The Strategic Leader

AI is already reshaping work, and HR has a perfect opportunity to take the lead. In this episode, we speak with Naureen Hussain, a privacy, data governance and responsible AI specialist, to explore how HR can lead the AI revolution. We talk about why HR can and should be a core voice in shaping organisational AI strategy, and how to practically assess the impact of AI across roles, talent development and recruitment. Naureen shares how HR’s unique organisational perspective makes it well-placed to act as a leader and a critical friend in AI adoption, identifying not just where efficiencies can be gained, but where governance, fairness and trust must be embedded. From mapping hidden AI in current systems to testing small, focused use cases, we cover the building blocks for a proactive AI approach in HR. We also explore why governance isn’t a blocker, but a strategic enabler that helps HR leaders stay ahead of disruption. If you’re wondering how to start shaping an AI-enabled future of work, this conversation is packed with insight. Key Points Discussed: • Why HR must shape, not follow, the organisation's AI strategy • How to map AI impact across job roles and reskilling needs • Identifying “hidden AI” already in HR systems and tools • Practical first steps: start small, go deep, stay focused • The role of governance in enabling safe, strategic AI adoption • How AI adoption intersects with DEI, trust and transparency • Why HR's panoramic view makes it essential to AI leadership • The risks of blind trust in tech, and how to avoid them Key Takeaway: AI is not really a tech issue, it's a people issue. HR leaders must step up, ask better questions, and shape strategic AI adoption with purpose, clarity and care. About Naureen Hussain With over 20 years of experience at the intersection of data, law, technology and business transformation, Naureen Hussain is a trusted adviser in responsible AI, data governance and privacy. Through her consultancy, Luminate Advisers [https://www.luminateadvisers.com/], she works closely with business leaders to connect strategic goals with safe, inclusive and practical AI adoption. From stress-testing strategies to aligning governance with real-world challenges, she supports clients to lead confidently, not just compliantly, in an AI-driven world. She has a deep understanding of the HR world, having supported HR teams as an employment lawyer for many years. She has worked directly with C-suite leaders across sectors, led complex cross-functional teams, driven risk and compliance transformation in challenging environments, and helped global brands like Virgin Media O2 and Huawei accelerate responsibly. You'll find the cheat sheet she referred to on her website here [https://www.luminateadvisers.com/new-page-1-1-1]. And feel free to contact her directly if you want to know more about the research she mentioned. Thank you for tuning into this episode of The Strategic Leader podcast.  If you enjoyed the show, please give is 5 stars! It will help others find the show.Check out our previous episodes and remember to subscribe so you don’t miss our future shows. If you have any questions or want to discuss anything, we’d love to hear from you: www.gemmabullivant.co.uk [http://www.gemmabullivant.co.uk] (for Gemma) www.wearegoodthinking.co.uk [http://www.wearegoodthinking.co.uk] (for Fi)

Performance is a word we throw around easily in work and HR conversations, but do we actually agree on what it means? In this episode we challenge the assumptions and complexity behind a term we think we all understand. Starting with the uncomfortable truth that most organisations operate without a shared definition. And we explore the consequences of trying to reward or manager performance without this clarity. We introduce a four-part model of performance, developed by Gemma though real-life client experience. We discuss how performance is dynamic, nuanced and influenced by context, and how conflating its component parts can often lead to flawed pay and promotion decisions. Key Points Discussed * Why “performance” is often poorly defined in organisations * Four key dimensions of performance: effort, behaviours, skills, outcomes * Separating performance dimensions to improve reward and promotion clarity * Why impact and added value might deserve their own dimensions * The link between performance frameworks and fairer, strategic reward systems Key Takeaway Performance isn't one thing. It's a multi-dimensional, evolving concept. Without a shared definition, we risk managing and rewarding it in ways that are biased, inconsistent or unhelpful. A clearer, more structured view helps leaders to make better strategic decisions. Thank you for tuning into this episode of The Strategic Leader podcast. If you enjoyed the show, please give is 5 stars! It will help others find the show. Check out our previous episodes and remember to subscribe so you don’t miss our future shows. If you have any questions or want to discuss anything, we’d love to hear from you: www.gemmabullivant.co.uk [http://www.gemmabullivant.co.uk] (for Gemma) www.wearegoodthinking.co.uk [http://www.wearegoodthinking.co.uk] (for Fi)

Performance ratings spark strong views – some see them as essential for clarity and motivation, others as outdated, divisive, and unhelpful. In this episode, we go beyond the usual debate to ask whether ratings can still play a constructive role in modern performance management, or whether they need a complete rethink. We’re joined by Anna Rasmussen, CEO and Founder of OpenBlend [http://www.openblend.com/], who brings over a decade of experience helping organisations build people-first performance cultures. Anna suggests ratings alone are not the problem – it’s how they're used. When treated as a once-a-year judgement with no context, they can disempower. But when paired with continuous performance conversations and effective employee–manager 1:1s, they become a valuable tool that not only supports development and accountability, but actually drives performance. We explore how to align performance conversations with the employee journey, how to equip managers with the mindset, skillset and toolset to succeed, and why ratings are becoming more popular again – not to measure performance, but to drive it. We also touch on the impact of linking ratings to pay and the need for fairness, trust, and clear expectations throughout the year. This episode is essential listening for leaders and HR professionals questioning whether to scrap ratings, or simply use them better. Key Points Discussed * Why many organisations are returning to performance ratings, but using them differently * The risk of ratings being a ‘dumping ground’ for poor performance management * How to design better performance conversations from day one of the employee journey * The link (or lack of link) between ratings and pay – and what really drives fairness * The importance of ongoing dialogue over one-off appraisals * Empowering employees by making performance conversations more transparent and timely * How manager capability is central to making the system work * A practical framework: mindset, skillset and toolset for managers Key Takeaway It’s not the rating that’s the issue – it’s the absence of regular, meaningful conversations that disempowers employees. Performance design must start on day one and be owned every day, not just at year-end. About Anna Rasmussen Anna is the CEO and Founder of OpenBlend. With over 17 years of experience in leading and coaching teams, managers, and organisations, she’s passionate about unlocking human potential. Her mission is simple: to upskill and empower managers to lead highly effective, coaching-led 1:1 conversations that drive performance and people development. OpenBlend [http://www.openblend.com/] is a performance platform designed to enable meaningful 1:1 conversations between managers and their teams. It boosts performance, supports employee development, and helps organisations build people-first cultures. Working across a wide range of industries and sectors, OpenBlend helps organisations attract, engage, motivate, and retain their talent, and build high-performing teams. www.OpenBlend.com Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader. If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you. Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

Strategic thinking isn’t about having the strongest opinion in the room – it’s about knowing how to take a step back and ask better questions. In this episode, we talk about what it really takes to move from personal opinion to a more strategic viewpoint, especially when you're dealing with big, complex topics that people often feel strongly about. We explore a simple approach: start by getting some perspective (take the balcony view rather than getting stuck on the dance floor), stay open to other possibilities (two things can be true at once), and always come back to context – what problem are we actually trying to solve? We’ve both seen this in action and we talk about tangible examples, such as designing a bonus scheme and everyone comes to the table with strong preferences, on we have tackled these situations and how the approach we suggest can really help. It creates space to listen, explore alternatives, and let go of the idea that there’s one perfect answer. You don’t need to have all the answers to be strategic. But you do need to stay curious, ask the right questions, and be willing to think differently. This episode sets the tone for the rest of the series, where we’ll explore big hairy questions, and how to navigate these more strategically. Key Points Discussed * Why strong opinions can hinder strategic clarity * The importance of moving from opinion to strategic viewpoint * The “balcony vs dance floor” metaphor for gaining perspective * How curiosity unlocks better thinking in group discussions * The danger of seeking to “win” over others in strategic debate * The value of considering context over personal preference * Using the “disagree and commit” mindset in leadership * The three-part strategic approach: Perspective, Alternatives, Context Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader. If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you. Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.

Do you ever think about how to make every team gathering intentional, strategic, and worth the investment? In this episode the hosts look at how meetings, away days, training sessions, and team coaching each require distinct approaches to be truly effective. They reveal why they think team building can be a bit random, and not always address the key needs of a team to be truly effective. They talk about the importance of selecting the right approach for each situation and avoiding the common trap of defaulting to training or team building, when other interventions might be more suitable. They encourage leaders to consider their teams' specific needs and invest in the most effective methods for team effectiveness. Key Discussion Points * * Why leaders must be intentional about different types of team gatherings. * The role of a chair in ensuring team meetings are structured and productive. * The value of an external facilitator for strategy sessions to keep discussions focused. * How training differs from other interventions, focusing on skill-building and knowledge sharing. * The role of team coaching in improving group dynamics, trust, and effectiveness. * Why team building activities alone don’t always improve team performance. * How different approaches can overlap and complement each other for maximum impact. Key Timestamps [03:04] – The importance of being intentional about different types of gatherings. [03:37] – The role of a chair in structuring effective team meetings. [06:52] – Why strategy away days need a facilitator to keep discussions structured. [10:28] – The difference between training and facilitation in leadership development. [17:48] – What team coaching is and how it helps team effectiveness. [21:19] – The limitations of team building and why it’s not always the answer. [25:19] – How these different approaches can overlap. Key Takeaway Leaders often default to meetings or training when bringing teams together, but different gatherings require different approaches. By understanding the roles of chairs, facilitators, trainers, and team coaches, and deciding which role suits the situation best, leaders can ensure team gatherings will drive real results. Thank you for tuning in to this episode of The Strategic Leader podcast. If you enjoyed the show, please give us 5 stars! It will help others to find the show. And don't forget to check out previous episodes, and subscribe for more insightful discussions and practical advice on becoming a more naturally strategic leader. If you have questions about anything we've been talking about, or need guidance on strategic leadership, we'd love to hear from you. Feel free to contact us via www.gemmabullivant.co.uk (Gemma) or www.wearegoodthinking.co.uk (Fiona). Your queries could inspire future episodes to help you become a more strategic leader.