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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
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
Career transitions happen all the time. We should be looking to move into careers that not only pay the mortgage but that satisfy our deeper purpose. Finding out what you purpose is can be difficult, and a coach can help you get clarity.
culture, inclusion, the power of mentoring relationships, supporting others to grow, benefits of mentoring, becoming a mentor, mentee, how to mentor
Psychological safety, team culture, four stages of psychological safety, challenger safety, inclusion
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
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.
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.
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. 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.
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?
