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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

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.

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.

“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.

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.

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.

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.

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.

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