact a coach can have on your journey.

Intergeneration Teams - Yay or Nay?

Tue, 13 May 2025 10:27:44 GMT

How the hell to manage different generations in work

The jury is out. Recent trends in thinking that intergeneration teams are ultimately more productive and higher performing is now coming under scrutiny. However, leading a team with members from different generations can be challenging yet rewarding. Each age group brings distinct values, goals, and perspectives that they may or may not want to share with the rest of the team.

Here I share ideas for effectively managing teams with diverse age groups.

Understanding Generational Differences

When I asked ChatGPT to share a summary of the Generations here is what it came up with:

Traditionalists 1928–1945 Loyal, disciplined, respect authority. Want job security, clear hierarchy, face-to-face communication. Struggle with tech changes
Baby Boomers 1946–1964 Hard-working, competitive, team-oriented In-office work. Seek structured leadership, value recognition. Slower adoption of tech, work-life balance issues
Generation X 1965–1980 Independent, pragmatic, adaptable. Seek work-life balance, autonomy, results-oriented leadership. Feeling overlooked between Boomers and Millennials
Millennials 1981–1996 Purpose-driven, tech-savvy, collaborative. Seek flexibility, feedback, development opportunities. Impatient for advancement, perceived as entitled by others
Generation Z 1997–2012 Digital natives, entrepreneurial, socially aware. Want remote/hybrid work, diversity, mental health support. High burnout risk, need for stability and guidance
Generation Alpha 2013–2025 (still emerging) Future-forward, screen-native, globally minded (expected). Likely to expect AI integration, gamified learning, extreme customisation.

So a broad-brush sweep of millions of people into six boxes. Stereotyping for sure but built on trends and data. Useful to help us think about who we have around us in the workplace and how they may be motivated at work.

Strategies for Leading Diverse Age Groups

Whether you have 5 or 2 generations working in your workplace thinking about how to connect and get the most out of them is good management. Here are a couple of ideas:

1. Foster Open Communication: Encourage open conversation to build confidence across generations, and support people to know they have a place in the team. This could be ensuring everyone has a chance to speak at meetings and share their perspectives. Rules of engagement – such as no idea is a bad idea – should be encouraged.

2. Tailor Your Leadership Style : Adapt your leadership approach to meet the needs of different generations. For example, provide mentorship for Baby Boomers and autonomy for Generation X. Give Gen Z the opportunity to experiment and fail fast.

3. Promote Intergenerational Collaboration: Create opportunities for team members to work together on projects, leveraging the strengths of each generation

4. Reverse and Co mentoring : Develop team bonds between generations by co mentoring where older and younger support one another and learn as they grow.

Conclusion

Leading a team with diverse age groups requires a nuanced approach. By fostering open communication, tailoring your leadership style, and promoting intergenerational collaboration, you can effectively manage and leverage the strengths of each generation to achieve organizational success.

Connect with me to explore how mentoring and coaching can support you in managing and leading intergenerational teams.

Share this article with your network, subscribe for more insights, and discover the transformative impact a coach can have on your journey.

Tips on worklife balance for busy leaders

Thu, 01 May 2025 15:10:31 GMT

Don't let running an organisation be at the expense of your wellbeing

A 2023 survey by The King's Fund revealed that 62% of charity CEOs and 54% of NHS trust CEOs reported feeling "often" or "always" exhausted. Ok so iits not 75% or 80% but it is higher than it should be!

The reality:

There is no such thing as a perfect balance but there are sustainable practices.

I have kept this post short to encourage you to read it, and then go and take one positive step forward to improving your work life balance.

Could you…

1 . Set clearer boundaries for yourself and others?.

The Chartered Management Institute (CMI) recommends CEOs implement "protected time" policies — such as no-meeting Fridays or setting hard stops on email access outside working hours. My diary is time blocked, colour coded with reminders.

2. Prioritise peer support.

According to ACEVO’s CEO Wellbeing report, peer groups and coaching dramatically reduce feelings of isolation and burnout among leaders. Guests on The Unlikely Executive podcast regularly tell me that peer groups reduce the feelings of loneliness.

3. Recognise that micro-recovery matters.

Studies by the University of Manchester show that short, deliberate breaks (even 5–10 minutes) increase cognitive resilience in high-stress environments. I used to walk along Camden canal for 15 minutes and often had a brainwave!

4. Reframe balance as a dynamic concept.

The Mental Health Foundation suggests treating work-life balance like "a dance, not a destination" allowing flexibility and seasonal shifts in work focus without guilt. If you have a dip at 2pm, recognise this and avoid hefty meetings at this time.

5. Invest in personal leadership.

Self-awareness and self-management, key components of emotional intelligence, are the bedrock of sustainable leadership (CIPD Learning & Development Survey, 2023). Coaching can help you keep perspective and enjoy your role.

Question: If you were to audit your current wellbeing, what one small change could you make this week that would pay dividends?

If you have any thoughts on this post do email barbra@gleecoaching.com or what’s app her on 07952311806

Repost to someone else you know who could benefit from a bit sized moment on achieving work life balance.

________________________________________

Sources:

• The King's Fund, The Wellbeing of Leaders in Health and Care, 2023

• CMI (Chartered Management Institute), Leading in a Changing World, 2022

• ACEVO, Leading Wellbeing: The Health and Wellbeing of Charity Leaders, 2022

• University of Manchester, Cognitive Resilience and Recovery Research, 2021

• Mental Health Foundation, Work-Life Balance: A Review of the Evidence, 2022

• CIPD, Learning and Development Survey, 2023

How to Navigate Mergers and Demergers

Thu, 01 May 2025 15:05:18 GMT

Hold position or yield, or even collaborate - approaches to mergers and demergers

Charity mergers are on the rise again, with a 31% increase last year and a total value of £192 million in 2023–24. Yet leading a merger whether strategic or a last resort can be complex and emotionally charged.

The Charity Commission highlights cultural alignment as the biggest risk factor. Beyond financial due diligence, leaders must assess values, governance, and service models.

Key Strategies for Success:

· Build a joint vision early

· Respect legacy and culture

· Communicate transparently with all stakeholders

Demergers, too, can be powerful. We need to see them not failures but as strategic pivots. As Matt Cliff, CEO of Bradbury Fields, shared, demerging helped refocus on core purpose.

Reflection: Is your organisation putting culture and communication at the heart of its merger or demerger strategy?

�� WhatsApp Barbra on 07952 311806 or email barbra@gleecoaching.com to share your thoughts.

�� Related Articles: Leadership vs. Management | Knowing When to Exit an Organisation

�� Call to Action: Share this article with someone navigating organisational change.

How much does Coaching cost?

Thu, 01 May 2025 14:59:33 GMT

Tips on how much you should expect to pay when working with a coach

Coaching is often discussed as a powerful tool for personal and organisational growth — but is it really worth the cost? And what should you expect to invest?

Let’s unpack the true value of coaching for leaders — with a specific look at what it costs in the UK and why it might (or might not) be the right decision for you.

Leadership coaching varies widely in price depending on the coach’s experience, the format, and the depth of the programme. I would also argue that it is based on what the client is willing to pay, and their perception of coaching as a valuable learning tool.

�� Hourly Rates:

According to the Institute of Leadership and Management (ILM) 2023 Coaching Revolution report, leadership coaching in the UK typically ranges from £150 to £500 per hour. Other studies suggest that coach rates vary depending on which part of the UK you are in, and what type of coaching you are looking for. In effect prices ranged from £60 to £600 per hour!

�� Programme Packages:

Structured programmes where a client works with a coach for six to twelve months tend to range between £3,000 and £15,000. Variations depend on what the client wants as part of that package, as well as the core coaching charge from the coach.

A coaching package may include psychometric and diagnostic assessments (like 5 Voices and Emergenetics), goal setting, and outcome reviews. It can involve a on hand coach, available at the end of a phone when needed.

�� Group vs. Individual Coaching:

Some organisations use group coaching (for example, with leadership teams), which reduces costs per head while still delivering significant benefits. The downside is that deeper personal issues that are blocking leaders views of themselves would not be explored in group coaching sessions, due to levels of psychological trust, the goals of the group coaching and time constraints, and more importantly to protect the wellbeing of coaching participants.

Important!!!

Accreditation matters.

Look for coaches accredited by EMCC UK, AC UK (Association for Coaching), or the ICF UK Chapter.

Experience matters.

Coaches with board-level leadership experience or specialist expertise (e.g., merger integration, scaling organisations) often charge more.

Why Invest in Coaching

It’s not just about having someone to talk to.

Research consistently shows that coaching delivers measurable benefits:

✅ Improved Performance:

The Chartered Institute of Personnel and Development (CIPD) found in its 2023 Learning and Skills at Work report that 71% of organisations that invest in coaching reported noticeable improvements in individual performance.

✅ Enhanced Leadership Capability:

67% of organisations noted stronger leadership abilities among coached individuals which can be critical for succession planning and strategic resilience.

✅ Greater Organisational Success:

A 2021 study commissioned by BEIS (Leadership and Management Skills in SMEs) found that UK businesses with structured leadership development including coaching, are more than twice as likely to survive and grow compared to those without.

✅ Wellbeing and Retention:

In a separate 2022 report from ACEVO, charity CEOs who accessed regular coaching or mentoring support reported higher resilience, lower burnout rates, and longer tenure.

I would also argue that giving your people space to think, shout, cry, explore and dream is the best employee benefit you can gift your employee.

When to Consider Hiring a Coach?

Coaching isn’t a "nice to have" though people only tend to turn to coaching at moments of crisis, rather than moments of opportunity.

Here’s when investing in a coach could be transformative:

�� During Organisational Growth or Transition:

If your company is scaling, merging, restructuring, or navigating crisis, leadership demands shift rapidly. Coaching can help you adapt your leadership style and strategic focus.

�� When Stepping Into a New Leadership Role:

First 100 days in a CEO role? First major Board appointment? A coach can be a critical sounding board and help you avoid early pitfalls.

��️ When Facing Strategic Complexity:

If you’re making decisions that impact the long-term future of your organisation — culture shifts, major hiring, big pivots — coaching can bring needed clarity.

�� When Feeling Isolated:

Leadership can be lonely. Coaches offer confidential, non-judgmental spaces to explore ideas, doubts, and ambitions.

How to Choose the Right Coach

Finding the right coach matters more than finding the cheapest coach.

Here’s a simple checklist to consider:

✔️ Accreditation: Look for affiliation with recognised bodies like EMCC UK, ICF UK, or AC UK.

✔️ Chemistry: Successful coaching relationships are built on trust. Always ask for a chemistry session before committing.

✔️ Evidence of Outcomes: A credible coach should be able to show anonymised client success stories.

You may be wondering if the coach should have experience in your sector. In my view sector experience is not necessary, though it depends on whether you want your coach to also act as a mentor, where lived experience may be advantageous.

Remember

Coaching is not a shortcut. It doesn’t guarantee results overnight.

But for leaders willing to invest time, energy, and honest reflection, coaching offers one of the highest returns, not just for you, but for your entire organisation. When leaders know WHY they are working with a coach, WHERE they want to get to, WHAT outcomes they expect then positive results and commitment to the process are more likely.

Question:

If you had access to a trusted, expert partner focused entirely on your growth, where could you be six months from now?

Get in touch with barbra@gleecoaching.com to talk through any questions you have on the back of this article.

Repost and share to let more people know about the potential costs and benefits of coaching.

________________________________________

Sources

• Institute of Leadership and Management (ILM), The Coaching Revolution report, 2023

• CIPD, Learning and Skills at Work Survey, 2023

• Department for Business, Energy and Industrial Strategy (BEIS), Leadership and Management Skills in SMEs: Evidence Review, 2021

• EMCC UK (European Mentoring and Coaching Council UK)

• ICF UK Chapter (International Coaching Federation UK)

• ACEVO, Leading Wellbeing: The Health and Wellbeing of Charity Leaders, 2022

Unlock Innovation - Talk to a Stranger

Thu, 17 Apr 2025 17:30:00 GMT

Why talking to strangers is good for innovative thinking

Introduction

Going down to London a couple of weeks ago I was looking forward to putting on a good podcast and ignoring everything and everyone around me. That is until a woman, Melanie, came and plonked down next to me, with her pile of papers and her phone ringing.

Once she had taken the call, she smiled at me, I smiled back and this led to a 2 and half hour conversation on all things from professional development to managing long distant relationships.

I got off the train more energised, connected and ready for the day than if I had stuck my headphones in.

We arranged to meet for a coffee back in Liverpool.

Why am I telling you this?

Because in business, we often talk about the importance of networks and collaboration—but what if some of the most transformative insights come not from your inner circle, but from a stranger on a train, a chance encounter at a conference, or a casual conversation over coffee?

The Research

A recent UK study from the University of Essex (Sandstrom et al., 2022) showed that small talk with strangers can significantly improve mood, empathy, and creativity. More importantly, these fleeting interactions often lead to the sharing of ideas that would otherwise remain siloed. In a time when innovation and agility are everything, this matters.

Another UK study by Nesta (2019) on innovation diffusion found that ideas spread faster in communities where “weak ties” are strong—those acquaintances and peripheral connections that sit just outside our usual networks. They introduce novelty and challenge groupthink, something every CEO navigating complexity should pay attention to.

The Leadership Lens

When I work with CEOs, those in peer networks always value that outside in perspective, a fresh set of eyes. When I interviewed Tom Morgan for The Unlikely Executive Podcast he highlighted the power of talking to absolute strangers. His stranger was on the side of a soccer pitch. Showing that real breakthroughs can happen when you put down your guard and just share what your thoughts and ideas are.

The 5 Voices framework reminds us that each person has a unique voice—and when we only surround ourselves with people who speak “like us,” we lose access to vital perspectives.

When leaders only stay within their trusted circle, something important is lost. You may protect consistency and control (a strength of the Guardian), but you risk missing the unexpected insight that could change everything. Often, it’s the Creative or Connector in the room who first sees the value in an offhand comment or a half-formed idea. These seemingly small conversations—ones we often don’t prioritise—are where innovation is born.”

The Call

So here’s an invitation: be deliberate about bumping into brilliance. Attend a meet-up that’s outside your industry. Talk to a stranger, say hello as a starter! This method was used by Mel Robbins to great effect when she moved home and is outlined in her brilliant book Let Them.

Most of all, create cultures where your team talks beyond their silos too. You might be surprised by where the next big idea comes from—and who it comes from.

Curious what kind of conversations might unlock new thinking for you as a leader? Let’s talk. barbra@gleecoaching.com

Setting up a business with Friends

Wed, 16 Apr 2025 23:15:00 GMT

Setting up business with a friend - a blessing or a curse?

Introduction

Starting a business with friends is thrilling. There is an overarching sense of relief that you don't have to do it alone -you can do it with your bestie! yay!

Fast forward 18 months, and the Yay! can turn into Nay!

Misaligned expectations, unspoken assumptions, and personality clashes often threaten what was once a shared vision. How can co-directors stay aligned—and stay friends?

The Research

The UK’s ScaleUp Institute (2022) found that the biggest internal challenge to scale-up growth isn’t funding or sales—it’s leadership alignment. Misalignment at the top leads to strategic drift, team confusion, and burnout.

The London Business School’s study on entrepreneurial team dynamics (Lechler & Ensley, 2021) highlights that psychological safety, clear communication, and complementary leadership styles are essential for co-founder success.

The Voice of Alignment

Most founder teams don’t fall apart because they disagree on what they want to build. It’s how they build it—how they make decisions, how they handle conflict, how they communicate under pressure.

One founder might lead with relentless vision, what I call the Pioneer perspective, while another is carefully evaluating risk (taking a Guardian perspective). One might want harmony above all else (Nurturer), and another thrives on energy and visibility (Connector). The key is not to flatten those differences, but to name and honour them.”

As a co-director of a brilliant social research agency Michael and I were super excited when we set out - we even got to take clients with us! Yay!

However our personalities and life stage were so so different that tensions started to arise.

- One of us wanted to renegotiate the agreed starting salary - one of us didn't

- One of us was a laissez faire leader, one of us wasn't

- One of us put our people first, one of us didn't

- One of us blended work with social life, the other just wanted to go home and be with their family

- One of us was single and footloose, one of us was married with responsibilities.

None of the above were unresolvable but we were unable to resolve due to lack of appreciation of each other, and pressures from around us. I wish I had sought out the support of a coach, I would have loved it if we had both had coaching before it was too late.

The Call

If you’re building something with someone you respect and care about, take the time to build how you build. A business plan is vital—but so is a relationship plan. Talk to one another about your needs and desires, and share your observations on how you think the relationship, not just the business is going.

Let’s ensure your founding team is aligned not just on the product, but on purpose, pace, and process.

If you want to run through your thoughts get in touch with me, I would love to be able to help you, and your friend, be totally awesome!

https://zcal.co/barbracarlisle/30min

Step towards your purpose

Wed, 16 Apr 2025 23:00:00 GMT

Time is ticking, you want to do something with more impact

Tom left a business where he had excelled as a leader and influencer for over a decade, where opportunities were still knocking at his door. He didn’t get head hunted, he didn’t get disillusioned, he loved his team, he was stimulated daily.

So why?

To follow a passion that he had had for many years, to invent an e scooter that meets the needs of people with mobility challenges.

What do you need within you and around you to take that step into the unknown?

To leave a stable job to follow your purpose might sound like something reserved for mavericks or those with a financial cushion. But more and more leaders in the UK are doing just that—and not because it’s easy, but because they know they have more to offer the world.

The Evidence

According to research by the CIPD (2023), over 1 in 5 UK professionals are actively considering a career change, with “lack of meaning” cited as one of the top three drivers. And among senior leaders, this pull toward purpose is even stronger, especially post-pandemic.

The British Academy’s “Future of the Corporation” programme argues that business purpose beyond profit isn’t just good ethics—it’s good strategy.

Purpose-led companies in the UK are outperforming their peers in

- employee retention,

- customer loyalty, and

- innovation (PwC, 2021).

It may not make everyone stay but it is certainly going to help people feel aligned with their employer.

The Transition Tension

When I work with clients at this kind of crossroads, the question they often wrestle with isn’t just “What am I about to do! am I crazy? Will it work?”. They tend to be of the opinion – “If I don’t do it now I will never do it”. And it is here that I will always ask them about their gut feeling on the issue. Knowing your internal voice.

Inside each of us, there’s often a quiet negotiation happening. One part of you wants to hold on to what’s known—what’s safe (we call this your Guardian voice). Another part (perhaps the Nurturer voice) is whispering about what really matters to society and the people affected. And then there’s the bolder voice, the Pioneer, ready to look well into the future and strategize how to get there. The challenge is not choosing one over the other—but recognising and aligning these internal drivers/voices so you can lead from wholeness, not restlessness.

When I coach, I help leaders map these differences early. To identify what their key drivers are, and how their personality preferences can aid / limit them from doing something different to what they have done before.

Next step

Following your purpose takes structure, not just passion. It’s about aligning your internal compass, building external scaffolding, and learning how to lead yourself before you lead others. Thinking about your next chapter? Give me a call and we can talk about your next step together. book here https://zcal.co/barbracarlisle/30min

Cognitive Diversity to win

Fri, 04 Apr 2025 00:00:00 GMT

Why Cognitive Diversity is the Leadership Advantage You’re Overlooking

The Hidden Problem in Leadership Teams

“We have an experienced team, but we keep running into the same issues. It feels like we’re stuck in a loop.”

Is this your experience? If so you are not alone.

This is basically group think – where we all just agree because it is the easiest path. Many leadership teams operate in this way, particularly in charities, non-profits, and housing associations, where leaders often rise through the ranks of the same sector. The result? A lack of cognitive diversity.

What is Cognitive Diversity, and Why Does It Matter?

Cognitive diversity refers to the differences in how people think, solve problems, and process information. Unlike demographic diversity, which focuses on visible characteristics like age, gender, or ethnicity, cognitive diversity is about how people approach challenges.

Research shows that teams with diverse thinking styles make better decisions and innovate more effectively. A 2023 study by the Chartered Management Institute (CMI) found that UK organisations with cognitively diverse leadership teams were 30% more likely to outperform their competitors (CMI, 2023). Yet, the same study highlighted that many UK charities and non-profits struggle to bring in fresh perspectives.

When everyone thinks alike, blind spots emerge. Leaders miss risks, overlook opportunities, and fail to adapt to change. But when teams include different problem-solving styles, they spot issues earlier, challenge assumptions, and generate more creative solutions.

Cognitive Diversity in Action

Think about a leadership meeting where a big decision needs to be made. You likely have:

• Visionary thinkers—Big-picture, future-focused leaders who generate ideas but may overlook risks.

• Data-driven analysts—Detail-oriented leaders who assess facts but may struggle to take decisive action.

• Relational decision-makers—People who prioritise team impact and organisational culture.

• Action-focused leaders—Those who push for decisions and implementation, sometimes too quickly.

Each of these thinking styles is valuable, but when one dominates at the expense of the others, teams become unbalanced. If only action-focused leaders drive decisions, risks get overlooked. If only relational leaders shape discussions, difficult decisions may be delayed.

In the case of one senior leadership team I worked with, their leadership team was dominated by big picture analytical thinks who were not big on detail and accountability. They were great at creating a vision, being ambitious on behalf of the organisation but less great at challenging and exploring concepts in practical next steps —they were missing those who ask, “Are we sure this is the right path and what steps are we planning to take to get there?”

Once you recognise what you are missing in a team you can start to take action. For example

1. Invite diverse voices into decision-making—Bringing in external advisors and more analytical thinkers.

2. Shift meeting dynamics —Introducing structured time for challenge before decisions were finalised.

3. Giving yourself time in the meeting to ask ‘What would a structural preference thinking say about this idea?”

The result? More strategic decision-making, fewer knee-jerk reactions, and a more adaptable leadership team.

How to Build Cognitive Diversity Into Your Leadership Team

If your leadership team feels like an echo chamber, here are three ways to bring in cognitive diversity:

1. Identify Your Team’s Thinking Strengths—and Gaps

Many leadership teams unknowingly over-rely on certain voices. Some are dominated by visionaries who struggle with execution. Others have practical problem-solvers but lack big-picture thinkers. A 2023 study by the Institute of Leadership & Management found that teams that balance strategic, relational, and execution-focused thinkers make decisions 25% faster and experience higher team engagement (ILM, 2023).

A simple step? Map out your team’s thinking styles and ask: Who do we need more of in the room?

At Glee we use 5 Voices or the Emergentics thinking tool to identify the dynamics in the room and to bring clarity in potential actions to mitigate group think.

2. Change the Way You Run Meetings

Most meetings favour the loudest and quickest thinkers. That means valuable perspectives—often from the more reflective members of the team—get lost.

One housing association I worked with changed their meetings by:

• Giving everyone time to reflect before discussions.

• Assigning someone to challenge decisions before finalising them.

• Encouraging those who think differently to speak first.

This small change led to better decisions and more balanced conversations.

3. Bring in Fresh Perspectives

If your team has been together for years, it’s easy to fall into groupthink. Actively seek outside perspectives—whether through board members, external advisors, or coaching.

A non-profit leader I worked with started bringing in junior team members for fresh input before final decisions. The result? More innovative thinking and higher engagement across the organisation.

Final Thought: The Leaders Who Value Different Thinkers

The most effective leaders don’t surround themselves with people who think like them. They build teams that challenge, refine, and strengthen ideas—because that’s where real innovation happens.

If you’re a CEO or senior leader looking to harness cognitive diversity to improve decision-making and team performance, let’s talk.

Book a meeting with Barbra from Glee Coaching today and start unlocking the full potential of your leadership team. Get in touch today barbra@gleecoaching.com

What is Psychological Safety?

Fri, 04 Apr 2025 00:00:00 GMT

Psychological Safety is a root to sustainable high performing teams

Imagine this. You’re in a leadership meeting where a crucial decision is being discussed. One of your team members has an insight that could change the direction of the conversation, but they hesitate. The moment passes, and the idea never gets shared. A missed opportunity.

If this sounds familiar, you’re not alone. Research from Gallup (2023) found that only 3 in 10 employees strongly agree that their opinions count at work . Yet, the ability to challenge, contribute, and collaborate freely is the foundation of high-performing teams.

That’s where psychological safety comes in. A concept pioneered by Amy Edmondson, psychological safety is the belief that one can speak up without fear of humiliation, rejection, or punishment. But this safety isn’t binary – it evolves through four key stages.

Each person experiences these stages differently, depending on their communication and thinking styles. Understanding this can help leaders create an environment where everyone feels safe to contribute.

The Four Stages of Psychological Safety

1. Inclusion Safety – "Do I Belong Here?"

This is the foundation of psychological safety – the need to be accepted as part of the group, regardless of differences in background, experience, or thinking style. Some people feel secure when relationships are prioritised, while others need clarity on their role in the team.

Signs of Inclusion Safety:

People feel comfortable sharing personal experiences.
Meetings feel welcoming, and all voices are acknowledged.
Silence is seen as thinking time, not fear.

Different Voices, Different Needs:

Some people in your team will need warmth and relational connection to feel safe while others will want cl arity on expectations and structure. Others will feel safe where there is an open, informal exchange of ideas and similarly some team members may feel safe when there is a shared vision and strategic purpose. Those with a c reative thinking preference may value space for deep thought and time to articulate ideas fully.

Leadership Habit: Use people’s names regularly and create structured opportunities for everyone to contribute.

2. Learner Safety – "Can I Grow Here?"

Once people feel included, the next level is about learning. Do they feel safe to ask questions, make mistakes, and try new things without fear of embarrassment? Some thrive on open-ended discussions, while others need clear expectations before stepping into learning.

Signs of Learner Safety:

People openly ask for feedback.
Mistakes are seen as opportunities for growth.
Junior team members contribute without hesitation.

Different Voices, Different Needs:

As with inclusion safety different team members will place higher value on different aspects of learner safety. For example:

some may hesitate to take risks if they feel failure might harm relationships.
some want clear learning pathways before stepping out of their comfort zone.
some learn best through interactive, social experiences.
some need challenging problems to solve, not just incremental learning.
some prefer to process information deeply before acting.

Leadership Habit: Share your own learning style and be curious as to how others prefer to learn

3. Contributor Safety – "Can I Make an Impact?"

At this stage, team members feel safe to apply their skills, express ideas, and challenge the status quo. Some prefer to refine ideas before speaking, while others think aloud and iterate in real-time.

Signs of Contributor Safety:

People proactively bring solutions, not just problems.
There’s healthy debate without defensiveness.
Meetings are energised – not dominated by a few voices.

Different Voices, Different Needs:

If we look at Contributor safety through the 5 Voices lens we can see that:

Nurturers contribute when they know their ideas will benefit people.
Guardians thrive when processes are followed and well-documented.
Connectors engage when they can see the impact on relationships and networks.
Pioneers bring their best when they can drive ambitious strategies forward.
Creatives need the freedom to explore new concepts without immediate judgment.

Leadership Habit: Respond to ideas with “Tell me more” rather than an immediate judgment.

4. Challenger Safety – "Can I Challenge Here Without Fear?"

This is the highest level of psychological safety, where people feel empowered to question assumptions, challenge leadership, and advocate for change – all without fear of retribution. Some challenge through logical reasoning, while others need time to reflect before speaking.

Signs of Challenger Safety:

People call out flaws in processes or leadership decisions constructively.
There is healthy disagreement, not just agreement for the sake of harmony.
The best idea wins – not the loudest voice.

Different Voices, Different Needs:

Diversity of personality preference in the team will mean that some people:

may challenge in a way that prioritises harmony and relationships.
will challenge when there’s a risk to stability or structure
challenge when they see an idea that could bring people together.
challenge by pushing bold, strategic moves.
challenge by offering visionary, outside-the-box thinking.

Leadership Habit: Ask “What’s the counterargument to this?” in meetings to encourage diverse viewpoints.

The Business Case for Challenger Safety

When teams operate at Challenger Safety, organisations benefit in measurable ways:

Companies with high psychological safety see a 27% increase in team performance (Google, 2022).
Innovation skyrockets – teams are 45% more likely to experiment and take smart risks (CIPD, 2023).
Employee engagement soars – teams with high safety have 76% lower burnout rates (McKinsey, 2023).

How to Check If Your Team Has Reached Challenger Safety

Ask your team these five questions:

Do you feel comfortable challenging my thinking without consequences?
Do you see mistakes as learning opportunities?
When you contribute ideas, do you feel heard?
Have you ever held back from speaking up? If so, why?
What’s one thing I could do to make you feel safer to challenge?

If the answers reveal gaps, that’s where the work begins.

Final Thought: Psychological Safety is a Leadership Choice

Psychological safety isn’t a soft skill – it’s a strategic advantage. And it starts with small, consistent actions. Leaders who nurture inclusion, learning, contribution, and challenge create teams that are not just engaged, but unstoppable.

Where does your team sit in the four stages? Let’s have a conversation about creating a culture where every voice is heard and valued.

Book a conversation with Barbra from Glee Coaching to explore how to strengthen psychological safety in your organisation and to find out how adopting a 5 Voices approach you can create sustainable challenger safety workplaces. Email barbra@gleecoaching.com

The value of Mentoring Others

Fri, 04 Apr 2025 00:00:00 GMT

The Power of Mentorship: How Investing in Others Fuels Business Success

When Chelsea was at school she didn't know what she wanted to do. Her world was limited to what she knew around her. This is the case for so many of us, influenced by our family, school careers teacher and teachers. If the general aspiration is low then that is what we take with us into our post school years.

Fortunately for Chelsea someone came to do a talk at school, and spoke about the world of media. Chelsea was interested and explored options, ending up going to college which led her to working in marketing in the IT sector. Here she discovered a love of IT but didn't quite love the isolation she felt as one of the only women in the room. This itself sparked a passion, to improve representation and experience of women in tech. She founded Innovate her and helps 100s of girls nurture their passion in IT.

It is likely that there have been pivotal moments in your journey that have been influenced by someone else’s wisdom, encouragement, or challenge. They may have been a formal or incidental mentor.

A mentor unlocks potential, fostering confidence, and inspiring action. It isn’t just valuable for the mentee; it offers significant benefits for the mentor and for businesses that embed mentoring into their culture.

In a world where organisations are striving for greater engagement, leadership development, and community impact, mentorship emerges as a powerful, practical solution.

Why Mentorship Matters

A recent report from Deloitte (2023) found that employees with mentors are 68% more likely to be promoted within five years. Mentorship accelerates learning, deepens confidence, and provides the safe space people need to develop leadership skills. But beyond personal growth, there’s a business case: companies that promote mentorship have retention rates 50% higher than those that don’t (CIPD, 2023).

For businesses, mentoring can:

Strengthen leadership pipelines.
Increase engagement and reduce turnover.
Improve problem-solving by exposing people to diverse perspectives.

The Dual Benefit: Being a Mentor and a Mentee

There’s often a misconception that mentoring is a one-way street—the experienced professional imparts wisdom to the novice. But great mentoring relationships are reciprocal.

A mentor benefits by:

✔ Sharpening leadership and coaching skills.

✔ Gaining fresh insights from a different perspective.

✔ Finding fulfilment in seeing someone else grow.

A mentee benefits by:

✔ Receiving encouragement, challenge, and clarity.

✔ Developing strategic thinking and leadership confidence.

✔ Building connections that open doors to new opportunities.

How Different People Approach Mentorship

People experience and approach mentorship in different ways. Some thrive in structured, goal-oriented mentoring relationships, while others prefer organic, story-driven guidance. Recognising these differences helps make mentoring more impactful.

�� The Practical Thinker values structured mentoring with clear objectives and measurable outcomes.

�� The Relational Connector thrives in informal, story-based mentoring where trust is built over time.

�� The Big-Picture Visionary appreciates mentoring that challenges conventional thinking and encourages bold ideas.

�� The Detail-Oriented Strategist benefits from deep, one-to-one coaching that refines decision-making.

�� The Empathetic Listener is drawn to mentoring that builds confidence and nurtures strengths.

Understanding these different styles means that businesses can design mentorship programs that truly resonate with all employees.

The Untapped Potential of Business Mentoring Programs

Many companies already offer volunteer days—what if more of these were used for mentoring?

Community-based mentoring has tangible benefits. Studies by the National Mentoring Partnership UK (2022) found that 93% of mentees who receive professional mentoring feel more prepared for their careers . When businesses encourage employees to mentor beyond their organisation—whether it’s helping young professionals, supporting social enterprises, or advising charities—they create lasting impact while also developing their people.

For Employees: Mentoring outside their own organisation builds confidence, perspective, and new leadership skills.
For Businesses: It strengthens employer branding, fosters a culture of giving back, and develops more well-rounded leaders.
For Society: It ensures valuable knowledge is shared and that emerging leaders, particularly in charities and non-profits, receive the guidance they need.

How to Get Started

Mentorship doesn’t have to be a formal, long-term commitment to be impactful. Here are three simple ways to integrate mentorship into your leadership approach:

Start Small : Identify one person you could mentor or seek out someone who could challenge and guide you.
Embed It in Your Culture: Encourage a mindset where “everyone has something to teach and something to learn.”
Use Volunteer Days for Mentoring: Support employees in mentoring emerging leaders outside the organisation.

Final Thought: Mentorship is a Leadership Responsibility

Mentorship isn’t just a ‘nice to have’—it’s a strategic, high-impact investment in people. Whether you’re guiding someone within your business or using your volunteer day to mentor an aspiring leader in a non-profit, you’re shaping the future of leadership.

What’s one mentoring relationship that’s shaped your leadership?

Book a conversation with Barbra from Glee Coaching to explore how mentorship can be embedded into your organisation’s culture. Email barbra@gleecoaching.com

Managing Stress as a Leader

Sun, 16 Mar 2025 12:14:11 GMT

Prolonged stress is a disaster for Leaders and their teams

As a leader I am sure you will agree that leadership is a rewarding journey on the whole. However, it’s often a journey that is travelled under significant pressure. The weight of responsibility, decision-making, and managing people can lead to stress that doesn't just impact you but ripples out to your team, organisation, and your family life.

Recognising, understanding, and managing this stress is crucial for sustaining effective leadership and fostering healthy workplace cultures.

The Dynamics of Stress in Leadership

Stress manifests differently for every leader. For some, it may show up as physical symptoms like fatigue, headaches, or difficulty sleeping. For others, it's emotional or behavioural—irritability, indecisiveness, or withdrawal. Prolonged stress can lead to burnout, reduced productivity, and poor decision-making (Harvard Business Review, 2022).

Stress isn’t always about workload.

It can stem from unclear expectations, navigating complex team dynamics, or facing the weight of constant change. The challenge is that leaders often feel they must carry this weight silently, believing vulnerability undermines authority. Yet, the reality is that unaddressed stress can lead to miscommunication, disengagement, and a culture where pressure becomes the norm rather than the exception.

The Ripple Effect of Leadership Stress

Individual Impact: Chronic stress can erode a leader’s health, relationships, and overall wellbeing. It can lead to poor mental health outcomes and diminish one’s sense of purpose and satisfaction in work.

Family Impact: The stress a leader experiences doesn't stay at the office. It can strain relationships at home, reduce emotional availability, and contribute to feelings of guilt and isolation.
Team Impact: Leaders set the tone for their teams. Stress can result in less empathetic leadership, strained communication, and a lack of psychological safety. This may discourage innovation and increase turnover.
Organisational Impact: Persistent stress in leadership can contribute to a toxic culture, poor performance, and higher absenteeism rates. It affects organisational resilience and long-term sustainability (CIPD, 2025).

Recognising Stress

Managing stress starts with awareness. Leaders need to recognise not just when they are under pressure but how it manifests. Reflection is key, as is understanding the unique triggers and patterns that heighten stress levels.

Here, subtle insights from personality frameworks like the 5 Voices can offer valuable guidance. Each leadership style may respond to stress differently. For instance:

• Leaders who prioritise harmony may feel overwhelmed when facing unresolved conflict.

• Leaders who value precision and excellence might experience stress when faced with ambiguity or rushed decisions.

• Vision-oriented leaders could feel trapped if they're bogged down in details.

• Process-driven individuals might struggle when systems break down or when rapid change disrupts routines.

• Empathetic, people-focused leaders may carry the emotional weight of their team's wellbeing.

Understanding these tendencies can help leaders pinpoint when stress is rising and why. It also highlights that there's no one-size-fits-all solution. Managing stress is about recognising what matters most to you and ensuring those needs are met sustainably.

Strategies for Managing Stress

Pause and Reflect: Take time to identify stress triggers and patterns. Journaling or quiet reflection can help in recognising emotional signals early.
Connect with Peers: Leadership can be lonely. Building networks where honest conversations are welcomed can provide perspective and reduce isolation.
Embrace Healthy Boundaries: Knowing when to switch off is vital. Leaders who model balance encourage the same for their teams.
Reframe Pressure: Sometimes, changing the narrative around challenges can reduce their emotional weight. This doesn't ignore reality but reshapes how it's perceived.
Coaching Support: Engaging with a coach offers a safe space to explore challenges, build resilience, and develop strategies for maintaining balance. Coaching can provide insights into stress responses and practical ways to manage them without compromising leadership effectiveness.

To summarise

Stress is an inevitable part of leadership, but it doesn't have to define it.

By recognising how stress manifests, understanding personal triggers, and implementing practical strategies, leaders can sustain their wellbeing and lead with clarity and purpose. To help understand what your triggers are why not take our free 5 Voices assessment here

Investing in personal development and seeking coaching support is not a sign of weakness but a commitment to sustainable leadership. It ensures that the leader, their team, and the wider organisation thrive—not in spite of challenges but through navigating them with resilience and authenticity.

Book a call with me here to talk through what you are experiencing and what you would like to achieve.

Harvard Business Review. (2022). Managing Stress as a Leader.

CIPD. (2025). https://www.cipd.org/uk/knowledge/factsheets/stress-factsheet/

Giant Worldwide. (n.d.). The 5 Voices Framework.

Progress one step at a time

Sun, 16 Mar 2025 12:09:15 GMT

Tenacity is a key characteristic of successful leaders

In leadership it’s easy to believe that success comes from having a plan and going for it perhaps with big, bold moves. But the reality? Curve balls. Progress is almost always built step by step. And that’s not just okay—it’s powerful.

Let’s be tenacious!

Leader’s who succeed are tenacious, they show determination and persistence in pursuing goals despite challenges and setbacks.

Tenacity encompasses:

- Resilience : Bouncing back from failures and continuing to push forward.

- Commitment : Staying dedicated to the vision and objectives, even when progress is slow.

- Problem-Solving: Continuously seeking solutions and not giving up when faced with obstacles.

- Inspiration : Motivating and encouraging the team to stay focused and driven, no matter the difficulties.

Tenacious leaders are often seen as role models who inspire others to persevere and achieve success. Tenacious leaders take one step at a time.

The Small Step Advantage

Why do small steps matter so much? Because they build momentum. Every small, intentional action creates a sense of progress, which fuels motivation and confidence over time. Recognizing small wins can significantly boost motivation and performance (HBR, 2011).

Regardless of your leadership style, borne from your personality preferences, small steps help achieve goals.

For leaders who value stability, small and steady progress provides a reliable foundation for sustainable growth. For those who dream big, small steps turn ambitious visions into achievable milestones. And for leaders focused on relationships, each small moment of connection strengthens trust and fosters deeper engagement.

Meanwhile, those who thrive on supporting others can find meaning in everyday actions that nurture growth, while leaders driving towards bold goals benefit from breaking ambitions into clear, actionable steps that maintain momentum (McKinsey, 2022).

How to Lead with Tenacity, One Step at a Time

1. Define What Progress Looks Like: Start by getting clear on what small progress means for you and your team. It might be setting weekly goals, holding reflective check-ins, or focusing on one key priority each day.

2. Celebrate Consistent Wins: Don’t underestimate the power of acknowledging small achievements. Recognition of progress—no matter how small—builds momentum and motivation within teams.

3. Embrace Uncertainty: You won’t always know the next step, and that’s okay. Tenacity means trusting the process, learning as you go, and leaning into uncertainty with curiosity, not fear.

4. Seek Support: No leader thrives in isolation. Connect with peers, mentors, or a coach to reflect on your progress and challenges. Feedback and perspective can be the catalyst for confident next steps.

5. Reflect and Refine Take time each week to reflect. What’s working? What needs adjusting? Reflection isn’t a luxury; it’s a leadership necessity for long-term resilience.

The Real Secret to Sustainable Leadership

Success isn’t about speed or perfection. It’s about showing up, step by step, and staying committed to the journey. The leaders who thrive are those who understand that persistence isn’t about relentless hustle—it’s about consistent, thoughtful progress.

So, if you’re feeling overwhelmed or uncertain, remember this: small steps lead to big change. And that’s more than enough.

Go to The Unlikely Executive Podcast Episode 5 where I explore the power of tenacity in leadership with CEO and Founder of StrokeInformation Nick Clarke. If you’re looking to build resilience and lead with clarity, this episode is for you.

Take a step now

Come and join me on 5 Voices for Teams programme where we cover tenacity, resilience, leadership and team performance. You get a chance to celebrate your approach to tenacity while understanding other perspectives, leading to enhanced performance for everyone.

I support leaders in non-profit organisations and those passionate about Leadership for Good. My mission is to help leaders recognise their brilliance—and that of their teams—so growth is sustained and accelerated.

Trusting Friends to enable Leadership

Sun, 16 Mar 2025 12:03:19 GMT

How friends can help us unlock our leadership potential

Taking on a senior leadership role, whether Project Director or Chair of the Board, is a significant milestone. When you think about why you took your last role do you recall seeking advice from others on whether the role was right for you?

Nick, in the throws of trying to recover from a stroke, was encouraged by a fried to write a blog. The friend had created a blog page in anticipation of Nick’s answer. Nick had been thinking about writing a book, but recovery was slow, so he accepted his friend’s challenge to start writing a blog. The blog gained momentum, ultimately resulting in a charity for stroke survivors being set up by Nick. Well timed actionable encouragement indeed!

We are often influenced by the advice and encouragement of colleagues and friends, even if in reality they know very little about what your

day job is!

While this support can be invaluable, it's essential to navigate the pros and cons of acting on others' advice and maintain control over your choices.

Pros and Cons of Acting on Others' Advice

Pros :

• Diverse Perspectives: Friends and colleagues can offer different viewpoints, helping you see challenges and opportunities from various angles.

• Emotional Support: Trusted friends provide encouragement and reassurance, boosting your confidence in making decisions.

• Experience Sharing: Colleagues who have faced similar situations can share valuable insights and lessons learned.

Cons :

• Over-Reliance: Relying too heavily on others' advice can lead to a lack of personal accountability and decision-making autonomy.

• Conflicting Opinions: Diverse perspectives can sometimes lead to conflicting advice, making it challenging to determine the best course of action.

• Pressure to Conform: Feeling obligated to follow friends' advice can result in decisions that don't align with your values or vision.

Staying in Control of Your Choices

To maintain control over your choices while benefiting from others' advice, consider the following strategies:

• Reflect on Advice: Take time to reflect on the advice you receive and how it aligns with your goals and values.

• Seek Multiple Opinions: Gather insights from various sources to ensure a well-rounded perspective.

• Trust Your Instincts: Ultimately, trust your instincts and make decisions that feel right for you.

• Set Boundaries : Establish clear boundaries to ensure that you remain the primary decision-maker in your leadership journey.

• Work with a Leadership Coach who can challenge you in a non-judgemental way to help unlock your own thinking about a situation or an opportunity

Take a step now

If you want to find out more about Nick’s journey please visit The Unlikely Executive Podcast Episode #5 where I explore how Nick Clarke CEO of StrokeInformation stepped into his role.

If you are curious to know how other people’s actions and intentions influence your decisions come and join me on the 5 Voices for Teams programme where we cover personality preferences, communication, getting your message across and what it is like to be on the other side of you.

New Leaders Listen Up

Wed, 05 Mar 2025 09:48:28 GMT

New to Leadership - Here is what no one tells you... until now

You stepped into a new role—congratulations!

But if you’re anything like most new leaders, at some point, you’ve probably had that sinking feeling…

“Am I ready for this?”

“What if I mess up?”

“What have I done—get me out of here!”

You’re not alone.

The reality is, stepping into leadership can feel like being thrown in at the deep end—expected to make big decisions, manage complex dynamics, and lead with confidence, all while trying to prove yourself.

But here’s the truth: You don’t have to have everything figured out on day one.

The Hidden Challenges of Being a New Leader

Every great leader has been exactly where you are. And while people might not talk about it openly, the first months in a leadership role are often a mix of excitement, uncertainty, and self-doubt.

The weight of decision-making feels heavier than expected. It’s one thing to have ideas—it’s another to make the final call.

You suddenly feel like you should have all the answers. But the reality? The best leaders ask great questions, not just give great answers.

You worry about being “found out.” Imposter syndrome is real—research from KPMG found that 75% of executives have experienced it at some point in their careers.

You’re managing people who might know more than you. And that can be intimidating, especially if you’re leading former peers or experienced team members.

For different leadership personalities, the struggles show up in different ways:

• The Guardian in us worries about making the wrong call and disrupting stability.

• The Creative in us has big ideas but struggles with the reality of execution.

• The Connector in us focuses on relationships but might hesitate to set boundaries.

• The Nurturer in us wants to support everyone but may avoid difficult conversations.

• The Pioneer in us pushes forward but risks leaving the team behind.

What the Research Says: Leadership Takes Time

Confidence isn’t instant —it’s built over time. A study from Harvard Business Review found that leaders who focus on small wins each week build confidence and resilience faster than those who expect immediate success.

Most new leaders struggle with imposter syndrome. A survey by the International Coaching Federation found that over 70% of new managers experience self-doubt in their first year.

Clarity comes with experience. Research from McKinsey shows that leaders who actively seek feedback and coaching in their first 6–12 months adapt faster and make better long-term decisions.

So, How Do You Lead with Confidence (Even When You Feel Unsure)?

1. Accept That You Don’t Have to Know Everything

Your job isn’t to have all the answers—it’s to ask the right questions, listen well, and make thoughtful decisions.

Try this: Instead of pressuring yourself to “know it all,” start each day by asking:

What’s one thing I can learn today?
Who can I ask for insight or advice?

2. Build Relationships, Not Just Authority

Your influence as a leader comes not from your title but from trust. Spend time getting to know your team, their challenges, and what they need to thrive.

Try this: Set up 1:1 check-ins with key team members—not just to talk work, but to understand their motivations and perspectives.

A Gallup study found that leaders who build strong relationships with their teams see 50% higher engagement and performance.

3. Set Boundaries Early

New leaders often fall into the trap of trying to do everything—which leads to burnout. Boundaries are key to sustainable leadership.

Try this:

Be clear about working hours (for yourself and your team).
Prioritise ruthlessly—not every issue is your issue.
Practice saying no with confidence.

Research from Stanford found that leaders who set clear boundaries experience 35% lower stress and make better long-term decisions.

4. Seek Out Feedback—But Don’t Take It Personally

Feedback isn’t a sign you’re failing—it’s a tool for growth. Great leaders actively seek it, but they don’t let criticism shake their confidence.

Try this: Ask your team, “What’s one thing I could do better as your leader?” and listen with curiosity, not defensiveness.

A study in the Journal of Applied Psychology found that leaders who regularly ask for feedback improve their effectiveness by 22% within the first year.

5. Play the Long Game—Leadership Is a Marathon, Not a Sprint

You don’t need to have it all figured out today. Focus on consistent, small improvements rather than overnight success.

Try this: End each week with a reflection: What’s one thing I learned? What’s one thing I want to improve next week?

Research from MIT Sloan found that leaders who engage in weekly reflection are 25% more effective in decision-making and team leadership.

Final Thought: You’ve Got This

It’s okay to feel unsure. Every leader starts somewhere. What matters isn’t perfection—it’s your willingness to learn, adapt, and lead with intention.

So, if you’re in the early stages of leadership, or supporting someone who is, remember:

✔️ You don’t have to be perfect to be effective.

✔️ Your team values authenticity more than authority.

✔️ The best leaders grow into their roles—one step at a time.

What’s one thing you’ll focus on this week to step into leadership with confidence?

Boundaries for better leadership

Wed, 05 Mar 2025 09:42:34 GMT

Lead with impact: Why boundary setting makes you a better leader (and person!)

Your mission is too important to let busyness steal your impact. The world needs leaders who don’t just run organisations but truly lead them—boldly, wisely, and with purpose.

So, here’s the question: Are you leading with clarity, or are you just surviving the chaos?

The Silent Crisis: Leaders Running on Empty

If we don’t set clear professional boundaries, we risk losing ourselves in the process. The constant demands of leadership—meetings, emails, fundraising, team issues—can make it feel like there’s never a right time to step back.

The problem? Without boundaries, burnout is inevitable. Think about your leadership style, and read the following to see if the descriptions resonate..

• The Guardian in you wants to ensure everything is done properly—but without boundaries, work never stops.

• The Creative side thrives on vision and innovation—but exhaustion drains inspiration.

• The Connector loves to support others—but when do you get the support you need?

• The Nurturer puts people first—but neglecting your own wellbeing isn’t serving them either.

• The Pioneer drives forward relentlessly—but pushing too hard can mean losing sight of the long game.

The Evidence: Why Boundaries Matter for Leaders

The research is clear:

✅ Burnout is a leadership risk: A Harvard Business Review study found that nearly 70% of nonprofit leaders experience burnout—leading to poor decision-making, high turnover, and reduced organisational effectiveness.

✅ Rested leaders make better decisions: Neuroscience research from the University of California shows that mental fatigue reduces strategic thinking ability by up to 40%. When you’re drained, you’re reactive, not intentional.

✅ Healthy boundaries improve team culture: Leaders who model work-life balance create healthier teams. A McKinsey study found that organisations with strong leadership boundaries have 23% higher employee engagement.

✅ Nonprofit leaders struggle to switch off: Research from the Chronicle of Philanthropy found that 62% of nonprofit CEOs work late evenings and weekends—even though studies show overwork decreases productivity after 50 hours per week.

So, How Do You Set Boundaries Without Guilt?

The idea of boundaries can feel uncomfortable—especially in a sector where giving, supporting, and showing up is central to the mission. But boundaries aren’t about saying no to your work; they’re about saying yes to leading well.

1. Define What’s Non-Negotiable for You

If you don’t set the boundaries, the demands of leadership will set them for you. Get clear on:

• Your working hours (and stick to them!)

• When you’ll check emails (instead of being available 24/7)

• What leadership priorities you’ll protect (vs. constant reactive work)

�� Practical step: Block time in your calendar for deep work, strategic thinking, and rest—just like you would for an important meeting.

A study in the Journal of Occupational Health found that leaders who set clear availability hours had lower stress levels and higher long-term productivity.

2. Communicate Your Boundaries with Confidence

Your team and stakeholders won’t respect your boundaries if they don’t know what they are. Be upfront and frame boundaries as a way to be a better leader—not a lack of commitment.

Try saying:

“For me to bring my best thinking to this organisation, I’m protecting time for strategic work on Fridays.”

“I don’t check emails after 7 PM, but I’ll respond first thing in the morning.”

“I want to be fully present in meetings, so I won’t take calls during leadership sessions.”

A Stanford study found that leaders who communicate clear boundaries gain more respect, not less—and create healthier workplace cultures.

3. Lead by Example—Give Permission for Others to Set Boundaries

If you set boundaries but expect your team to be ‘always on,’ they won’t follow your lead. Create a culture where rest is valued as much as productivity.

• Encourage team members to step away from emails in the evening.

• Model taking breaks and leaving work on time.

• Recognise that sustainable leadership is about pace, not just intensity.

A Deloitte study found that organisations with leaders who openly prioritise wellbeing see a 25% improvement in overall team performance.

4. Reframe Rest as a Leadership Responsibility

You can’t lead well if you’re exhausted. Taking time to recharge isn’t selfish—it’s strategic. The best leaders protect their energy because they know:

�� Overworking = Diminished creativity

�� Always being available = Reactive leadership

�� No time for thinking = No time for growth

What’s one small shift you can make this week to protect your time and energy?

Final Thought: Boundaries Make You a Better Leader

The world needs you at your best—not burnt out, overwhelmed, and running on fumes. The stronger your boundaries, the stronger your leadership.

So this week, challenge yourself:

�� What’s one boundary you need to reinforce?

�� What’s one thing you’ll stop doing to create more space for what matters?

Because leading with impact isn’t about doing more—it’s about leading wisely.

Crisis Management or Calm Control

Wed, 05 Mar 2025 09:36:10 GMT

Lead with impact: Are you focused on what really matters?

You know you are in the right place, and that you want to make a different, not just to the bottom line, but to the people you work with and the communities you serve.

But let’s pause for a moment.

Are you leading with impact, or are you bogged down in the day-to-day?

The guardian in you might be keeping the organisation steady, ensuring governance, compliance, and financial sustainability. Meanwhile your creative side sees a future full of possibilities, new initiatives, and big, bold change and your connector instinct wants to build partnerships and rally support. Another part of you, the Nurturer within you wants to ensure your people feel supported and valued. And then there’s the Pioneer—the strategist, driving forward with vision and courage.

But here’s the challenge: when everything feels urgent, it’s easy to lose sight of what’s most important.

The Risk of Getting Stuck in the Weeds

Meetings. Emails. Stakeholder demands. The never-ending to-do list. It all feels necessary—because it is—but is it truly moving the needle?

Research backs this up: A study by the Bridgespan Group found that non-profit CEOs spend up to 60% of their time on internal operations—meetings, problem-solving, and crisis management—leaving little time for strategy, innovation, and external engagement. Yet, high-impact leaders intentionally shift 25–30% of their time toward long-term priorities, such as fundraising, strategic partnerships, and leadership development.

For many leaders, the reality is this:

The guardian in us gets caught ensuring policies and processes are perfect but struggle to carve out time for forward-thinking strategy. (A Harvard Business Review study found that leaders who focus too much on risk aversion often miss innovation opportunities that drive real progress.)

The creative in us has a hundred visionary ideas but then we find ourselves bogged down in operational constraints.

Those of us with a strong connector tendency spend time nurturing relationships but may neglect structured long-term planning. (Data from Stanford Social Innovation Review suggests that nonprofit partnerships are most successful when backed by clear, measurable objectives.)

Our nurturer tendencies sees us pouring energy into people and culture but hesitating to make hard, strategic decisions. (A survey by Nonprofit Quarterly found that 43% of nonprofit leaders struggle to address underperformance in their teams due to a strong people-first mindset.)

And on top of all this the pioneer tendency within us may push for progress but forget to bring the team along in a way that ensures sustainable impact.

Step Back. Get Clear. Lead with Purpose.

So, how do you step out of the whirlwind of daily demands and refocus on what truly matters?

1. Make Reflection Non-Negotiable

You can’t lead effectively if you don’t give yourself time to think. Schedule it. Protect it. Prioritise it.

Ideas….

• Start each month with a 90-minute clarity session. Review what’s working, what’s not, and what needs to change.

• Use weekly “thinking time.” Even 30 minutes to zoom out can reset your priorities.

• Ask yourself: Am I leading the organisation forward, or just keeping it running?

A study by Bain & Company found that the most effective leaders schedule at least 10% of their time for strategic reflection—leading to better decision-making and higher performance.

2. Define Your “Big Three” Priorities

Not everything on your to-do list is equally important. Identify the three most critical priorities that will create the biggest impact over the next year.

Useful questions to ask yourself:

• What will make the greatest difference to my mission?

• What will set the organisation up for long-term success?

• What’s something only I can lead or influence?

Then, structure your time accordingly. If your calendar doesn’t reflect these priorities, something needs to change.

Research from McKinsey shows that leaders who focus on 3–5 strategic priorities (rather than juggling everything) deliver stronger, more sustainable results.

3. Audit Your Time—Relentlessly

Look at your schedule for the last two weeks. How much time was spent on:

✅ Strategic thinking?

✅ High-value relationships?

✅ Developing leaders in your team?

❌ Unnecessary meetings?

❌ Firefighting problems that others could handle?

If most of your time is spent on reacting rather than leading, it’s time to delegate and reset your focus.

The Chronicle of Philanthropy found that non-profit CEOs who proactively manage their schedules for strategic work see a 40% increase in organisational effectiveness.

4. Empower Your Team—Let Go to Lead More

Your role is not to do everything. It’s to create the conditions where others can step up.

• Delegate with trust. If you’re still signing off on minor decisions, ask yourself why.

• Develop leaders, not just employees. Give your senior team more ownership.

• Ensure clear decision-making frameworks. Everyone should know what they’re responsible for.

A Deloitte study found that organisations with high delegation and trust see 33% higher performance and retention rates in senior teams.

5. Lead with Your Strengths—But beware of how you show up influences and affects others

Every leader has a dominant leadership voice, but great leadership happens when all perspectives are considered.

If you’re are an ideas and big picture thinker ensure there’s someone balancing big ideas with practical execution.

If you’re a not big on risk taking or you worry about what people think, don’t let risk management or team bonding hold back necessary bold decisions.

If you’re someone who values connections, make sure relationships don’t overshadow clear, measurable impact.

Diverse leadership voices lead to better decision-making and more resilient organisations.

And finally remember that teams with a balance of strategic thinkers, relational leaders, and operational experts achieve higher long-term success rates. You don’t and you shouldn’t be doing everything. Focus on your priorities and let others flourish alongside you.

To Coach or not to Coach

Fri, 12 Apr 2024 16:56:55 GMT

Coaching vs Classroom learning - the pros and cons

People often ask me what learning and development approach is best for them, or their teams. When should you use coaching and when is it better to use a classroom approach to learning and growing?

Below I set out my thoughts on the benefits of both coaching and classroom learning and when one might nudge the other off the winners podium. As always I would love to hear your thoughts.

Coaching:

Personalized Approach: Coaching is highly personalized. It focuses on an individual leader’s specific needs, challenges, and growth areas.

One-on-One Interaction: Coaches work closely with leaders, providing tailored guidance, feedback, and support in a safe and confidential environment.

Behavioural Change: Coaching aims to enhance self-awareness, improve skills, and drive behavioural change.

Adaptive Learning: Coaches adapt their approach based on the leader’s unique context and goals. There is not one set process for achieving results.

Long-Term Impact: Coaching can lead to sustained improvements in leadership effectiveness where the coachee embraces the learning and applies actions.

Traditional Leadership Training:

Structured Programs: Leadership training often follows a structured curriculum or program so everyone is taken through the same topics and have the opportunity to develop skills together.

Group Setting: Training sessions involve groups of participants, allowing for shared learning experiences.

Skill Development: Training focuses on specific skills (e.g., communication, decision-making) and theoretical knowledge.

Scaleable: Training can efficiently cover essential topics and provide a common foundation.

Short-Term Impact: While training can impart knowledge, its impact may diminish without ongoing reinforcement, applying the learning and accountability.

Which learning intervention is the best?

Which learning intervention you choose will be determined by:

What the end goal of the learning intervention is
What the skills gaps are within the team and the type of skills gap – e.g. soft skills, technical skills etc
The time available to dedicate to learning
The number of learners you have

Coaching tends to be more effective when:

The organisation is going through transformation with lots of change at the top
Leaders are new to the organisation or recently promoted within the organisation
Leaders need personalized development.
Behavioural change is the goal.
Context-specific challenges require targeted solutions.
Long-term growth is desired.

Traditional leadership develop training is effective when:

A common skill set is needed across a group.
Time constraints exist.
Foundational knowledge is essential.
Immediate results are necessary.
Large numbers of people need to be trained quickly

In summary, both coaching and traditional training have their place. Combining them strategically can yield powerful results. Effective leadership development often involves a blend of personalized coaching, structured training, and continuous learning.

We offer coaching and upskilling applied leadership development courses for 1 to many people to help your organisation thrive.

We thrive in meeting your people challenges and offering solutions that fit your need.

To find out about our support packages please get in touch.

What challenges are you facing today? Give me a call and we can talk things through. contact me at barbra@gleecoaching.com www.gleecoaching.com

Transform Your Professional Development Reviews: From Disappointment to Celebration

Wed, 03 Apr 2024 15:13:14 GMT

Sadly, for many, professional development reviews fail to meet expectations.

Review meetings are a great way to get to know your team members ambitions, the views on how work is going for them and to celebrate the great things that they are doing day in day out. It is the place where frank and open conversations can be had on your expectations of your employee and vice versa.

Too many times I hear the dismissive tones of employees when they talk about their Personal Development Review.

There is an undercurrent of it being formulaic and not really about celebrating the great things they have done, but more a tool to be tasked with more… tasks.

Employees I have spoken to say they resigned to the fact that their manager will move the meeting time, cancel at the last minute and cut the meeting short. And even worse that their manager won’t schedule any review meetings from one year to the next.

A review meeting is process that enables you as a leader to have meaningful conversations with your people on a one to one level. That supports reflective practice as well as goal setting. That nurtures ambition and keeps people motivated and productive.

Most people-focused organisations will have a Personal Development system, the question is :

how is its purpose communicated to employees?
what time do you dedicate to preparing for the session?
what time do you dedicate to hold the session?
how much effort do you and your employee put into getting the right goals for them and the business?
how balanced is the session in terms of time you talk versus the time your employee talks?
are you comfortable to have a balance conversation around poor performance?

Too many times I see great processes but poor execution.

I always had a raft of personal goals that I wanted to achieve in a year and some managers embraced my development, kept me accountable, connected me with others in the business who could support my growth and celebrated with me when I achieved the goals. Others were more interested in their own personal goals, and not mine. You have guessed it, I gave more to the former, in terms of energy, enthusiasm, productivity and innovation.

Too many times I hear of PDP / PDR meetings being cancelled at short notice. This is a big NO!

As a leader you need to demonstrate prioritisation of the personal development of your team, and cancelling meetings simply doesn’t align with a people-focused leader.

If you want to lead with impact and purpose make the time and energy required to sit with your employees and

listen to how well they think they have done, celebrate with them
explore their business and personal development goals, and clarify their ambitions to help them bring them to life and believe in them
challenge them if they don’t come with a personal growth idea, they may think they don’t have permission to be ambitious for themselves
be proactive – set the meetings up and stick to them!

and finally, check in with them through the year and raise their personal goals with them at the meeting to ensure they know that you are interested in their personal development, not just in task deliverables.

How to be an effective networker and advance your career

Fri, 04 Aug 2023 14:09:21 GMT

How many times have you handed out your business card at a networking event but not followed up any connections with an email?

Alternatively, have you engaged with someone during an online forum but not linked up on social

media to further cement the relationship?

What about attending a national association meeting but omitting to contact the person you met

who is a member of your local industry branch?

Well don’t worry you are not alone. Very few of us follow up business connections made when

networking which begs the question, why do people join organisations or attend the events in the

first place?

What is networking?

Networking is defined as “individuals attempts to develop and maintain relationships with others

who have the potential to assist them in their work or career. To consciously engage in this type of

interaction is unnatural for most, which is why many of us feel awkward about it.

However, avoiding networking is not the answer if you want to get ahead in the workplace.

According to research, networking is invaluable to career growth. Some estimates suggest that up to

85% of all jobs are filled via networking.

Although all the evidence proves that networking is good for your career, it’s a skill that doesn’t

come naturally to most people. In fact, starting a conversation with a stranger at a conference or

asking a question during an online event incites outright dread for many! And surprisingly, HR

professionals can be some of the worst offenders.

According to Barbra Carlisle, a leadership coach with extensive business experience, many people

professionals are so busy helping others to get ahead in the workplace they often neglect their own

careers.

Whether this is due to low confidence or a lack of engagement in their own development, Barbra

believes that HR practitioners are not grabbing the many opportunities for networking that exist,

particularly when organisations are going through a transition.

A skill anyone can learn

If the age-old adage: ‘it’s not what you know but who you know’ has never been more accurate, how

can we foster those genuine connections which will be invaluable to our HR or L&D career?

The good news is that networking is a skill that anyone can learn. You don’t need to be a smooth

operator or an extrovert to be successful, you just need to use the right strategies .

Barbra recommends dividing networking into internal and external opportunities. Internal

networking, she explains, has become more difficult since the pandemic as increasing numbers of

professionals work remotely, but there are still ways to develop those important networks.

“In many progressive businesses, there is not a clear route for advancement. Much depends on

being in the right place at the right time. I always encourage people professionals to speak up and

not to be afraid of talking about their ambitions or what they are looking for in a future role,”

Promote your capabilities

“Think outside of HR and challenge yourself to make a new connection or look out for internal

mentoring programmes. Don’t be afraid to get in touch with the chief finance officer or whoever

inspires you in your organisation and make that connection.

“Be proud of what you are good at and promote your capabilities. Take on a stretch role for a few

months. It might mean that you work slightly longer hours, but it will be great for your CV,” Barbra

adds.

While creating professional relationships internally might be more challenging now compared to

pre-2019, there is a plethora of external networking opportunities.

“There are so many events from formal sit downs to informal freebies at local or national level,

virtual or face-to-face meetings, evening or morning get togethers, open to all or gender specific,”

Barbra says.

“I would advise people professionals to start with the CIPD which offers events at local and national

level. Join your local branch and simply get involved. Coming up, the CIPD has a national Festival of

Work conference for two days in June. It’s free to go and you can network at workshops or with

exhibitors,” she adds.

5 key ways to be an effective networker

Whether we like it or not, networking is important which means we need to know how to do it well.

There are lots of different angles to consider, so to help you on your way, we have put together a

five- step plan to building and maintaining professional relationships.

Step 1: Have a plan

At the beginning of any new learning journey, it’s always important to have a plan on who, what,

where, why, when and how. Start by asking yourself:

 What are your career dreams and how can they be achieved?

 What are your expectations of networking?

 Do you want your networking efforts to lead to a different role, a promotion or even a new

career?

 Do you want to expand your knowledge by linking with industry experts?

 Do you want a mix of both?

Use this list before signing-up for any online or face-to-face networking opportunity so you know

exactly why you are going and what you want to get out of each event.

Step 2: Be kind to yourself

We know that many of us don’t enjoy networking so try and choose an occasion where you will feel

comfortable for your first event.

 Start with a small group of like-minded professionals from the same sector, a lunchtime

workshop, for example.

 Do your homework and try to get a list of attendees before going to an event so you can

research the people you would most like to meet.

 Challenge yourself and know why you are going but don’t attend thinking you have to talk to

everyone. Experts suggest that three productive conversations in a two-hour networking

period is a good result.

 Think about what you’ll say and listen to the responses.

 Know how to end a conversation by exchanging business cards to signal the discussion is

coming to a close and add that you are looking forward to keeping in touch.

Step 3: Add value to your contacts

Remember successful networking is a two-way street so you need to add value to the relationship…

 Share materials that you have found useful with others and try to stimulate a debate.

 Offer to collaborate where there is a common interest. Could you run a lunchtime learning

session with others from your local CIPD branch, for example?

 Celebrate your success and the achievements of others. If you have led a great workshop,

post about it on LinkedIn. Congratulate your contacts when they promote their good news.

 Share and like announcements that your contacts post when it is of interest to your

audiences.

 Lay the groundwork for developing continued professional relationships by meeting for a

coffee or lunch to prove that you are serious about staying in touch.

 If asked, put in a good word about one of your connections to other professionals. They will

hopefully do this for you and who knows where this could lead.\

Step 4: Always follow up if you want to maintain good relationships

Whatever you do, wherever you go and however you meet your professional contacts, one of the

key recommendations to successful networking is to follow up and be authentic.

 Don’t procrastinate but be proactive and follow up your contacts as soon as possible with an

email.

 Be organised - keep a brief note of your networking conversations so you can refer to them

when you are making contact.

 Connect with the people you meet on LinkedIn and Twitter. Check out their profiles, tweets

and websites for useful background information about their work and views.

 Look out for any new posts from your contacts that you can share with your network.

 Make it easy for new connections to follow you. Pop your contact details in a chat box when

attending an online event and say you would like to connect with others.

Step 5: Be creative and curious

Be curious about those you meet. The good news is most people love to talk about themselves so if

you ask your new connections lots of questions, they will enjoy the interaction.

If you know who you want to meet before an event, do some research about their professional

background. Expressing genuine curiosity will allow the conversation to flow more smoothly than

stilted small talk.

Be creative about seeking out new opportunities at work to increase your networks. Be immersed as

an integral part of your organisation. Become involved in company-wide projects. Ian Nicholas ,

Global Managing Director at Reed advises:

“Think wider when considering your general development. Gaining wider operational and

commercial experience is going to help any future career within HR, as will any role involving people

management. Undertaking such options will help, rather than hinder your longer-term career in HR.”

The most successful networkers are those who have gained greater visibility in their profession by

discussing and sharing their ideas over time with a whole range of people including old

acquaintances. Could you make more of the connections you already have both inside and outside

of work?

Be reflective. Networking takes time to get right so it is important to consider what went well or

what you could do differently at a future event whether it’s online or in person.

Reed Learning offers a wide range of in-company training courses, professional qualifications and

learning solutions for businesses and individuals. For further information call us on 020 7932 2760.

Not enough time in the day...

Thu, 22 Jun 2023 13:27:50 GMT

Will the phrase ‘There are just not enough hours in the day’ every go away for busy and ambitious business owners and leaders?

Too many tasks, decisions, people to manage and unexpected issues that arise throughout the day: a leader’s work is never done.

If you feel like this is you - you are not alone many of my executive coaching clients mention battling with time. And it feels like a battle. One that is tiring, draining, not energizing and stopping a sense of real progress. Clients feel that they are not in control, they can’t change what is happening, and that they would if they could.

Guess what? Jim Rohn is right

Either you run the day, or the day runs you

Is it easy? No, particularly for some with particular personality types that thrive (to a point) on overload and ambition.

There are lists galore on how to manage your time better.

My advice is just do one thing that is in your control, and do it. Don’t try to do it all as you will simply fail long term.

Do one thing. Do it intentionally. Hold yourself accountable to that action. Celebrate when you achieve it. Do it again and again. Over time it becomes a habit.

Potential things that could work for you:

1. Do something for yourself at lunchtime that isn’t on your task to do list. It may seem counter intuitive if you are busy busy busy but the benefits are renewed focus for the job in hand on your return

2. Work in short blocks and have breaks in between

3. Set goals that are achievable and measurable

4. Keep a picture of your younger self by your computer and look at it to remind yourself that you are human and deserve to be kind to yourself

5. Use technology to help you prioritise tasks based on importance and urgency.

So what are some of tasks that leaders could do less of?

1. Meetings with no purpose

2. Micromanaging

3. A do-it-yourself attitude

4. Working late hours

5. Nice long lie-ins (just checking you are still reading! This one is a joke)

Go and conquer time and run your day, not letting your day run you.

The bad news is time flies. The good news is you’re the pilot. Anonymous

We provide 121 Executive coaching for busy leaders, team communication programmes and applied business wide leadership programmes for people who want to see business acceleration

The Truth can hurt

Tue, 13 Jun 2023 13:36:15 GMT

Are you guilty, like me, of covering up, pushing down, masking, pretending that all is well in work? You know that things could be better but make excuses, blame yourself, blame others, blame the system. Anything but deal with the underlying issue head on.

When you are leading your business and you recognise that something isn’t right you have the power to deal with it. You are the leader after all! However, depending on your personality type, your communication preferences and the person you are dealing with denial can appear easier than tackling the issue.

If the person you are having an issue with is a strategic partner, a co-founder, a senior hire whose role is critical to success it can feel easier to avoid the reality. This ultimately leads to miscommunication, frustration, stress and anxiety and built-up anger. It can affect your business in the short and potentially long term.

Being in denial happens when you are facing something really uncomfortable that you would prefer not to deal with. Denial is a defense mechanism that helps people cope with distressing or overwhelming situations by ignoring or rejecting the facts or consequences of the situation.

Why might you bury your head in the sand?

Personality

Some people have louder voices, less worried about what people think of them, assertive and from a combination of nature, nurture and choice enjoy problem solving, tackling problems head on. We are not all like that, especially when it comes to conflict with a cofounder, partner or senior leader as the stakes can feel high.

Consistency

People want to appear consistent with their beliefs, values, and self-image. They may deny anything that contradicts or challenges their existing views or identity. For example, a person who values honesty may deny that they are being lied to by someone

Bias .

People want to confirm their expectations and preferences. They may deny anything that goes against their wishes or desires.

Uncertainty .

People want to reduce their doubt and confusion. They may deny anything that is unclear, complex, or ambiguous.

Identity .

People want to protect their sense of self and belonging. They may deny anything that threatens their self-esteem or social status.

Ways to manage denial

Ultimately problems have to be faced and dealt with.

Think of a time when you have faced problems before, and how you came out of it.
Talk to someone you trust about what you are thinking and experiencing
Work with a coach who can help you navigate how to manage difficult situations and come out feeling whole and motivated for the future.
Face your fears and address the elephant in the room, it may be uncomfortable but you will feel empowered by having raised the issue
Prioritise looking after yourself, in the way you eat, sleep and play. Make time to enjoy the things you can enjoy in the moment.

Working on your communication will help you build a future for yourself and others that thrives.

Glee coaching provides a safe space for conversation, thought and formulation of actions to overcome barriers you are facing in work.

Connect with us on Linked In, Instagram or email barbra@gleecoaching.com . We are always happy to have a no obligation call with you to explore what would best meet your needs.

Leadership Overwhelm

Thu, 08 Jun 2023 13:44:34 GMT

The unspoken

It is right and fair that business leaders look after the people they hire….but who looks after the leaders?

Business leaders, and particularly those in small and growing businesses often feel overwhelmed because they’re used to putting business first and themselves last.

Where leaders are part of a partnership, have shareholders, or team members to think about, stress and overwhelm can be hard to manage at times.

What is overwhelm?

To be overwhelmed is to be buried or drowning beneath a huge mass of something. It can mean to defeat completely. Like a strong wave on a beach, you may not see it coming, or else you see it coming but stand still in its wake and become overwhelmed, thinking at first that you can stand your ground. Or you may have your back to the wave and not notice it advancing towards you.

However leaders become overwhelmed, and with what, it tends to be something many leaders don't like to admit to, and many plough on till on the brink of burnout before they seek support.

In setting up Glee last year I experienced overwhelm. I only had myself to manage and I was in control of the pace of developing my business - there was just so much to do, and I wasn't an expert in business start ups. I reflected on a 2019 HBR article to think about overwhelm as well as draw on coaching myself and talked to others to overload.

Common reasons why leaders experience overwhelm

As the name suggest, you are a business owner, a business leader, an executive. You are expected to carry the can, be the figure head, know how stuff works, and be the one driving the business to success. And you are. It is just sometimes not that easy to do.

Reasons why leaders become overwhelmed include:

Trying to be everything to everyone (inside and outside work)
Trying to focus on too many things at once
Being too optimistic about how much time it takes to do a task
Always saying ‘yes’, including to non essential tasks
Adding too many appointments and projects to their weekly calendar
Not fully trusting the people around you so carrying the burden on yourself

Ways to manage overwhelm

Think about what you love doing, what you enjoy doing and what you have to do to move your company forward. Simply becoming aware of this can help you see the bigger picture and help you reframe what you need to do to help yourself feel less overwhelmed
Map out your projects and tasks and prioritise – and keep checking back to see if you are working on the prioritised items not just the items you ‘enjoy’.
Map out your day and week to get structure.
Focus on one task at a time.
Take time out daily to think about how you are sitting, what is your body posture telling you? How are you breathing? If you are feeling tense, walk away and take a breather.
If you do have people around you who can help you, let them help! This could include delegating (but avoid micromanaging because this can be as stressful as overwhelm)
Celebrate and give gratitude to what you are achieving on a daily basis not just what you haven’t achieved. And recognize and give gratitude to yourself for delegating
Talk about how you are feeling. Talk to your loved ones, a trusted friend or a coach who can provide the space, listen without judgement and help you navigate what would work for you

Don't get caught up in thinking that you have to action all of the points above as this will simply add to you feeling overwhelmed!

A word about delegation

It is in your gift if you have people working for you, or if you are in a partnership. You can share the workload. You win no prizes for doing all the work yourself. The skill is in identifying what you love doing and do that, and surround yourself with people who can help who love doing the things you don't get any energy from.

When delegating one way to avoid stress and slipping back into overwhelm is not to fall into the trap of micro-managing.

Ways to delegate without slipping into micro managing tendencies

Choose the right person for the job. This requires you to know your team and their strengths (and job roles!)
Talk to them about the issue you have and explain what you need from them
Provide guidance, and clarify their understanding of the requirement of them
Provide resources and training when necessary.
Confirm at time of delegating standards expected and timeline for delivery and how you intend to check in with them on how the work is going
Follow up as agreed and verbalise your thanks on the progress made

Coaching and Peer Support

We over 121 coaching and peer group support for busy leaders who are experiencing overwhelm and stress. Get in touch with Barbra@gleecoaching.com to explore how coaching can support your business and personal health and wellbeing.

Follow me on Linked In for more insight on leading with impact and purpose

The problem with new managers

Wed, 24 May 2023 13:49:59 GMT

In the years I have been working on employee engagement and retention - the 'sticky middle' have often been called out by senior leaders as the reason why the business vision isn't being lived by the workforce, and why turnover is high.

What I have seen less of is support for new managers when they need it most - when they accept a role of managing and looking after people.

Research suggests that 70% of new managers fail in the first year - that is huge!

New managers can fail for a variety of reasons, but some common reasons include:

Lack of experience

New managers may not have the necessary experience to effectively manage a team. They may struggle with delegating tasks, providing feedback, and making decisions.

Poor communication skills

Effective communication is essential for successful management. New managers may struggle with communicating expectations, providing feedback, and resolving conflicts.

Inadequate training

New managers may not receive adequate training or support from their organisation. They may not have a clear understanding of their role and responsibilities, or they may not have the necessary skills to succeed.

Resistance to change

New managers may face resistance from team members who are resistant to change. They may struggle to implement new policies or procedures, or they may struggle to gain the trust and respect of their team.

Lack of support

New managers may not receive the necessary support from their organization, such as access to resources or guidance from senior leaders. This can make it difficult for them to succeed in their role.

Supporting new managers

Lets cut new managers some slack and actually effectively support them in the first year (and beyond).

What to do?

Provide bespoke training and support that meets the individual manager's needs and not the usual catch all leadership training as this doesn't stick - Leadership Success do a great basic competency training programme that is bespoke to each individual manager
Take the manager and their team through experiential training that focuses on working as a team. Such as GiANT OS high performing team training
Set clear expectations and goals, and meet with the manager regularly and LISTEN to what they tell you - let it be a meeting where they own the agenda not you
Create psychological safety that enables managers to tell you honestly how they feel
Encourage managers to seek mentors within the business, or within the sector
Provide managers with a professional coach to support their self awareness, confidence and ability to be the best manager possible!

For more information on supporting people as they transition into new management roles do email me barbra@gleecoaching.com or visit www.gleecoaching.co.uk

How to collaborate successfully

Thu, 16 Mar 2023 10:22:05 GMT

If you are curious about...

How to collaborate while getting what you want
What motivates Mid-Lifers
How you harness the power of People Developers
Discovering what your key communication voice is and how it affects your leadership ... read on ��

Subscribe here for future editions and news about Glee Coaching.

How to collaborate while getting what you want.

Last month I learned that getting what you want can be achieved when you collaborate with the right people. No, it doesn't mean just working with the 'yes' people who will not stand up to your crazy suggestions, and who want to please you (for whatever reason).

How do you get what you want with other strong minded individuals in the room?

Top Tips

Have mutual respect for your collaborators - and I mean real mutual respect not just a tokenistic 'Yeah I respect you' type approach, a genuine deep respect for the whole person you are collaborating with
Be clear on the purpose of the collaboration - sit down with your collaborators and iron out in SMART terms what your goals for the collaboration is, ie - what you want to get out of the venture.
Listen . Yes listen. When we are coming up with ideas for a collaboration it is very tempting to jump in with your idea on top of what someone else is saying - in the pretence that you are 'building' on what they have just said. In effect you are not building on what they have said but overriding their idea with your perspective. Let them finish what they are saying!
Recognise each other's strengths, tell each other what your strengths are from the outset and work to your strengths .

Big shout out to Dave Verburg and Sophie Vyse for being amazing collaborators with me recently to deliver #ThePeopleStation and #MidLifer events.

Mid-Lifers

As part of celebrating IWD Sophie Vyse and I picked up on topic close to many of our clients' hearts - midlife.

I always recommend coming along to one of our midlife events, but just in case you missed it here are a couple of key takeaways

Midlife myths are there to be busted with aplomb!
Midlife brings different points of joy and anguish and the ability to share your past, present and future reality and dreams with others in a safe confidential space can bring great joy in the moment and a 'can do' attitude
Thinking about what you want to get out of the rest of your career can cause some level of anxiety when you realise that you are plateauing, or even worse, in a job that doesn't bring you joy ( nowhere near your 70:30)
If we want to move towards our future aspirations and dreams we have to be intentional

Interesting session! Feeling inspired to make some time to look at my longer term goals and not just to get through the weeks! Thank you

DM me if you would like to be the first to hear about our next midlife online session.

The power of the people (developers)

Everyone thrives on personal development, yet at times there can be challenges around dedicating the time for personal development. This can be the case for the hard working People Developers in organisations who are focused on developing the people in the business to meet business goals and develop leadership skills and competencies. Their own personal development can slip from the radar.

We all know that healthy happy workforces lead to higher productivity, greater creativity and improved performance so our the mission of The People Station is to empower people developers through skill development, strategic advice and insight and networking.

Great session and perfect timing! We are going through a transformation and aligning our values is crucial. I am going to take this back to the workplace to continue the conversation!

DM me to find out when the next one is. Bring your team to grow together. And a big shout out to Dave Verburg for developing the concept with me.

Your leadership voice

Everyone Speaks. Not Everyone is heard.

Everyone has a leadership voice, whether they know it or not. From the most quiet to the most gregarious, we all have the ability to lead others.

The problem is most people don't know their leadership voice or how to use it. Some don't know what it is, others are insecure in their voice and have been told it is unimportant, and others immaturely overuse their voice and dominate the airwaves.

The 5 Voices is designed to help every individual discover their leadership voice and be empowered to use it effectively.

Can you imagine a team of people who were self-aware, knew how to communicate, and were able to bring their best to the table everyday? What would that do for culture? For productivity? For Profitability? In short, a lot.Teams and whole organisations can be transformed when everyone operates securely in their own voice and learns to value the voices of others.

Take the free assessment here to see what your Leadership voice is.

Get in touch if you would like to dive further into 5 Voices, and find out what your nemesis leadership voice, and how to manage your triggers!

About Glee

Glee is a here to promote workplaces that work for everyone, consumers, clients, leaders, business owners, employees and the community around them.

Our leadership development courses are not quick in quick out tick that box programmes. They are immersive, they require you to be willing to play it forward - not in theory but in practice, and to share your learning journey with others so that everyone benefits from your highs and lows. Using a blend of NLP based learning tools, self-directed study and group work we guarantee that our programme with resonate with you as an individual and as a leader and change habits and behaviours long term.

Take a look at the Glee website, www.gleecoaching.co.uk or email barbra@gleecoaching.com or follow on twitter @growwithglee or instagram @gleecoaching

Being a Leader isn't easy

Fri, 24 Feb 2023 18:07:21 GMT

Supporting yourself and others

There is no instruction manual on being a leader. The way you think, act and behave needs to attract people to you. You need to know yourself and be able to read other people. How do you develop impact as a leader and who supports you?

Common leadership dilemmas where offering a space to think has helped include:

Entrepreneurs with growing businesses who are unsure how to best lead their growing team and keep everyone happy and engaged

Business owners who realize that the management style they adopted as a startup isn’t working that well as the business evolves, recognizing they need to evolve as leaders

People curious as to what more they can do to have an impact, and how their personality traits, values and strengths influence how they show up

Research shows that cascading solutions onto others is less effective than enabling people to think and create their own solutions. My life as a coach began when colleagues and friends began seeking me for advice on how to manage others, how to influence, how to get a better work-life balance and how to live their values. As Director of Equality, Diversity and Inclusion in the construction sector, I learned that people want to be empowered to make their own choices and forge their own path, they don’t need ‘saving’!

I don’t have time!

Giving people the time and safe space to think is a passion of mine. My favourite moments in coaching are when people ‘suddenly get it’. They have thought about a problem and can see a solution or an alternative path. When teamwork has led to creative thinking and new ideas – you can feel the vibrancy and passion in the room.

Interestingly, more and more leaders are working with a coach for fresh perspectives and to challenge their own thinking. Time to think is not always comfortable, but often leads to significant personal & business growth. It takes courage and curiosity to focus on yourself when there are fires to put out, clients to please, financial targets to reach and employees to manage. Giving time for personal development may seem like a luxury. It isn’t and shouldn’t be.

My people & clients come first

Great leaders want their people to grow, often prioritising the learning and development of their employees over their own. When budgets are tight, isn’t it prudent to train your best people to make sure they stay? Indeed it is, but to maximise leadership impact proactive leaders invest in their own development and wellbeing.

I am unique

Personal growth and development are just that: personal. Time you give to personal development needs to be worthwhile, and something that actively influences your thinking, actions and behaviours well after the training event is over.

Impactful learning can include:

Personal Development: personality trait work, one to one coaching.
Team Development: action learning, team coaching, design thinking.
Business Development: strategic planning, bespoke learning modules
Community Impact: connecting investment in learning with community benefits aligning personal vision to community prosperity and wellbeing.

Strengths and values

Most people set up their businesses based on personal core values, values often held since childhood. Similarly, employees seek out employers where business and personal values match. My business embraces my values of:

· Authenticity

· Creativity

· Uniqueness and

· Community.

Throughout my own career, including roles as a public sector strategist, charity campaigner, local authority researcher and global corporate director of social impact and diversity, equity, inclusion and belonging, integrating my values around empowerment for social good has been central.

It’s personal

I believe that following your true passion is the root to contentment. It isn’t easy as you see people appearing more successful, more confident, more dynamic. Coaching was a natural step for me, but it still took courage to set up a business. I have done time on the HR circuit, I have gained valuable coaching accreditations and I am comfortable that I have made a positive contributed to societal and business benefit throughout my career. I ensure I surround myself with people who can support and challenge me, including a coach or two!

I am always open to connecting with people who want to make a bigger impact, people responsible for the growth and wellbeing of others, and those who are curious to know more about how to lead with impact. Having someone in your corner who is there to listen, encourage and nurture your thinking can have a significant impact on how you show up every day.

For more insight on leading with impact and the potential power of coaching visit www.gleecoaching.co.uk

Stress in Small Businesses. Are we at crisis point?

Wed, 01 Feb 2023 21:39:06 GMT

There are two key people issues to be aware of when leading a small medium enterprise (SME). The first is that people get stressed while at work, the second is that they avoid talking about it.

Being able to recognise stress levels among your team is a leadership skill . Research showed that:

over 4 out of 5 SME employees had been affected by ‘excessive’ workload’

And that one third of SME employees experience a mental health problem during their working life ( CIPD, Employee Outlook, Focus on Mental Health, July 2016 )

Add to this that employee health outcomes are worse within the SME sector, owners and SME leaders would be advised to sit up and be aware of what is going on among their employees.

SME employees are less likely to talk about stress with their managers.

Only 17% of SME employees are likely to feel comfortable to talk to their manager about stress, compared to 30% of employees in large companies (Open Business Council). Is it because the smaller no of employees means greater fear about being judged? Lack of anonymity? Or not wanting to ‘let the team down’ ?

Work stresses at play

The lack of career progression , low pay and hence the inability to save effectively are key stress points for SME employees. People in larger companies find the long hours and management pressures as causing the most stress.

Whatever the root cause of the stress it is important that people have someone they can talk to, a path to understanding that they can raise personal issues in a safe space. Businesses that don’t have an in-house HR team may find that their people don’t quite know how to start the conversation.

Recognising stress

The Health and Safety Executive has a number of tools and tips on how to manage stress in work ( Work-related stress and how to manage it: signs of stress - HSE ). This includes:

arguments
higher staff turnover
more reports of stress
more sickness absence
decreased performance
more complaints and grievances

At an individual level look out for:

taking more time off
arriving for work later
being more twitchy or nervous
mood swings
being withdrawn
loss of motivation, commitment and confidence
increased emotional reactions – being more tearful, sensitive or aggressive

5 steps to creating a safe space for talking

The CIPD recommend the following 5 steps to manage stress in the workplace and create an environment where people are able to talk about their wellbeing.

Think about the end goal, be proactive and not reactive to mental unwellness
Write your commitment to employee wellbeing down so that people know what to expect – think about the emotional, physical, financial and social needs of your employees
Develop your commitment with your employees so they can own in
Seek external experienced advice – you don’t need to do it on your own
Track and measure and review

Time to talk day

2nd Feb has been allocated as Time to Talk day - a day to bring people together to talk about mental health. It is an opportunity for SME owners and their teams to take some time to start talking about the impact of working in a SME on individual sense of wellbeing. For more information on how you can talk about mental health visit Mind and Rethinking Mental Illness . If you need help on how to start the conversation drop me a message and I would happily connect and share ideas and strategies

For more insight on people and creating a great culture subscribe or follow me. for more information on the services I offer visit www.gleecoaching.co.uk

Blue Monday - Here to stay

Thu, 12 Jan 2023 21:33:58 GMT

Energy levels and intent

Feeling low on energy, lots on your plate and not enough time to do everything you would like to do in the way you would like to do it?

Many of us are feeling this way, as ‘winter’ drags on, we start failing on our New Year’s Resolutions, and we opt for comfort food to fill a gap. For some it is a recipe for feeling out of sorts and not at our best.

As someone with a birthday in January I have always struggled with being super positive and jolly two weeks into the year, and I have seen friends dip out of social life for a good month to refresh.

A ploy with a point

Blue Monday is a PR ploy – to encourage people to book holidays in the sun.

It isn’t based on science, there has been no psychological trials on our sadness relating to the third January of the month (this year falling on 16th January 2023).

It is a PR stunt with an endorsement from an academic who used an equation to assess the saddest day of the year.

In that assessment the academic (who I have no intention of disclosing as it serves neither them or I) developed an equation to assess feelings.

They took into consideration :

The weather
Time since Christmas
Probable levels of debt
New Years Resolutions
Levels of motivation

As a regular person the list resonates with me as things that can affect my mood and how I show up.

Flippancy breeds contempt

The issue with Blue Monday is that for people with SAD (Seasonally Affective Disorder) and/or depression the idea that you will be blue on just one day – 24 hours – in a year is pretty preposterous.

"Mental health 'good and bad' days are individual to each of us"

There is no scientific evidence at present that shows the 3rd Monday in Jan as the saddest day in the year.

As a Mental Health First Aider and trained coach I have witnessed people who are sad due to complex reasons throughout the year and I work with them on unpacking how they are feeling and looking to future options to move towards a happier space.

What the papers’ say

Looking at remedies to Blue Monday in the media was at times encouraging and at other times frustrating – in particular hopping on a plane and having a holiday in Bali as a remedy – hmmm not for 99% of the population.

Look after yourself and others

Blue Monday does however give us all an opportunity to stop, reflect and become aware of how we feel, and start to consider how others may be feeling.

Advice I am happy to endorse includes:

Talking to people around you – in your team – in your family on what they are feeling on Blue Monday
Take a walk - to feel the air on your face (and perhaps the rain!) and to exercise your physical and mental self.
Beat the January Blues :: Keeping Well (keepingwellnwl.nhs.uk) NHS suggestions to beat the January blues
Look at your New Year Resolutions and think – why, why, why does this really matter to me and my long term wellbeing.
Eat a healthy meal and get to bed earlier than you may normally do.
Volunteer – this came up in several media posts about Blue Monday. Giving back to someone or the wider community can be really personally satisfying and rewarding.

If you manage someone, lead a team, lead a business you can reach out to others to ask them how they are feeling. Talking helps. If you don't feel confident or capable about having a potentially sensitive conversation with someone look at how you can support them through others. Perhaps make a commitment to learn how to have sensitive conversations - they matter.

Blue Monday is here to stay so let's use it to our advantage and for the advantage of others - no trip to Bali necessary.

What will I be doing?

I will be North sea swimming with one friend (no other takers!) and while we may not get underwater we will certainly have a laugh trying.

I will be checking in on my older relatives (using Blue Monday as an excuse to act) and talking to my family about wellbeing.

If you are interested in keeping in touch with insights from The Curious Coach do email me at barbra@gleecoaching.com or visit www.gleecoaching.com

The Importance of Employee Engagement for Business Success

Fri, 30 Dec 2022 12:34:47 GMT

As a business owner or manager, it's important to understand the value of having engaged employees. Engaged employees are those who are committed to their work and the success of the organization. They are motivated, productive, and often go above and beyond to ensure that the company is running smoothly.

So, what makes an employee engaged, and why is it so important? Here are a few key reasons:

Increased productivity: Engaged employees are more likely to be productive, as they are motivated and invested in their work. This can lead to higher levels of output and a more efficient workplace.
Better customer service: Engaged employees are more likely to provide excellent customer service, as they are motivated to do their best work and ensure that the company's customers are satisfied.
Lower turnover: Employees who are engaged with their work are less likely to leave the company, which can save the business time and money on recruiting and training new employees.
Improved financial performance: Companies with high levels of employee engagement tend to perform better financially. This may be because engaged employees are more productive and provide better customer service, leading to increased sales and profits.

So, how can you improve employee engagement in your organization? Here are a few tips:

Offer opportunities for growth and development: Employees who feel like they are learning and growing in their careers are more likely to be engaged. Consider offering training and development programs or opportunities for advancement.
Foster a positive work culture: A positive work culture can go a long way in promoting employee engagement. This includes creating a supportive, collaborative environment and recognizing and valuing the contributions of your employees.
Encourage open communication: Encourage open communication between employees and management. This can help employees feel heard and valued, and can also lead to better problem-solving and decision-making.
Provide meaningful work: Employees are more likely to be engaged when they feel like their work is meaningful and contributes to the overall mission of the company. Make sure that your employees understand the purpose of their work and how it fits into the bigger picture.

In conclusion, employee engagement is crucial for the success of any business. By fostering a positive work culture, offering opportunities for growth and development, and encouraging open communication, you can help ensure that your employees are motivated and invested in the success of your company.

Book a call with Barbra today to explore how Glee Coaching can help your business boost it's employee engagement.

What is Coaching ?

Barbra130@outlook.com (Barbra Carlisle) — Mon, 19 Dec 2022 12:01:24 GMT

Why consider coaching and what is it?

Coaching is...

A bespoke service that enables you to have space and time to think about yourself, how you fit into the world, and how you can get the most enjoyment and satisfaction out of your life now and into the future
An learning activity that takes place over a series of weeks or months, where you are in control of the agenda
Flexible and adaptive to your emerging needs, with a pace that suits your thinking and learning style
An opportunity to be listened to in a safe and non judgemental way and to have the time to think and challenge yourself to create courageous goals
Beneficial if you want to feel more in control, change something about your current situation, and have a desire to move forward in life

10 Reasons to use a Coach

Desire to resolve self doubt
Confidence building
Better understand how you fit into the bigger picture of life
Find the right career path for you
Know more about your personality type and recognise your strengths and values
Better understand what motivates you
Interest in knowing how you can use your strengths and values to better effect
Hone your leaderships skills
Understand other people when you begin to know yourself more
Support growth in your thinking and goal setting