Battling with Business

Episode 172 - Potholes, Politics and Broken Businesses : The Beginners Guide To Systems Thinking

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

Episode 171 - The Leadership Revolution and the Death of Empathy

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

Episode 170 - When Your Boss Is the Problem : Navigating Bad Leadership Without Breaking Your Career

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

Episode 169 - Influencer #29 - Shackleton : The Leader Who Redefined Failure

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

Episode 168 - The Second in Command : The Leader Behind the Leader Part 2

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