Battling with Business: Recent Episodes
Battling With Business
In this podcast, Gareth Tennant, a former Royal Marines Officer, and Chris Kitchener, a veteran of the software development world, explore ideas and concepts around teams and teamwork, leaders and leadership, and all things in between. It’s a discussion between a former military commander and a business manager, comparing and contrasting their experiences as they attempt to work out what makes teams, leaders, and businesses tick.
In this week’s episode we revisit one of our most popular discussions from August 2024 and explore Bruce Tuckman’s model of team development: forming, storming, norming, performing and adjourning. We discuss why high performing teams do not appear by accident and how the journey from uncertainty to trust is often messy, uncomfortable and full of friction. Drawing on experiences from both military operations and commercial product teams, we explore how teams build relationships, develop confidence and learn to work through disagreement to achieve meaningful results.
A strong team is not one that avoids conflict. It is one that understands how to turn disagreement into progress. We examine why the storming phase is often the most important stage of development, how leaders can recognise where their teams are, and why shared experiences create the trust needed for long term success. We also explore the often overlooked concept of adjourning and why teams need time to reflect, celebrate achievements and reset before taking on the next challenge.
Whether you lead a team, work within one, or are simply interested in leadership and management, this episode provides a practical framework for understanding team dynamics. If you have ever wondered why some teams click while others struggle, or how to help a group move from frustration to performance, this conversation will give you plenty to think about.
In this week’s episode we conclude our two part exploration of Xi Jinping and examine what he has done with power once he reached the top of the Chinese Communist Party. We explore the enormous scale of the Belt and Road Initiative and ask whether it is a masterclass in long term strategic thinking, a tool of geopolitical influence, or both. We also tackle some of the most difficult and controversial aspects of Xi’s leadership, including the treatment of the Uyghurs, China’s response to COVID 19, and the country’s approach to Taiwan.
The discussion goes beyond politics and focuses on leadership, management, decision making and power. We explore the trade offs between democratic and authoritarian systems, the advantages of clarity and long term planning, and the dangers of concentrating too much power in the hands of a single leader. Along the way we compare Xi with Vladimir Putin, Donald Trump and Narendra Modi to better understand the different ways leaders pursue influence, stability and national ambition.
This episode brings together the key themes from both episodes. Whether you admire his strategic discipline, question his methods, or simply want to understand one of the most influential figures of the modern era, this episode will challenge assumptions and encourage deeper thinking. If you are interested in leadership, management, strategy and how decisions made at the very top shape the world around us, this is an episode you will not want to miss.
In this week’s episode we start a new Influencers series by turning our attention to one of the most important and least understood leaders in the world, politician Xi Jinping, General Secretary of the Chinese Communist Party. We explore how China’s rise from relative isolation to global superpower has changed the balance of power around the world and why so many people in the West still underestimate both China and its leadership. We discuss the long term strategic thinking that sits behind modern China, the country’s 2049 vision for national rejuvenation, and the way long range planning differs from the short political cycles seen in Western democracies.
We also dig into Xi Jinping’s personal story, from growing up as the son of a Communist revolutionary hero to seeing his family purged during the Cultural Revolution. We explore how years spent working as a rural labourer shaped his views on power, stability and leadership, and how those experiences helped forge the leader who now governs more than 1.4 billion people. Along the way we look at anti-corruption campaigns, the removal of presidential term limits, the balance between prosperity and authoritarianism, and the uncomfortable questions that emerge when strong leadership delivers undeniable economic results.
This episode is not about deciding whether China is right or wrong. It is about understanding how different political systems think, how leaders are shaped by history, and why it is dangerous to dismiss competitors simply because they are culturally different from us. If you are interested in leadership, strategy, power, organisational thinking or the future of global politics, this conversation sets the foundation for a fascinating two part series on Xi Jinping and modern China.
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.
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.
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.
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.
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.
In this week’s episode we tackle one of the most critical and least discussed roles in leadership and management: the second in command. It is the role that frequently and quietly determines whether strategy actually turns into results, and yet almost nobody talks about it. This is the first of two episodes where we break this down and take a deep dive into the topic.
We explore what a 2ic really does beyond the job title, drawing on both military and civilian experience. We get into the reality that leadership is not a solo act and that the effectiveness of any leader is heavily dependent on the person beside them. From translating intent into execution, to protecting time and focus, to acting as both a challenger and a stabiliser, the 2ic is central to how teams actually function day to day.
A big theme throughout is trust. Trust to challenge privately and align publicly. Trust to take decisions without constant oversight, and trust that both roles are working towards the same outcome even when there is disagreement. We also unpack the risks when this goes wrong, including ambiguity, ego, and the confusion that comes when organisations do not clearly define the role.
One of the key takeaways is that being a great second in command is not just a stepping stone to leadership. It is a distinct role with its own skills, responsibilities, and value. Done well, it creates the space for leaders to think and act effectively. Done badly, it creates noise, friction, and failure.
If you have ever worked in a team, led one, or sat just behind the leader, this episode will likely change how you think about that dynamic. In part two we will go further into how to find great 2ic's, how to develop them, and how to transition from that role into one of the leader.
In this week's episode we get into a question that sits at the heart of leadership but is often misunderstood in practice. Are we actually being strategic, or are we just very busy executing tactics and convincing ourselves that progress equals success? Using the unfolding situation in the Middle East as a live case study, we challenge ourselves to separate activity from intent and to ask what success really looks like when the environment is complex, fast moving and uncertain.
What seems to stand out most in this conversation is how easy it is to confuse doing things well with doing the right things. We explore the difference between measuring performance and measuring effect, and why leaders who focus only on outputs risk missing whether they are achieving anything meaningful at all. We also dig into the danger of having too many goals, or worse, shifting goals, and how that leads to confusion, mission creep and ultimately a loss of direction.
We spend time on the importance of clarity of purpose, the role of dissent and diversity in decision making, and the uncomfortable reality that without challenge and red teaming, leaders can end up surrounded by agreement rather than insight. That leads us into a deeper discussion about truth, narrative and trust, and why leadership credibility depends on being able to explain not just what is happening, but why.
This is one of those conversations where the example is extreme, but the lessons are everyday. Whether you are leading a team, running a product, or shaping strategy in a business, the same principles apply. If you want to understand the difference between activity and impact, and why so many teams drift without realising it, this episode is well worth your time.
In this week’s episode we explore what really drives resilience, leadership, and high performance when everything is on the line. What happens when ordinary people, just like you or me, are placed in extraordinary circumstances and there is no escape from the team, the pressure, or the goal?
We sit down with Felicity Ashley, a mother of three and former marketing leader who decided while recovering from a hip replacement to row the Atlantic. What follows is a story that challenges almost every assumption about leadership, preparation, and what people are capable of when they truly commit to something.
We unpack what it takes to build a team that can survive 40 days at sea on two hours on, two hours off rotations, and why most teams fail not because of capability but because they neglect the fundamentals of alignment, purpose, and relationships. We explore how clear shared intent, deep understanding of individual needs, and deliberate preparation turned a team of underestimated “ordinary” people into a high performing unit.
There are powerful lessons here for any leader, but more importantly something for each and everyone of us to think about, irrespective of what we do in our day to day lives. We learn why purpose only works when it connects to the individual. Why resilience is built long before the moment you need it. And why small, human actions inside teams often matter more than grand strategies.
If you are leading a team, building one, or trying to understand what separates those who endure from those who fall apart, this episode is worth your time.
In this week’s episode we explore a deceptively simple idea that reshaped the modern world. We tell the story of Malcom McLean and the rise of the shipping container, not as a tale of invention, but as a masterclass in leadership, systems thinking, and the real impact of change.
We start by stepping back into a world where global trade was slow, fragile, and expensive. Goods were moved by hand, ports were bottlenecks, and inefficiency was built into the system. From that chaos, McLean saw something different. His insight was not about building a better ship, but about removing friction across the entire system. By standardising how goods were moved, he connected trucks, ships, and ports into a seamless flow.
The leadership lesson is powerful. Real transformation does not always come from new technology. It often comes from rethinking how things connect. McLean’s willingness to prioritise scale and interoperability over control, even giving up his own patent advantage, shows what it means to lead beyond short term gain.
We also confront the harder side of progress. Entire industries were disrupted. Jobs disappeared. Cities declined. The container made the world more efficient, but it forced painful transitions that leaders struggled to manage.
Whether we are talking about globalisation or AI today, the challenge is the same. How do you lead through change that benefits the system but harms individuals in the short term? How do you communicate trade offs honestly and act early enough to shape the outcome?
If you are interested in leadership that deals with real complexity, this episode is worth your time. It is a story about systems, consequences, and the responsibility that comes with changing how the world works.
In this week’s episode we continue our two part series exploring one of the most unusual leadership problems imaginable. How do you prepare an organisation or even an entire country for something that everyone hopes will never actually happen.
In the previous episode we introduced the idea of the British Government War Book, a set of detailed plans created to guide the country through the first chaotic moments of a national emergency. These documents attempted to answer an extraordinary range of questions about what would happen if the United Kingdom suddenly found itself at war.
In this second episode we move beyond the idea of planning and start asking a more difficult leadership question. How much should leaders rely on plans and how much should they rely on the people expected to execute those plans when reality refuses to cooperate.
That debate leads to a fascinating discussion about the balance between preparation and adaptability. Plans are valuable because they force leaders to think through difficult scenarios in advance. But no plan survives contact with reality and the individuals responsible for executing the mission still need the judgment, experience and confidence to adapt when circumstances change.
We explore how this tension appears both in military environments and in business. Detailed preparation can create clarity and alignment, but it can also create a false sense of certainty. The real test of leadership comes when events begin to unfold in ways that nobody fully predicted.
The episode also reflects on what these historic wartime preparations can teach modern leaders about resilience, decision making and the importance of building capable teams rather than relying purely on process.
If the first episode was about the challenge of planning for catastrophe, this second episode is about what really matters when those plans meet reality. It is a conversation about leadership under pressure and about the human judgment that ultimately determines whether preparation succeeds or fails.
In this week’s episode we start the first of a two part series looking at how people plan for events that they hope will never actually happen.
The story begins with a visit to the National Archives at Kew where Chris spent time reading declassified documents about real British wartime planning that started just after the First World War and continued late into the Cold War. This plan, the British Government's War Book, raises a fascinating challenge that is relevant not just for the Government of the United Kingdom, but also for every other kind of organisation. How do you plan for something that is unlikely but world changing?
In this first episode we explore the idea that good planning is not about predicting the future perfectly. Instead it is about preparing organisations to deal with a range of possible futures. We discuss the concept of a cone of plausibility and why the further you look ahead the wider the range of possible outcomes becomes.
We also look at why organisations often struggle to take low probability but high impact risks seriously until they actually occur. Using examples from wartime planning and more recent events such as the Covid pandemic, we explore how leaders try to make sense of uncertain futures and what practical preparation can look like.
The discussion starts to touch on the British government War Book, a detailed set of preparations that attempted to answer practical questions about how the country would function if war broke out. These plans covered everything from broadcasting and aviation to the mechanics of keeping government running during a national emergency.
This first episode focuses on the leadership challenge of thinking ahead and recognising risks that may feel distant or unlikely. In the second episode we will explore what happens when those plans collide with reality and what leaders can learn when planning meets execution.
If you are interested in leadership, strategy and decision making under uncertainty, this is a fascinating starting point for a conversation about how individuals and organisations prepare for the unthinkable.
In this week’s episode we explore a simple but uncomfortable truth about leadership: pressure is the point. It is not something to be avoided, minimised or delegated away. It is the arena in which performance is revealed.
We sat down with Simon Jeffries, a former Special Boat Service operator turned mindset and performance coach, to unpack what elite military environments can teach leaders in business. From Royal Marines training to Special Forces selection and operational life in small, high stakes teams, Simon shared what it really means to operate when the margin for error is zero.
We talked about the difference between discomfort and damage, and why learning to sit with discomfort is a trainable skill rather than a personality trait. We explored how selection environments expose mindset weaknesses long before they expose physical ones, and why in both military and business settings the stories we tell ourselves under pressure often determine whether we push on or quit.
One of the strongest themes was performance as a system. Not motivation. Not inspiration. A system. Simon broke it down into three practical pillars: hardware, which is your physical state and nervous system; software, which is your mindset and self talk; and structure, which is the habits and routines that either create control or chaos. The insight was clear. Most businesses train skills but ignore performance.
We also discussed small team dynamics, dissent under pressure and why effective debriefs create cultures where vulnerability exists in behaviour even if it is never labelled as such. There were powerful lessons about culture being defined by behaviours rather than words on a wall, and why clarity around expectations beats slogans every time.
If you lead people, run a business or simply feel that you are operating below your potential despite outward success, this conversation will challenge you. It is direct, practical and grounded in lived experience at the sharp end of performance.
This episode is about ownership, resilience and the discipline of showing up well when it matters most. If you want to think differently about leadership and how to perform under pressure, this one is worth your time.
In this week’s episode, re-released from the heady early days of the podcast in 2023, we tackle a question that sits at the heart of leadership and management: how do you move from a bold vision to meaningful action? It is easy to talk about strategy. It is much harder to create a clear destination that inspires people and then connect it to what people are actually doing on a Monday morning.
We explore the concept of the Big Hairy Audacious Goal, first introduced by Jim Collins in Built to Last. A BHAG is not a polite target or a marginal improvement. It is a statement of intent that feels almost out of reach. It should be compelling, energising and transformative. Think of enabling human settlement on Mars, or putting a computer on every desk at a time when computers filled entire rooms. If you already know exactly how to achieve it, it is probably not bold enough.
But vision without execution is theatre. So we introduce the idea of the Three Year Highly Achievable Goal. This is where long term ambition meets operational reality. What does the organisation look like in three years if we are genuinely on track? What capabilities must exist? What numbers must be true? What would customers say about us? By breaking the audacious goal into achievable stages, leaders create a golden thread that links strategy to quarterly focus and even weekly priorities.
Along the way we compare business thinking with military concepts such as operational art and mission command. We discuss how leaders generate the moral energy that motivates people to contribute to something bigger than themselves. We also confront the risk of becoming obsessed with managing the plan rather than delivering the outcome.
If you have ever felt that your organisation has a strategy on paper but no clear sense of direction in practice, this episode is for you. We move beyond abstract discussion and offer a practical framework you can apply immediately. Listen in if you want to connect bold ambition with disciplined execution and give your team a destination worth striving for.
This week we revisit, as a re-released episode, one of the most controversial figures in political and leadership thinking as part of our Influencers series. We ask a simple but uncomfortable question. Do good leaders sometimes have to do bad things? It seems particularly relevant given the world around us today.
We return to Niccolo Machiavelli and explore whether he truly deserves his reputation as the patron saint of manipulation and ruthless ambition, or whether he was in fact one of the first serious thinkers to describe leadership as it actually is rather than as we might wish it to be.
As we unpack The Prince and his wider thinking, we explore realism versus idealism, virtue versus effectiveness, and the enduring tension between being loved and being feared. We look at why Machiavelli separated personal morality from the morality of leadership, why he believed fortune favours the bold, and why he thought leaders must be prepared to act decisively in a world where not everyone plays by the same rules.
This re-release feels strikingly relevant. From modern geopolitics to business leadership and even product management, the dilemmas he described five hundred years ago remain unchanged. How do you balance ethics with outcomes. When does pragmatism become compromise. And if the good people refuse to get their hands dirty, who fills the vacuum.
If you care about leadership in the real world rather than leadership in theory, this episode will challenge your assumptions and sharpen your thinking. Whether you end up agreeing with Machiavelli or not, you will almost certainly see power, influence and responsibility differently by the end.
In this week’s episode we conclude our three part series on AI by tackling one of the most uncomfortable and important questions of all: surveillance, control and the future of decision making.
If AI can see more than we can, interpret more than we can and act faster than we can, what does that mean for leaders, managers and the societies we operate in? Are we witnessing a natural evolution of tools that improve safety and efficiency, or are we quietly normalising a level of oversight that could reshape trust, accountability and power itself?
We explore how surveillance is not new. From CCTV networks to financial forensics, from Rolls Royce monitoring engine performance to battlefield targeting systems, organisations have always gathered data to understand and act. What AI changes is the speed, scale and autonomy of those decisions. Dashboards become insights. Insights become actions. And actions increasingly happen without a human in the loop.
We dig into the tension between efficiency and control. When machines outperform humans, should we step back? Or does leadership require us to retain oversight, even if it slows things down? We examine real examples from autonomous vehicles to military defence systems to workplace monitoring, asking where trust ends and overreach begins.
A central theme emerges: explainability and accountability are not optional. If we cannot understand why a system made a decision, we have already surrendered more control than we realise. The challenge is not rogue robots. The challenge is how people use powerful systems, and whether we build in the guardrails that protect values, culture and civil liberties.
This episode is not about easy answers. It is about asking better questions. As leaders, managers and participants in organisations, we cannot afford to treat AI as someone else’s problem. The pace of change is accelerating. The trade offs are real. The responsibility is ours.
If you care about leadership, decision making and the future of power in organisations, this is an episode you will want to hear.
In this week’s episode we continue our exploration of what it really means to lead and manage in a world increasingly shaped by AI. Rather than asking whether AI is good or bad, we focus on a harder and more important question: how leadership, culture, trust and experience change when intelligent systems begin to make decisions alongside us, or instead of us.
We reflect on how quickly AI is moving from a visible tool to an embedded part of everyday systems, much like navigation or automation in heavy industry, and what that means for managers who may find themselves acting less as decision makers and more as the accountable interface between machines and organisations. We dig into the uncomfortable reality that junior roles, often the foundation of experience and judgement, may be the first to disappear, and ask how organisations can still develop depth, mastery and resilience without simply hollowing out the future talent pipeline.
The conversation then turns to values, culture and trust. If AI systems increasingly communicate with customers, recommend actions, or even shape strategy, how do leaders ensure those systems reflect the culture they claim to stand for. We explore why culture is not something you can just encode once and forget, why predictability matters, and why leading by algorithm demands very different skills from leading by example.
We also challenge the idea that humans will always retain a unique edge, questioning assumptions about creativity and empathy, while still arguing that leadership choices, trade offs and restraint matter more than ever. This episode is not about answers. It is about asking better questions, understanding the risks of being confidently wrong, and recognising that how leaders respond now will shape whether AI strengthens organisations or quietly undermines them. If you lead people, build teams, or care about the future of work, this is a conversation you cannot afford to ignore.
In this week's episode we start a new mini series by asking a question that sits underneath all the noise about artificial intelligence and jobs.
What does leadership and management actually mean when AI becomes a permanent participant in how organisations think, decide, and act?
Rather than debating whether AI is good or bad, we focus on the practical reality that it is already here and already shaping behaviour, decisions, and power. We explore how leaders can lead when parts of the organisation are no longer human, how experience and judgment are built if entry level roles disappear, and what happens to values, culture, and trust when decision making becomes increasingly opaque.
Drawing on examples from business, education, policing, medicine, and the military, we talk through why this is not just a philosophical discussion but a very real leadership challenge.
The leaders who succeed will be the ones who understand how to work with AI as a judgment system rather than treating it as a simple tool or a replacement for thinking.
This episode sets the context for the rest of the series and makes the case that leadership in an AI enabled world will demand more clarity, accountability, and intent than ever before. If you care about building teams, developing future leaders, and retaining trust in complex organisations, this is a conversation worth spending time with.
In this week’s episode we look at one of the most uncomfortable leadership stories of the modern business era. Elizabeth Holmes and Theranos force us to confront how easily confidence, narrative, and status can be mistaken for competence and truth. We explore how a young, driven, and highly credible founder built a nine billion dollar company, attracted world class investors, and became a symbol of innovation, while quietly crossing the line from ambition into deception.
We talk about the cult of leadership, the danger of survivor bias, and why we are so keen to believe in heroic founders. We examine the grey area between selling a vision and selling something that simply does not exist, and how leaders can gradually drift from optimism into outright dishonesty without a single dramatic moment of failure.
The episode explores integrity, authority bias, and the responsibility of both leaders and followers. We discuss why intelligent, experienced people can still be fooled, what this story teaches us about accountability, and how leaders should balance hope, confidence, and truth when the stakes are high.
This is not just a story about one flawed individual. It is a lesson for anyone who leads, invests, follows, or wants to believe in simple stories of success. If you care about leadership, ethics, and decision making under pressure, this episode will challenge some comfortable assumptions.
In this week’s semi-emergency episode we discuss the recent events in Venezuela attempting to look beyond the obvious political and moral dimensions, and instead look to see what we can learn from a leadership, management and culture perspective. Of course, knowing Gareth and Chris it also leads to a conversation about the future of NATO!
If you've ever wondered what it takes to plan a military raid, well you've come to the right place. Gareth shares his military knowledge and shares what it takes to plan and execute the kind of raid we saw the US deliver in Venezuela on the 3rd of January.
However, beyond the military approach to planning, we also discuss some of the more uncomfortable truths in leadership and management. Most organisations talk endlessly about leadership and culture while quietly tolerating behaviours that undermine it. What are the short and long term impacts of this raid on culture and strategy not just in Venezuela and the US, but around the world. Was this raid a brilliant strategic success or is the answer more complicated?
We explore where leadership narratives drift away from reality, why management systems often reward the wrong things, and how well intentioned leaders can slowly lose credibility without ever noticing. We discuss why clarity, accountability, and trust are harder to maintain in modern organisations than most leaders admit, and why confidence is often mistaken for competence.
If you care about building teams that perform under pressure, leading people who trust your judgement, or understanding the potential long term impacts of your tactical actions, this conversation will resonate. It is a candid discussion designed to provoke reflection and, ideally, better leadership in the real world.
Leadership under extreme pressure is rarely about heroic speeches or rank. It is about judgement, trust, and knowing when to lead and when to follow.
In the second part of our conversation with Baz Gray former Royal Marine, polar explorer, leadership coach and now Yeoman Warder of the Tower of London we explore what Shackleton’s Antarctic expeditions really teach us about leadership today. Baz draws on his own experience recreating Shackleton’s most dangerous journey, sailing and climbing with 100 year old equipment, to unpack how teams survive when everything goes wrong.
We discuss why selecting the right people matters more than technical brilliance, how leaders earn authority by being good followers, and why humility and self awareness are non negotiable in high pressure environments. Baz also reflects on transitioning from extreme expedition leadership to a highly traditional public facing role at the Tower of London, and what modern organisations can learn from both worlds.
This episode is for anyone leading teams through uncertainty, complexity, or sustained pressure. It challenges simple leadership models and replaces them with something more honest, demanding, and human.
In this episode of Battling with Business, Gareth Tennant and Chris Kitchener record from one of the most iconic leadership environments in the UK, the Tower of London, joined by Baz Gray, former Royal Marine, Arctic explorer, and Yeoman Warder.
Drawing on a career that spans reconnaissance operations, mountain leadership, extreme expeditions, and senior military command, Baz explores what calm, credible leadership really looks like under pressure. The discussion challenges loud, performative models of leadership and instead makes the case for quiet competence, consistency, and trust.
From leading soldiers in whiteout conditions to shaping behaviour in corporate boardrooms, Baz explains how leaders are revealed under stress, why patience and observation matter more than charisma, and how high performance teams are built deliberately over time.
Listeners will gain practical insight into decision making under pressure, the importance of self control, and how leaders earn respect through behaviour rather than authority. This episode is essential listening for anyone interested in leadership that endures when conditions are hardest.
Battling with Business returns with Part Two of its Influencers series on Charles de Gaulle, moving from wartime exile to political dominance and lasting national legacy.
In this episode, Gareth Tennant and Chris Kitchener examine how leadership is forged not just through bravery or competence, but through narrative control, political instinct, and an unyielding sense of purpose. As de Gaulle outmanoeuvres rivals, frustrates allies, and repeatedly puts the idea of France above consensus or popularity, the discussion asks an uncomfortable management question: when does conviction become arrogance, and when does arrogance become effective leadership?
We discuss the rivalry with Henri Giraud, the power of communication and symbolism, leading without formal authority, and how long term vision can outweigh short term cooperation. The episode also explores de Gaulle’s post war leadership, his role in reshaping the French state, and the enduring impact of values driven leadership.
This is a nuanced discussion about legitimacy, influence, and the cost of single minded leadership. Ideal listening for anyone leading teams through ambiguity, politics, or competing centres of power.
In this Part 1 of 2, re-release of an earlier Influencers series of Battling with Business, Gareth Tennant and Chris Kitchener explore the leadership and influence of Charles de Gaulle, a figure often overlooked in British narratives of the Second World War. Through the lens of military history and modern management thinking, they examine how conviction, strategic foresight, and personal ego combine to shape leaders in moments of national crisis.
What does it take to declare yourself the voice of a nation when no one has elected you, few are listening, and defeat seems inevitable? Charles de Gaulle did exactly that, and in doing so reshaped France and Europe.
In this episode we'll learn that leadership is not always granted. Sometimes it is asserted. We'll also hear how sometimes strategic thinking often emerges from adversity, reflection, and exposure to different perspectives and that rigid doctrine can be comforting, but adaptability wins in complex and changing environments. We learn more about De Gaulle's personal conviction and how ego can both enable and endanger effective leadership. Influence often precedes authority, not the other way around.
Join us in this first episode and reflect on how de Gaulle’s journey from overlooked officer to self-declared leader mirrors modern challenges in business and organisational leadership. This episode challenges assumptions about legitimacy, strategy, and what it really means to lead when the stakes are highest.
This episode explores how leaders can navigate unprecedented change by understanding the hidden forces reshaping conflict, technology, and decision making. In this conversation with Dr Matthew Ford, we unpack how the smartphone has quietly transformed modern warfare and why leaders in every sector must rethink how they interpret information, manage uncertainty, and respond to rapid shifts.
We start to look at how the smartphone has blurred the line between civilian and combatant, reshaping risk and responsibility and how modern conflict is now inseparable from a participatory media environment where everyone contributes, knowingly or not. We discuss how organisations struggle when they assume they understand the environment and how leaders must cultivate curiosity, humility, and systems thinking.
It's clear that AI is not the beginning of radical change but the acceleration of trends already reshaping society and leaders must protect core expertise while adapting to technological change.
This episode of Battling with Business dives deep into modern leadership and management through the lens of defence innovation. Gareth Tennant and Chris Kitchener are joined by John Ridge, Chief Adoption Officer at the NATO Innovation Fund, to explore how technology, agility and organisational culture shape today’s capabilities.
Leaders often talk about innovation, speed and agility, but how do those ideas work when the stakes are measured in national security rather than quarterly targets? This episode reveals what real innovation looks like when it must be fast, iterative and mission‑critical.
You'll hear how and why NATO created a multinational deep‑tech venture fund and how modern defence challenges mirror classic product management problems. You'll learn why iteration, modularity and open architectures matter more than ever and how leaders can create cultures that embrace experimentation while managing risk. We also talk about the critical role of passion, mission alignment and end‑user closeness.
Listen to hear a powerful conversation that blends defence, technology and leadership lessons relevant for every leader, in or out of uniform.
In this episode Battling with Business explores leadership and decision making under pressure through a deep dive into “The War Game,” a five‑part immersive geopolitical simulation from Sky.
https://podcasts.apple.com/gb/podcast/the-wargame/id1547225334
Gareth and Chris unpack how realistic war gaming exposes blind spots, stress‑tests assumptions, and reveals how people truly behave when everything happens at once.
Leadership is easy when nothing is at stake. The real test is how you think, act, and adapt when the world tilts under your feet.
We hear why immersive simulations reveal more than theoretical discussions, how pressure changes decisions that seem obvious in hindsight, what war gaming teaches us about communication, clarity, roles, and information flow, how leaders can use structured stress‑testing in business just as effectively as governments use it in crisis planning and why confronting unlikely but high‑impact risks is essential for modern leaders.
Listen to hear how a fictional crisis uncovers real lessons for leaders in any environment.
"Thank God I have done my duty."
This episode explores leadership through the life and legacy of Admiral Horatio Nelson. Gareth and Chris unpack the myth, the reality, and the enduring lessons behind one of Britain’s most iconic naval commanders.
What makes someone a great leader when history elevates them to near‑mythical status? And what happens when we discover the real person beneath the legend?
Nelson’s success came from clear communication, trust, preparation, and personal courage. His “Nelson touch” showed how leaders build unity and belief through simple, human behaviours. While mythmaking distorts history, core leadership principles endure across eras and great leadership is not about perfection but about consistent, purposeful action.
This episode encourages listeners to reflect on what truly builds trust and followership, and why understanding leaders of the past helps us lead better today.
In this the week of remembrance in the UK, we commemorate those who have served and died in conflicts.
In a worthy re-release of a previous episode we sat down with Commander Roly Woods, a retired Royal Navy officer with over 46 years of service, to explore the personal and institutional journey of LGBTQ+ inclusion in the British Armed Forces.
This week's re-release is particularly relevant as only this week at the National Memorial Arboretum the Fighting with Pride team were invited to attend the Armistice Day service, in the presence of HRH The Princess of Wales, at which the Bishop of Lichfield talked of HM The King’s Dedication of the LGBT Armed Forces Community Memorial.
Roly Woods, laid a wreath at the LGBT Armed Forces Community Memorial. The wreath was affixed with a card which read:
“For those members of the LGBT community we have lost, many of whose names we will never know. Lest We Forget.”
As the LGBT Armed Forces Community Memorial Officer for the charity Fighting with Pride, Roly reflected on his early motivations to join the Navy, leadership experiences, and the dramatic transformation of military culture since the lifting of the ban on LGBT personnel in 2000.
Together, we delved into the challenges LGBTQ+ service members faced under institutional discrimination, from living in secrecy, to emotional isolation, to dishonourable discharges and loss of medals. Roly shared deeply moving personal stories and historic insights into how courageous individuals and strong leadership drove systemic change across the Royal Navy, leading to today’s more inclusive and emotionally intelligent environment.
We also discussed the ongoing efforts of Fighting with Pride, including:
- Raising awareness of the Veterans’ Financial Recognition Scheme
- Supporting LGBTQ+ veterans in restoring medals and service records
- Building community through initiatives like the Snowdonia retreat
- Leading the creation of the LGBT Armed Forces Memorial at the National Memorial Arboretum
Whether you’re interested in military leadership, organizational change, or the evolving rights of LGBTQ+ veterans, this episode provides an essential perspective on how empathy, courage, and advocacy can reshape even the most traditional institutions.
Listen now to hear about the untold stories behind the UK military’s transformation, and how leaders like Commander Woods continue to inspire change today.
Leadership is not just about having data. It’s about knowing when the data matters, and how to apply your experience. In a world obsessed with dashboards and algorithms, are you still cultivating your leader’s instinct?
In this episode of Battling with Business, Gareth and Chris dive into one of the most pressing questions for modern leaders: how do you balance data with intuition? From battlefield intelligence to product strategy, they explore when leaders should trust the numbers and when human judgment, instinct, and experience must take the lead.
Data is powerful, but insufficient without human interpretation and strategic context. Intuition is informed by experience, not guesswork. The best leaders fuse insight from multiple data sources rather than rely on one. AI amplifies decision‑making but doesn't replace judgment, creativity, or innovation. Knowing what question to ask is often more important than knowing the answer.
Change is inevitable, but how leaders handle transitions, both their own and their team’s, defines long-term success. In this reflective episode, Chris and Gareth explore the many faces of transition: from promotions and career shifts to redundancy, retirement, and identity change.
Drawing on Chris’s recent personal experience of redundancy, they unpack how leaders can guide themselves and others through the uncertainty of change with honesty, empathy, and resilience. The discussion ranges from the emotional impact of transitions to practical advice on handovers, adaptability, and reframing identity.
They explore how leadership is tested most during times of transition, how managing emotional as well as operational aspects of change is critical. They also discuss how every transition, personal or professional, is an opportunity to grow. Leaders must support both those leaving and those staying behind and change, handled well, strengthens resilience and adaptability.
If you’ve ever faced a major shift in work or life, or led others through one, this episode offers grounded wisdom, humour, and perspective. Tune in to reflect, reset, and rethink how you handle transition.
In this high-stakes episode, a release of one of our very first episodes, Gareth Tennant shares a gripping real-world account of how a small, well-trained team of Royal Marine Commandos outsmarted a group of Somali pirates, and what it reveals about building truly adaptive teams.
Discover how elite military units use repetition, rehearsals, mission command, and common operating procedures to stay agile under pressure. From battlefield coordination to business boardrooms, this episode breaks down the core principles behind high-performance teamwork in unpredictable environments.
Whether you're leading in crisis or just want to level up your team's adaptability, this story-driven episode is packed with actionable insights on resilience, trust, and executing flawlessly when it matters most.
Perfect for leaders, entrepreneurs, and teams who want to thrive under pressure.
Tune in now to learn how to build agile, high-functioning teams that can outpace the unexpected.
In this episode of Battling with Business, hosts Gareth Tennant and Chris Kitchener explore the life and leadership lessons of Sir Richard Branson the entrepreneur, adventurer, and founder of the Virgin Group. Branson’s story is one of audacious vision, relentless optimism, and authentic leadership that continues to inspire generations of business leaders.
What does it take to build a global empire while staying true to yourself, and still have fun along the way? Leadership isn’t about control, it’s about curiosity and courage. Failure isn’t fatal; it’s feedback for the next attempt. Passion and fun can drive exceptional performance. Authenticity builds loyalty faster than authority ever can. Vision, optimism, and risk-taking create lasting impact.
From selling records and surviving a near-drowning in the Atlantic to building airlines and space ventures, Branson’s journey reveals how courage, curiosity, and compassion can coexist with commercial success. Gareth and Chris unpack his philosophy, from hiring to your weaknesses and putting people first to embracing failure as a path to learning.
Tune in to hear how Branson’s life of adventure mirrors the principles of great leadership, and why “Dr. Yes” might just be the ultimate example of leading with positivity.
In this episode of Battling with Business, Gareth Tennant and Chris Kitchener take on the challenge of Red Teaming, a structured way to challenge assumptions, stress test plans, and think like competitors or critics. They put the concept into practice by running a live exercise on air.
Listeners will learn why Red Teaming is different from everyday critique or boardroom debates, how it helps organisations avoid blind spots, groupthink, and overconfidence along with real examples from military operations, business transformations, and the COVID-19 crisis and then finishing up with a quick discussion about practical tools for applying Red Teaming in organisations of any size
Whether you are a CEO, team leader, or individual contributor, this episode will get you thinking differently about planning and resilience. Imagine a business where Red Teaming is a habit rather than a rarity. That's a business far better prepared for the unexpected!
Listen in to learn how Red Teaming can sharpen your strategy and strengthen your leadership.
Gareth Tennant and Chris Kitchener reveal the second half of the UK military’s seven-step planning model, and show how every business can boost resilience and performance with clear, communal frameworks.
This episode focuses on turning strategy into execution: allocating resources, orchestrating timing, defining coordination, and establishing practical control measures. The discussion tackles cross-departmental alignment, reporting cycles, culture, and learning how to manage through real-world complexity and unexpected change. Listeners will discover how the discipline of “chunked” planning and cascading communication connects even the most junior team members to the outcome.
If you’re serious about building agile, winning teams in any industry, don’t miss this practical, engaging conclusion to the Combat Estimate series, and walk away ready to apply a proven template for smarter, faster business execution.
Unlock the secrets of robust planning and flexible leadership by learning from both the battlefield and the boardroom.
In the first episode of our exploration of the British military’s Combat Estimate, Gareth and Chris kick off a two-part deep dive into the UK military's renowned 'Seven Questions' Combat Estimate — a practical, repeatable approach for building resilient teams and effective management strategies.
This episode charts how military planning models, built for complexity and clarity, can transform business practices. Explore why a decision is better than indecision, and why planning is not just about the document but the discussion and alignment across every level. Key takeaways include the power of context, the importance of communicating intent, and the principle that adapting is winning — whether you're leading eight people or a thousand.
Don’t miss the engaging debate on why organizations often rush into execution over thoughtful strategy, and how adopting a repeatable planning framework can drive competitive advantage. Listen now for insights and prepare for Part 2, where Gareth and Chris unravel the remaining questions and reveal how every business can use the Combat Estimate to win in fast-changing environments.
Episode Summary: Dwight D. Eisenhower – Leadership Lessons for Business and Beyond
In this Influencers episode of Battling with Business, Chris and Gareth explore the leadership legacy of Dwight D. Eisenhower — Supreme Allied Commander during World War II and later the 34th President of the United States. Known for his calm authority and strategic thinking, Eisenhower shaped the course of history through coalition building, careful planning, and decisive action.
The conversation unpacks how Eisenhower managed complex teams, balanced powerful personalities, and made critical decisions under pressure skills as relevant to today’s business leaders as they were on the battlefield.
From military command to political leadership, Eisenhower’s legacy offers timeless insights into delegation, organisation, and building trust. Whether you’re leading a team, a business, or just looking to sharpen your decision-making, this episode reveals what modern leaders can learn from Eisenhower’s example.
Rerelease: Command, Leadership & Management
We’re taking a step back into the archive to revisit one of our most listened-to episodes of Battling with Business: our deep dive into command, leadership, and management.
In this conversation, Chris and Gareth unpack the often-confused but vitally important differences between these three concepts. Drawing on both military and business experience, we explore how they overlap, where they diverge, and why understanding the distinctions matters for anyone trying to get the best from their team. Crucially, we highlight why being clear about the differences is especially important in the military, where lives can depend on the balance between command authority, leadership influence, and effective management.
We look at questions such as:
- What makes a good commander versus a good leader or manager?
- Why do organisations so often blur these roles?
- How can clarity improve performance in business, teams, and on the battlefield?
This episode is a straight rerelease — no edits, no new intro — just the original conversation as it was recorded, highlighting lessons on leadership and management that are as relevant today as when we first released it.
In this special episode of Battling with Business, Gareth and Chris are joined by Professor Damian O’Doherty, an academic at the University of Liverpool whose work explores leadership, organisational culture, and critical management studies.
Together, they dive into the philosophy of leadership and management, exploring ideas like: Reconstructing organization: moving beyond modern vs. postmodern management thinking. Loungification of society: why our workplaces (and even leadership styles) might look more like lounges than factories.
The myth of the heroic leader: why hero-worship in leadership can be dangerous and how bureaucracy might be due for a comeback.
Ethnography in business: what we learn when we actually live inside the organizations we study.
This episode is less about practical frameworks and more about challenging ideas that shape how we see leadership today.
In this rereleased episode of Battling with Business, Chris and Gareth unpack one of the most important questions in business and leadership: what is strategy, really?
While many people mistake strategy for a plan, true strategy is something deeper. Strategy is the process of making decisions and allocating resources to achieve long-term goals under uncertainty and change.
✅ In this episode, you’ll learn:
- The difference between strategy and planning.
- Why uncertainty, risk, and competition make strategy essential.
- How to connect vision, mission, and goals to strategic action.
- Practical examples of strategy in business and the military.
🎯 Who is this episode for?
Business leaders, entrepreneurs, managers, consultants, and anyone searching for clear answers to:
- What is business strategy?
- Difference between strategy and a plan
- How to develop a strategy under uncertainty
- Why strategy matters for long-term success
🔍 Whether you’re running a startup or leading in a complex organisation, this episode will give you a practical framework for understanding strategy as a living process — not a static document.
In this Influencers episode, Gareth and Chris shine a light on one of the most overlooked pioneers of leadership and management thinking: Mary Parker Follett. A radical voice from the early 20th century, Follett challenged the rigid, hierarchical models of her time and instead promoted collaboration, empowerment, emotional intelligence, and decentralized decision-making — decades before these ideas were popularized.
Gareth and Chris explore why her ideas were ignored, how they’re still relevant (and often misunderstood), and what lessons leaders can draw from her work in today’s AI-driven world. If you think “power with” sounds obvious, think again — Mary said it first, and it was revolutionary.
In this episode of Battling with Business, Gareth Tennant and Chris Kitchener are joined by Lieutenant Colonel Michael Harvey to explore how games—from ancient board games to modern war gaming and gamified business practices—can teach powerful lessons about leadership, decision-making, strategy, and team behaviour. They challenge the idea that games are childish or trivial and show how, when used properly, they become serious tools for simulating complex situations, developing strategy, breaking down biases, building trust, and improving communication. From role-playing games and corporate war gaming to gamified cybersecurity and leadership development, the trio dive deep into how games can help leaders and teams thrive in uncertainty.
If you think games are just for kids, think again.
In this rereleased episode of Battling with Business, hosts Chris and Gareth explore one of the most misunderstood areas of organisational strategy: the difference between mission, purpose, vision, and goals — and how they work together to drive business success.
What you’ll learn in this episode:
- The true meaning of purpose in business and why it matters.
- How a clear mission statement guides daily operations.
- What a compelling vision looks like and how it inspires long-term direction.
- How to set strategic goals that align with your purpose, mission, and vision.
🎯 Whether you’re a business leader, entrepreneur, manager, or consultant, this episode will help you:
- Avoid common mistakes in strategic planning.
- Align teams with a clear and motivating direction.
- Build a strong organisational foundation for sustainable growth.
🔍 Perfect for listeners searching for:
- “Difference between mission and vision”
- “What is business purpose?”
- “How to set strategic goals”
- “Vision vs mission vs purpose vs goals”
- “How to align business strategy”
This episode offers clear explanations, practical insights, and real-world examples to help you better understand and apply these key concepts in your own organisation.
In this episode of Battling with Business, Gareth and Chris welcome psychologist and workplace culture expert Lisa Lloyd. Together, they dive deep into the emotional and psychological dynamics that underpin effective leadership and high-performing teams.
Lisa brings insights from her work in psychology and behavioural science, exploring the importance of understanding emotional needs, building trust, and creating psychological safety. The conversation debunks leadership myths, discusses how to be vulnerable without undermining authority, and outlines how even the smallest behaviours shape culture.
Whether you're a seasoned leader or just stepping into management, this episode challenges you to reflect, connect, and lead with greater awareness.
In this episode of Battling with Business, Gareth and Chris delve into the life and leadership of Arthur Tedder, Marshal of the Royal Air Force and one of the most underrated military figures of WWII. Far from the front-page headlines, Tedder played a crucial strategic role as Eisenhower’s deputy, reshaping how air power supported ground operations and building the logistical frameworks that helped win the war.
We explore Tedder’s journey from fighter pilot to senior commander, highlighting his diplomatic skills, cross-service curiosity, and ability to combine strategy with operational execution. This is a conversation about what it really takes to lead at scale—and why the best leaders are often
not the loudest ones.
In the Second of two episodes of Battling with Business, Chris and Gareth visit the Royal Air Force Tedder Leadership Academy to explore the core themes of leadership, management, and command with: Group Captain Emma Keith and Warrant Officer Mark Willis.
Together, they delve into:
- The distinct but interrelated roles of leadership, management, and command in military and civilian contexts.
- How the RAF develops and nurtures leaders across all ranks and trades.
- The importance of self-awareness, emotional intelligence, and authenticity in effective leadership.
- The evolving challenges of leading in a modern, multi-domain environment.
- Reflections on how leadership theory is translated into practical delivery through real-world experience and education.
- Insights into how the Tedder Academy is shaping the next generation of RAF leaders and contributing to wider Defence thinking.
- What is the role of legacy and handing over command.
This episode provides a fascinating window into the RAF’s leadership philosophy and raises thought-provoking questions about what it takes to lead well under pressure, whether in uniform or in business.
In the first of two episodes of Battling with Business, Chris and Gareth visit the Royal Air Force Tedder Leadership Academy to explore the core themes of leadership, management, and command with: Group Captain Emma Keith and Warrant Officer Mark Willis.
Together, they delve into:
- The distinct but interrelated roles of leadership, management, and command in military and civilian contexts.
- How the RAF develops and nurtures leaders across all ranks and trades.
- The importance of self-awareness, emotional intelligence, and authenticity in effective leadership.
- The evolving challenges of leading in a modern, multi-domain environment.
- Reflections on how leadership theory is translated into practical delivery through real-world experience and education.
- Insights into how the Tedder Academy is shaping the next generation of RAF leaders and contributing to wider Defence thinking.
- What is the role of legacy and handing over command.
This episode provides a fascinating window into the RAF’s leadership philosophy and raises thought-provoking questions about what it takes to lead well under pressure, whether in uniform or in business.
In this powerful episode of Battling with Business, we sit down with Commander Roly Woods, a retired Royal Navy officer with over 46 years of service, to explore the personal and institutional journey of LGBTQ+ inclusion in the British Armed Forces. Now the LGBT Armed Forces Community Memorial Officer for the charity Fighting with Pride, Roly reflects on his early motivations to join the Navy, leadership experiences, and the dramatic transformation of military culture since the lifting of the ban on LGBT personnel in 2000.
Together, we delve into the challenges LGBTQ+ service members faced under institutional discrimination — from living in secrecy, to emotional isolation, to dishonourable discharges and loss of medals. Roly shares deeply moving personal stories and historic insights into how courageous individuals and strong leadership drove systemic change across the Royal Navy, leading to today’s more inclusive and emotionally intelligent environment.
We also discuss the ongoing efforts of Fighting with Pride, including:
- Raising awareness of the Veterans’ Financial Recognition Scheme
- Supporting LGBTQ+ veterans in restoring medals and service records
- Building community through initiatives like the Snowdonia retreat
- Leading the creation of the LGBT Armed Forces Memorial at the National Memorial Arboretum
Whether you’re interested in military leadership, organizational change, or the evolving rights of LGBTQ+ veterans, this episode provides an essential perspective on how empathy, courage, and advocacy can reshape even the most traditional institutions.
Listen now to hear about the untold stories behind the UK military’s transformation — and how leaders like Commander Woods continue to inspire change today.
Podcast Summary – Influencers: Ruth Bader Ginsburg
In this episode, Chris and Gareth explore the remarkable life and enduring influence of Ruth Bader Ginsburg, examining how her strategic legal work reshaped gender equality in the United States. They discuss her legacy as a pioneering advocate for women’s rights, her resilience in the face of societal and professional obstacles, and her ability to drive lasting change through case law and coalition-building.
Using examples like the 20-mph speed limit in Wales, they reflect on the human tendency to resist change before ultimately embracing it—paralleling the societal shifts Ginsburg helped spark. The conversation also delves into broader themes of feminism, the evolving role of women in the military and workforce, and how curiosity and open dialogue can influence personal growth and collective progress.
From her ground-breaking legal achievements to her surprising cultural impact—including appearances in Deadpool 2 and Lego form—this episode highlights how Ginsburg’s legacy continues to inspire across political, social, and generational lines. Chris and Gareth underscore the power of conversation, respect across divides, and the courage to challenge the status quo in pursuit of a fairer world.
In this episode, Chris and Gareth reflect on their recent research trip to the Ardennes forest, delving into the leadership, innovation, and operational lessons drawn from key World War II battles, particularly the Battle of the Bulge. Through site visits and historical analysis, they explore the contrasting leadership styles of figures like Adolf Hitler, Dwight D. Eisenhower, and Joachim Peiper.
They discuss how Eisenhower’s decentralized “mission command” approach enabled Allied adaptability, while Hitler’s rigid and delusional control hampered German success. The conversation also tackles the controversial figure of Peiper, debating whether effectiveness can excuse unethical leadership, and draws comparisons with other military leaders like Paddy Mayne.
Chris and Gareth also examine differences in German and Allied military innovation, contrasting the over-engineered but unreliable German Tiger tanks with the more pragmatic and adaptable American Sherman. Drawing lessons for modern leadership and business, they warn against betting on singular, complex solutions instead of scalable, flexible systems.
From the surprising utility of the German “Jerry can” to the broader challenges of making decisions under pressure, this episode blends tactical insight with strategic reflection, offering valuable takeaways for leaders in any field.
In this episode, Chris is joined by author Robert O’Connor to discuss his historical fiction novel 'Jeep Show', a compelling story set during the Battle of the Bulge. Through the eyes of a US Army entertainer turned accidental soldier, we explore the vital role of morale, the hidden power of small, agile teams, and what it means to lead by simply showing up.
Expect insights into:
-
Why “being there” can be more powerful than big speeches
-
How organizations (military or otherwise) respond when missions change
-
What WW2 can teach modern leaders about team resilience
A must-listen for anyone interested in leadership, history, and human behaviour under pressure.
In this episode of Battling with Business, Chris and Gareth explore the evolving concept of power and its critical role in leadership, politics, and strategic decision-making. From the influence of tech giants like Amazon and Facebook to the personal power wielded by figures like Elon Musk, the discussion highlights how power is becoming both more dispersed and more concentrated in today’s complex environment.
They examine how power functions as the currency of politics and the purpose of strategy, and how leaders must skilfully navigate organisational and national-level politics to achieve meaningful outcomes. The conversation also covers internal dynamics—what Chris calls "small politics"—and how these influence team cohesion, decision-making, and long-term success.
Reflecting on recent personal updates, including experiments with drones and team-building weekends, Chris also raises important ethical questions about the responsible use of power. The team delve into the risks of power abuse, the fragility of checks and balances, and the moral responsibility of leadership. Past podcast episodes are referenced to build on these themes, including insights from guests at RAF Cranwell and discussions on historical leaders like Stalin.
🔎 Key topics include:
- What is power and how does it influence outcomes?
- The intersection of politics, leadership, and strategy
- Organisational politics vs national political power
- The risks and responsibilities of power in leadership
- Why balance, accountability, and ethical reflection matter
Don’t miss this thoughtful exploration of how power shapes everything from boardroom decisions to battlefield outcomes. Subscribe now and join the conversation on navigating influence in a rapidly changing world.
This week’s episode of Battling with Business takes a unique twist, as host Gareth Tennant is interviewed by Dr Lisa Lloyd on her podcast, Beyond the Water Cooler. In a wide-ranging conversation, Gareth shares insights from his military background and explores how these lessons can be applied in the world of business and leadership.
Together, they delve into the critical difference between strategy and tactics, highlighting why understanding both is essential for effective decision-making. Gareth explains the concept of Mission Command, a military philosophy that fosters empowerment, autonomy, and psychological safety—key ingredients for building resilient, high-performing teams.
The discussion also emphasises the value of mastering the basics, allowing individuals and teams to focus their mental bandwidth on handling the unexpected. Gareth shares practical ideas on how to train people to become comfortable with uncertainty, rather than simply reacting to it.
The episode concludes with a compelling story about a coffee shop chain struggling with brand loyalty and customer satisfaction. Through a wargaming exercise, Gareth helped them identify a need for frontline judgement training—empowering staff with guidelines rather than rigid rules. The shift not only improved employee morale but also enhanced the customer experience.
Whether you’re leading in a boardroom or on the battlefield, this episode offers practical leadership lessons on autonomy, adaptability, and decision-making under pressure.
🎧 Listen now to discover how military thinking can transform your business approach.
If you would like to hear more from Lisa Lloyd then check out 'Beyond the watercooler' at the link below.
https://podcasts.apple.com/gb/podcast/beyond-the-water-cooler/id1608058237
In the second part of our Influencers series on Joseph Stalin, hosts Chris and Gareth dive deep into Stalin's rise to power, his manipulation of leadership dynamics, and his long-lasting impact on global politics. Drawing comparisons to modern influencers like Donald Trump and recent events such as tariff wars, they explore how powerful figures can shift the world order.
This episode examines Stalin’s consolidation of power, including the elimination of rivals like Trotsky and Kirov, the Holodomor famine caused by forced collectivization, and the culture of fear that stifled opposition—paralleling toxic leadership in today’s workplaces. The discussion also covers Stalin’s complex relationship with Hitler, the Soviet response to WWII, and the geopolitical fallout of the Potsdam Conference and the Cold War.
Gareth and Chris conclude by reflecting on Stalin’s brutal legacy, including the purges of scientists and doctors, and the ongoing romanticization of his regime despite its horrors. They unpack the psychological and organizational lessons leaders today can learn from Stalin’s example—both in what to emulate and what to avoid.
Listen now for insights into leadership, influence, and how historical patterns continue to shape today’s political and corporate environments.
In this gripping episode of Battling with Business, Chris and Gareth dive deep into the life, leadership, and lasting influence of Joseph Stalin. Framed through the lens of influence, the discussion explores how Stalin’s grip on power extended beyond political control to institutionalised fear, ideological purges, and a legacy that echoes into modern Russia and beyond.
The episode unpacks Stalin’s early life—from his impoverished childhood, physical impairments, and formative education to his calculated persona as a strong, charismatic leader. Chris and Gareth analyse how Stalin's intelligence and interpersonal skills played a key role in his rise through the ranks of the Communist Party, including his first encounters with Lenin and Trotsky.
Listeners will hear a critical breakdown of Stalin’s leadership style: a mix of ideological commitment, brutal pragmatism, and manipulative power plays. The conversation highlights his expansion of the gulag system, his paradoxical stance on protecting the poor, and his personal relationships that reflect both strength and cruelty.
A thought-provoking segment compares Stalin with Adolf Hitler, questioning why Hitler is often viewed as the ultimate symbol of evil in the West, despite Stalin’s higher death toll. The hosts explore public perception, wartime narratives, and the nuanced history of Soviet influence in regions like Ukraine.
This episode sets the stage for a follow-up conversation on Stalin's role during World War II and the enduring relevance of toxic leadership in modern organisations.
In this second instalment of our compelling two-part conversation, Gareth takes the lead as we welcome back Colonel Oliver Lee OBE—former Royal Marines officer and proven civilian leader—for an unflinching and deeply personal exploration of transition, adaptability, and the enduring nature of authentic leadership.
Picking up from where we left off, Oliver shares the emotional and professional turbulence that followed his resignation from the Royal Marines—a decision driven by moral conviction. Far from a smooth exit, he describes the profound disorientation, grief, and practical uncertainties of stepping away from a two-decade military career. With honesty and insight, Oliver details how he rebuilt his belief system, repackaged his skills, and ultimately redefined his purpose in the civilian world.
The conversation delves into the hard truths of career reinvention: from navigating executive search firms and confronting misconceptions about military experience, to discovering that leadership, at its core, transcends uniforms, industries, and job titles. Oliver challenges the notion that military leadership is inherently different, arguing persuasively that values like care, courage, and integrity apply just as powerfully in business and social enterprise.
Together, Gareth, Chris, and Oliver explore what civilian organisations can learn from the military—and vice versa—touching on themes of diversity, adaptability, and the critical importance of surrounding oneself with complementary perspectives. Oliver’s reflections on inclusion, emotional resilience, and leading in unfamiliar contexts make for a rich and inspiring listen.
🎙️ Whether you're a senior leader, a transitioning professional, or just starting your journey, this episode offers powerful lessons in courage, humility, and growth—on both sides of the uniform.
🔔 Subscribe to Battling with Business for more conversations that get to the heart of leadership, strategy, and the human dynamics that shape them. And if you missed our first episode with Oliver, go back and catch up—these stories are too important to miss.
In this powerful episode of Battling with Business, Chris is joined by Colonel Oliver Lee OBE, a former Royal Marines officer and internationally respected leader, for a compelling discussion on leadership, integrity, and moral courage.
From leading Royal Marines on operations to shaping organisational culture at the highest levels, Oliver shares his unique leadership journey, starting with a playground protest at age ten and culminating in senior command roles in Afghanistan and Whitehall. He speaks candidly about the principles that guided him throughout his career, the importance of putting people first, and the moral strength needed to lead authentically—even when it comes at personal cost.
Together, Chris and Oliver explore the difference between individual and institutional moral courage, using case studies like Sgt Al Blackman to demonstrate the complexity and stakes involved. The conversation delves into Oliver’s controversial experience during the Sgt Al Blackman incident in Afghanistan, and his eventual resignation in protest—a move driven by his belief that the issue went far deeper than one individual.
They also discuss the tensions between personal values and organisational culture, especially in high-pressure environments, and the challenges of transitioning from military to civilian leadership. Oliver’s reflections on vulnerability, responsibility, and the importance of authentic leadership provide a rich source of inspiration and insight for anyone leading in complex systems.
🎙️ This is a must-listen episode for leaders in all fields—military, business, or public service—who are grappling with questions of integrity, culture, and the courage to do what’s right.
🔔 Subscribe to Battling with Business for more conversations that get to the heart of leadership, strategy, and the human dynamics that shape them. Be sure to catch our upcoming follow-up with Oliver, where Gareth leads the next phase of this important discussion.
In this thought-provoking episode of Battling with Business, Chris and Gareth tackle a topic that’s often the butt of jokes and frustration: bureaucracy. But rather than dismissing it, they make a compelling case for why bureaucracies are essential to the smooth functioning of complex systems—from air travel safety to food distribution and nuclear waste management.
They explore how well-designed bureaucracies can drive efficiency, enable innovation, and ensure that large-scale operations don’t descend into chaos. While acknowledging that bureaucracy can be slow, inefficient, or overly rigid, they argue that the real issue lies not in the idea of bureaucracy itself, but in how it’s managed—and by whom.
Chris and Gareth challenge the populist narrative that sees bureaucracy as needless red tape, suggesting that reform should be led by experts with a deep understanding of systems, rather than those looking for easy wins or headlines. They discuss the importance of short feedback loops, safe-to-fail environments, and the kind of intellectual curiosity that encourages thoughtful change over reckless disruption.
The conversation also touches on the geopolitical risks of cutting foreign aid and dismantling key bureaucratic functions without understanding their consequences—highlighting, for example, the vital role bureaucracy plays in international stability and diplomacy.
This episode is a robust defence of structure, process, and institutional memory, and a reminder that behind every system that works, there are usually dedicated people quietly making it happen.
🔔 Subscribe to Battling with Business for more insightful discussions on leadership, strategy, and the systems that shape our world. If you enjoy the episode, don’t forget to share it and let us know what topics you’d like us to cover next!
olarising nature of Trump’s policies and whether time—and the benefit of hindsight—is essential in fairly judging his effectiveness as a leader.
A major theme in this episode is Trump as a brand. Long before the White House, ‘Trump’ was a household name, and Chris and Gareth dissect how he leveraged that brand for influence and profit while in office. They delve into the moral implications of making money from the presidency, exploring the conflicts of interest this creates, and ask whether the norm-breaking behaviour that fuels outrage is actually the glue that binds his base—many of whom feel frustrated and disenfranchised by the political establishment.
Chris poses the question of how much Trump’s fame—particularly as the star of The Apprentice—shaped his rise to power. This sparks a discussion on actual success versus perceived success, with Gareth arguing that it’s the perception of success that seems to drive Trump above all else.
The episode rounds off with a look at the idea of the 'cult of personality', and how Trump’s magnetic influence has led many supporters to abandon previously held beliefs. Finally, they consider whether his chaotic communication style—flooding the zone with noise or throwing out political ‘dead cats’—is part of a deliberate strategy to distract from more sinister motives, or simply a by-product of managed chaos.
🎙️ This episode brings thought-provoking insights into power, perception, and personality in modern leadership.
🔔 Subscribe to Battling with Business for bold conversations on leadership, influence, and the figures reshaping our world. Don’t miss this conclusion to a fascinating two-part exploration.
Podcast Episode Summary: The Leadership and Influence of Donald J. Trump – Part 1
In this first episode of a two-part series, Chris and Gareth take an in-depth look at the leadership, influence, and controversial legacy of Donald J. Trump, the 45th and 47th President of the United States. From his rise as a businessman to his time in the White House, they examine the key traits that made him such a powerful and divisive figure—his charisma, communication style, and unconventional approach to leadership.
How did Trump use branding, media influence, and populism to command loyalty and disrupt traditional politics? Was he a brilliant strategist, a master of persuasion, or simply a product of a changing political landscape? And what can leaders in business and beyond learn from his successes—and his failures?
This is just the first of two episodes exploring Trump’s impact. Be sure to tune in next time as we examine his long-term legacy and the lessons his leadership offers for the future.
🔔 Subscribe now to Battling with Business for thought-provoking discussions on leadership, strategy, and the figures who shape the world around us!
Battling with Business Podcast: The Untold Story of Elżbieta Zawacka ‘Zo’ – WWII Spy, Resistance Fighter & Special Forces OperativeIn this episode of Battling with Business, Chris is joined by award-winning author and historian Claire Mulley to uncover the extraordinary true story of Elżbieta Zawacka, the legendary WWII resistance fighter, SOE agent, and Special Forces operative known as ‘Zo.’
One of the most remarkable yet overlooked heroes of World War II, Zo was the only woman to travel from Warsaw to London as an emissary of the Polish Home Army command, completing two high-risk missions before undergoing elite Special Operations Executive (SOE) training in Britain. She then became the only female member of the Silent Unseen (Cichociemni), Poland’s most elite special forces, and the only woman to parachute into Nazi-occupied Poland.
Operating under extreme danger, Zo conducted espionage, sabotage, and intelligence-gathering missions, all while being relentlessly hunted by the Gestapo, who arrested her entire family in an attempt to break her. Despite this, she took a leading role in the Warsaw Uprising, helping to orchestrate resistance efforts against Nazi occupation and fighting for Poland’s liberation.
After the war, Zo’s sacrifices were met with injustice. The Soviet-backed Communist regime imprisoned her and suppressed her story for over 40 years. Yet she remains one of the most highly decorated women in Polish history, a symbol of resilience, strategic brilliance, and leadership under extreme pressure.
Through exclusive archival research and interviews with those who knew and fought alongside her, Claire Mulley brings Zo’s legacy back to life. This discussion delves into the hidden history of female spies, WWII resistance fighters, intelligence operations, and leadership in warfare, drawing powerful parallels between military strategy, resilience, and decision-making in business today.
🎧 Listen now to uncover the hidden history of WWII’s forgotten heroine and the leadership lessons from one of the war’s most fearless operatives.
In the second part of this insightful series, Chris and Gareth continue their chat with Dave Anderson, a former sniper and platoon weapons instructor from the Royal Marines. They dive into leadership, psychological safety, and decision-making in high-stakes environments.
Embracing Mistakes for GrowthDave highlights how embracing mistakes fosters growth. He stresses the importance of a psychologically safe environment where feedback flows freely, helping teams learn and adapt. Leaders who encourage resilience and continuous improvement can drive organisational transformation.
Psychological Safety in TrainingDave shares a powerful story about a training incident that underscored the importance of psychological safety. Creating an environment where mistakes can be reported without fear is crucial for both military and corporate teams.
Sniper Insights and Leadership TransitionFrom the perspective of a sniper, Dave discusses intelligence gathering, denying enemy movement, and supporting patrols. He also reflects on his transition from combat to leadership, deepening his understanding of human behaviour and decision-making.
Effective Training and Breaking Rank BarriersChris and Dave explore the challenges of traditional military training, where seniority often outweighs expertise. They advocate for professionalising instructor roles to create more inclusive learning environments and empower team members.
Decision-Making in High-Stakes SituationsEffective leadership means making tough decisions under pressure. Dave emphasises the value of psychological safety for open communication and sound judgement, helping teams navigate critical scenarios with confidence.
Accountability and Distributed LeadershipDave champions the idea of distributed leadership, encouraging accountability at all levels. By empowering individuals to take ownership, organisations foster resilience, agility, and high performance.
Combating the Normalisation of DevianceDave and Chris discuss the risks of normalising unsafe behaviours. Drawing from military and aviation examples, they emphasise the importance of leaders maintaining rigorous safety standards and challenging complacency.
Leadership, Integrity, and Ethical Decision-MakingIntegrity and ethical leadership are at the heart of effective teams. Dave shares lessons on the impact of values-driven leadership, while Chris reflects on examples of both toxic and exemplary leadership.
Tune in to Part 2 of this powerful conversation with Dave Anderson on Battling with Business!
In the first part of our compelling two-part series of Battling with Business, Chris and Gareth sit down with Dave Anderson, a former sniper and platoon weapons instructor from the Royal Marines, to explore the intricacies of leadership, hierarchy, and information influence. Drawing from military experiences and historical case studies, Dave shares powerful insights into the dynamics that shape decision-making, communication, and innovation within organisations.
Key Topics Discussed:1. The Power of Hierarchy and Authority:
- Dave examines a fascinating case study of a 1974 United Airlines flight, where the reluctance to challenge authority had fatal consequences.
- He highlights the importance of creating environments where constructive challenges are encouraged.
-
Learn why psychological safety is essential for open communication and how it can prevent critical mistakes.
-
Understanding Organisational Culture:
-
Using the iceberg metaphor, Dave explains how visible artefacts often mask the deeper beliefs and values that define organisational culture.
- Explore how cultural artefacts can be misinterpreted without context and how shared beliefs shape behaviours.
-
Gain insights into fostering a growth mindset that promotes learning and innovation.
-
Building Psychological Safety:
-
Discover the key principles of psychological safety and why it’s foundational for high-performing teams.
- Dave shares strategies to test and ensure psychological safety within organisations.
-
Learn how leaders can create trust, encourage feedback, and facilitate open communication.
-
Adaptability and Innovation in Teams:
-
Dave, Chris and Gareth discuss the shift from traditional, transactional leadership to inclusive leadership approaches.
- Understand the value of diverse thinking in dynamic environments.
- Explore how growth mindsets and psychological safety drive innovation and resilience.
Why Listen? Whether you’re a business leader, team manager, or simply curious about leadership lessons from the military, this episode offers actionable insights to foster stronger teams and enhance organisational culture. Dave’s experiences and thought-provoking perspectives provide a unique lens on navigating complexity and driving success.
Stay tuned for Part 2, where Chris, Gareth, and Dave continue the conversation, delving deeper into leadership, culture formation, and the role of embracing mistakes and the risk of normalising deviancy.
Trump, NATO, and the Future of Global LeadershipIn this special emergency episode of Battling with Business, Gareth and Chris react to the immediate aftermath of the White House meeting between President Donald Trump and Ukrainian President Volodymyr Zelensky. They dissect Trump’s erratic and seemingly irrational approach to foreign policy, particularly his dismissive stance on NATO and his failure to stand up to Russian aggression. The discussion highlights how Trump and his Vice President, JD Vance, posture as strongmen yet repeatedly demonstrate cowardice—bullying allies while avoiding direct confrontation with real threats.
The conversation focuses on the Ukraine conflict, unequivocally stating that Vladimir Putin is the aggressor. Rather than pressuring Ukraine, the US and its allies should be holding Russia accountable for its blatant disregard for international law and sovereignty. Yet, Trump’s transactional worldview seems to reward aggression while undermining the very alliances that have kept global stability for decades.
Chris and Gareth explore how nationalism and populism have enabled leaders like Trump to manipulate fear and uncertainty for political gain. They discuss whether his actions are part of a chaotic short-term strategy or a deeper, more troubling shift in global power dynamics. With the US appearing increasingly unreliable, they question whether Europe must now take a more assertive role in countering Russian aggression and defending democratic values.
The episode concludes with a reflection on the dangers of weak leadership masquerading as strength and a call for principled leadership in both politics and business. A lighter topic is promised for the next episode—after all, there's only so much geopolitical madness one can take in a week!
Exploring Team Dynamics, DEI Backlash, and Change ManagementIn this episode of Battling with Business, Chris and Gareth explore the complexities of teamwork, leadership, and organisational change. Despite recording over 100 episodes, they acknowledge that the secret to building successful teams and businesses remains elusive. Their discussion is sparked by recent pushback against Diversity, Equity, and Inclusion (DEI) initiatives, both in the US and the UK, as well as the broader challenges of implementing change in polarised environments.
Overcoming Resistance to Change & DEI InitiativesChris discusses the difficulties of introducing change, using Scrum in software development as an example. He highlights how polarisation, oversimplification, and bad actors can derail progress. The duo examine the backlash against DEI efforts, emphasising the importance of strong leadership in navigating sensitive discussions on inclusivity and workplace diversity.
Leadership, Politics & the Overton WindowThe episode delves into how political division and populism influence decision-making, as well as the shifting Overton Window—how public discourse shapes societal norms. Chris argues that true leadership requires a moral compass, ethical decision-making, and a commitment to unity over division.
Managing Change Without Losing ProgressKey themes include how to drive meaningful change while avoiding unintended consequences. From immigration policy to NHS funding, Chris and Gareth explore how shifting conversations can alter public perception and decision-making. They stress the need for clear communication, adaptability, and short feedback loops to ensure sustainable progress.
Key Takeaways:✔️ How polarisation affects team dynamics and organisational change
✔️ Why DEI backlash exists and how leaders can navigate it
✔️ The role of the Overton Window in shaping societal debates
✔️ Strategies for managing change while maintaining progress
Tune in for an insightful discussion on leadership, strategy, and driving positive change in a complex world. 🎙️
In this influencers episode, Chris and Gareth explore the life, legacy, and strategic impact of Amelia Earhart, examining how her pioneering achievements resonate in today’s world of influence and leadership. They analyse Earhart as an early influencer, discussing how her aviation feats, media presence, and personal brand shaped perceptions of women in leadership and adventure.
Drawing parallels to modern influencers, they explore whether today’s influential figures take a tactical or strategic approach in shaping public opinion and driving change. They debate whether Earhart’s legacy was driven by personal ambition or a broader mission to challenge gender norms, comparing her to modern figures who navigate branding, media attention, and social movements.
The discussion broadens to the challenges of influence in modern society, including navigating political correctness, freedom of speech, and the balance between authenticity and public expectations. Chris and Gareth also touch on the broader impact of diversity initiatives, questioning how businesses and leaders can integrate inclusion effectively without compromising organisational objectives.
Looking ahead, they plan to continue exploring the intersection of influence, leadership, and historical figures, providing fresh perspectives on what it means to shape industries and drive meaningful change.
In this episode of Battling with Business, Chris and Gareth delve into the fundamentals of crisis management for the second time, highlighting the importance of preparation, adaptability, and strategic leadership in uncertain environments. Drawing on military and business perspectives, they discuss how organisations can build resilience, improve decision-making under pressure, and turn crises into opportunities for growth.
The discussion expands to the emerging Chinese AI model, Deep Seek, and its potential impact on major US tech firms like Nvidia. Chris and Gareth analyse how the model’s lower cost and processing power requirements could challenge Nvidia’s dominance and reshape the AI landscape. They also explore Nvidia’s strategic response, including its ecosystem advantages, hardware innovation, and pricing strategies.
The episode also examines branding during crises, stressing the risks of overreaction, the necessity of transparent communication, and the balance between short-term survival and long-term reputation.
Crisis Management and Navigating Rapid Change: Leadership Lessons for Thriving in Uncertainty
In this insightful episode of Battling with Business, hosts Chris and Gareth delve into the essential topic of crisis management, sharing their vast experience from both military operations and business leadership. They examine the concept of the "2.4 moment"—a pivotal military term describing sudden, significant changes that render established plans and procedures obsolete.
Throughout the episode, Chris and Gareth explore three distinct types of change:
- Anticipated changes with a plan
- Unplanned changes that still allow for resourceful adaptation
- Rapid, unexpected changes that disrupt decision-making cycles
By drawing on real-world examples and offering valuable insights, they provide listeners with practical strategies for recognizing, navigating, and managing crises, whether in a business, military, or personal context.
The discussion culminates with a powerful example from Admiral Bill McRaven’s mission to capture Osama bin Laden, illustrating how meticulous preparation and adaptability can turn chaos into a successful mission.
Whether you're a business leader, manager, or simply someone facing change in everyday life, this episode offers essential lessons on resilience, quick decision-making, and the importance of thriving in unpredictable environments. Tune in for expert insights into overcoming crises and staying effective in times of uncertainty.
How to Say No and When to Say No More: Leadership Lessons from Military History
In this powerful episode of Battling with Business, hosts Gareth Tennant, a former Royal Marines officer, and Chris Kitchener, an accomplished product manager, explore the art of saying “no” in leadership and decision-making. Drawing on lessons from military history, they discuss when to hold the line, when to push back, and how to identify the right moments to stop pursuing ineffective strategies.
The conversation begins with Chris sharing a fascinating piece of military history, which leads to a lively discussion on the importance of strategic decision-making and the courage it takes to say no—both in the battlefield and the boardroom. Gareth and Chris reflect on how historical leaders used the power of "no" to inspire focus, maintain clarity, and achieve extraordinary outcomes under pressure.
Listeners are treated to engaging anecdotes and actionable insights as the hosts explore the role of resilience, teamwork, and communication in understanding when to stick to a strategy and when to change course. They discuss how saying no can safeguard resources, protect morale, and set teams up for long-term success.
Whether you’re a leader struggling to balance competing priorities, a history enthusiast curious about the parallels between military strategy and business, or simply someone eager to master the art of assertive decision-making, this episode is packed with practical wisdom. Tune in to discover how saying no can be a powerful leadership tool that drives clarity, focus, and results.
In this episode of "Battling with Business," Chris and Gareth explore the multifaceted nature of leadership, focusing on tenacity, trust, and the critical role of organisational culture. Drawing on the insights of Admiral William 'Bill@ McRaven and from their own experiences in the military and business, they share practical advice and thought-provoking perspectives on what it takes to lead effectively.
The episode opens with a discussion on tenacity in leadership, highlighting the importance of resilience, adaptability, and curiosity. Chris and Gareth emphasise that true leadership is not just about experience but also about the willingness to embrace new challenges and perspectives.
Key Themes Explored:1. Self-Help Insights and Leadership Examples
Chris reflects on lessons from Bear Grylls and Admiral William McRaven, highlighting the simplicity yet difficulty of effective leadership principles. They discuss McRaven's book, "The Wisdom of the Bullfrog," and its actionable insights on integrity, humility, and resilience.
-
Admiral McRaven’s Career and Leadership Style
The hosts delve into the remarkable career of retired Admiral McRaven, from his Navy SEAL training to his leadership during Operation Neptune Spear. They explore his emphasis on detailed planning, risk assessment, and leading with humility, offering lessons applicable to both military and civilian leadership. -
Trust and Team Dynamics
Chris and Gareth discuss the importance of trust in leadership, emphasising that trust is built gradually and must be nurtured carefully. They tackle the tension between setting ambitious goals and maintaining trust, stressing the need for transparency and thoughtful communication. -
Cultivating Organisational Culture
Using the analogy of a garden, Gareth explains that culture cannot be imposed but must be cultivated with care. The duo explores how leaders can create environments that foster motivation, alignment, and positivity, setting the stage for high-performing teams. -
Confidence, Humility, and Resilience
The discussion highlights the balance between confidence and humility in leadership. Chris and Gareth stress the importance of leaders demonstrating resilience and energy, even in challenging times, while remaining authentic and relatable to their teams. -
Leaving a Legacy and Owning Mistakes
The episode concludes with reflections on integrity, legacy, and the value of learning from failures. Gareth and Chris agree that great leadership is about leaving behind something meaningful while inspiring others to do the same.
This episode is packed with practical strategies and timeless insights for leaders at all levels, blending personal experiences with lessons from some of the world’s most respected figures in leadership.
In this compelling episode of Battling with Business, Chris and Gareth continue their detailed examination of Winston Churchill, one of history's most iconic and controversial leaders. This second part of the two-episode series delves deeper into Churchill’s leadership during some of the 20th century's most critical moments, offering fresh insights into his life, career, and the lessons modern leaders can draw from his example.
Key Topics Covered:* Winston Churchill's Early Life and Career: Learn how Churchill’s adventurous spirit and resourcefulness paved the way for his rise to prominence, despite his poor academic performance. Chris and Gareth reflect on how unconventional traits, often overlooked by traditional leadership models, were integral to his success. * Churchill’s Strategic Military Leadership: From his role as First Lord of the Admiralty to his efforts in developing tanks and the Royal Naval Air Service, the discussion highlights Churchill’s visionary approach and willingness to innovate, even when faced with controversy. * The Gallipoli Campaign and Its Aftermath: The hosts explore Churchill’s decision to attack Turkey during the First World War, the campaign’s failure, and how he demonstrated resilience by continuing to serve with determination despite the setback. * Leadership in the Second World War: Churchill’s famous speeches, his unwavering pursuit of victory against Nazi tyranny, and his ambitious proposal for a Franco-British Union underscore his strategic thinking and charismatic leadership. * Balancing Leadership Styles: Chris and Gareth discuss how Churchill adapted his leadership style to navigate the cultural shifts between peacetime and wartime leadership, likening him to a modern entrepreneur who thrives on innovation and resilience. * Churchill’s Controversial Decisions: From his response to the Beveridge Report to his approach to area bombing in Germany, the conversation delves into Churchill’s pragmatic yet divisive choices, reflecting on the moral complexity faced by leaders in times of crisis. * Resilience and Persistence: The hosts emphasise Churchill’s motto, "Keep Buggering On," and its relevance for leaders today, drawing parallels with the importance of small, consistent actions in driving progress—a lesson applicable to any business or personal challenge.
Why This Episode Matters for Leaders TodayChris and Gareth celebrate Churchill’s undeniable achievements while critically examining his flaws, providing a balanced perspective on what made him a leader for the ages. They argue that Churchill’s unconventional path highlights how traditional measures of success often fail to capture the unique qualities that define extraordinary leaders.
This episode is brimming with valuable insights for anyone interested in leadership, history, or personal development. Whether you’re a business leader, a student of history, or simply fascinated by Churchill’s larger-than-life character, you’ll find actionable lessons and inspiration in this discussion.
Don’t Miss This EpisodeTune in to Battling with Business for an in-depth exploration of Winston Churchill’s leadership legacy. Discover how his courage, adaptability, and unconventional approach shaped his success—and what it can teach us about leading in today’s complex and ever-changing world.
In this thought-provoking episode of Battling with Business, Chris and Gareth take an in-depth look at the extraordinary life and leadership of Winston Churchill. From his turbulent early years to his pivotal role as Britain’s wartime Prime Minister, they explore the defining moments, leadership traits, and controversies that shaped one of history’s most iconic leaders.
The Early Years and Unconventional Path to Leadership
Chris and Gareth begin by examining Churchill’s early life, highlighting his privileged upbringing and academic struggles. They discuss how traditional measures of 'success' might have overlooked Churchill’s unique talents — a concept with modern relevance for how we identify and nurture leaders today. His adventurous spirit, combined with experiences as a war correspondent and soldier, helped forge the resourcefulness that would define his later career.
Military Experience and the Making of a Leader
The discussion shifts to Churchill’s military service and the influence it had on his development as a leader. Chris and Gareth debate whether military experience is still relevant for modern leadership development, noting how wartime leadership differs from peacetime governance. They also explore the transition leaders must make between these two mindsets and how Churchill’s career offers valuable lessons for today’s business and political leaders.
The Political Maverick and Master Strategist
Churchill’s controversial political decisions come under scrutiny, including his party switch from Conservative to Liberal, his role as Home Secretary, and his stance on issues such as immigration and asylum. Chris and Gareth explore how Churchill’s conviction-led leadership style often defied conventional wisdom and public opinion. His tenure as First Lord of the Admiralty and his role in modernising the Royal Navy provide a fascinating case study on strategic foresight and preparedness.
Triumphs and Tragedies: The Complex Legacy of a Wartime Leader
The episode takes a reflective turn as Chris and Gareth analyse Churchill’s leadership during the Second World War. They discuss his stirring speeches, his proposal for a Franco-British Union, and his controversial decisions, such as prioritising the war effort over addressing the Bengal famine. The hosts grapple with the moral complexities of leadership, asking if 'the ends justify the means' when confronting existential threats.
Lessons in Resilience, Persistence, and Adaptability
Drawing parallels to modern leadership challenges, Chris and Gareth highlight Churchill’s enduring motto, “Keep Buggering On” (KBO). This principle of relentless perseverance is compared to the Royal Marines’ mantra of “keep paddling” — a reminder of the power of consistent, small efforts to achieve big goals. The episode also reflects on Churchill’s adaptability as a leader, likening him to a ‘start-up founder’ who adjusted his approach depending on the situation, whether it was wartime crisis or post-war reconstruction.
Churchill’s Defeat and Enduring Legacy
Despite his leadership in winning the war, Churchill’s defeat in the 1945 general election illustrates the shifting demands on leaders in peacetime. Chris and Gareth discuss the graciousness with which Churchill accepted his loss, offering insights on humility and adaptability in leadership transitions. His post-war years, his role in shaping the welfare state debate, and his reflections on leadership provide a fitting conclusion to an extraordinary life.
Key Takeaways for Leaders Today
This episode offers listeners rich insights into leadership, strategy, and human complexity. Chris and Gareth challenge listeners to consider:
- How do we spot potential leaders who don’t fit the “traditional” mould?
- Can conviction-led leadership work in modern organisations?
- How can leaders balance moral complexity with the need to make tough decisions?
- What can businesses learn from wartime leadership about adaptability and perseverance?
Churchill’s life offers a masterclass in leadership through adversity, persistence in the face of failure, and the courage to pursue one’s convictions. His story reminds us that great leaders are not always conventional, but their impact can be profound. This episode of Battling with Business encourages listeners to reflect on their own leadership journeys and the qualities that matter most in times of change and uncertainty.
In this compelling episode of Battling with Business, Chris and Gareth delve into the critical topic of organisational maturity and the challenges of business growth and change. They explore the lifecycle of organisations, from agile start-ups to established incumbents, offering insights into how companies can adapt, innovate, and thrive at each stage of development.
Drawing on frameworks like the Greiner Growth Model, Chris and Gareth unpack the unique challenges organisations face as they scale. From the unpredictability of the start-up phase where risk, uncertainty, and luck reign supreme to the structured demands of mature businesses, they highlight the leadership, cultural, and operational shifts required at each stage.
The conversation also introduces the concept of "dual operating models" a strategy to foster genuine innovation while maintaining operational stability. Chris cautions against superficial "innovation theatre," like trendy office décor, which fails to drive meaningful change. Instead, he advocates for creating environments that naturally foster creativity and adaptability.
Listeners will gain insights into the importance of balancing growth with process development, maintaining a competitive advantage, and diversifying business strategies. Chris and Gareth also discuss the parallels between military and business leadership, particularly in managing complexity and leading teams through periods of transformation.
Whether you're a founder, executive, or leader in a growing company, this episode offers practical advice on navigating change, managing organisational growth, and sustaining innovation in a fast-evolving world. Tune in to understand where your organisation sits on the business maturity curve and how to prepare for the next stage.
In the latest episode of Battling with Business, Chris and Gareth explore the organisational lifecycle, unpacking the challenges businesses face as they grow from agile start-ups to established, mature organisations. This insightful discussion highlights the need for evolving leadership traits, innovative strategies, and adaptability to thrive in competitive markets.
Key topics include:
- The Griner Growth Model: A framework for understanding organisational growth and the transitions businesses must navigate at each stage.
- Dual Operating Systems: Balancing creativity and innovation with established processes to drive sustainable growth.
- Real-world examples from companies like Adobe, Kodak, and Nokia, illustrating how organisations can overcome stagnation and avoid market disruption.
The conversation also bridges the gap between business and military operations, comparing the adaptability of military strategies to startup cultures. Chris and Gareth reflect on historic innovations, such as Churchill’s wartime initiatives, and the delicate balance between breaking the mould and maintaining operational discipline.
Whether you're a business leader, entrepreneur, or simply curious about how organisations evolve, this episode offers valuable insights into managing growth, staying innovative, and preparing for the future.
Tune in to discover practical strategies for navigating organisational challenges and insights that set the stage for next week’s deep dive into the Griner Growth Model and organisational maturity.
In this episode of 'Battling with Business', Chris and Gareth take a deep dive into the "Ends, Ways, and Means" framework, examining its essential role in strategic planning, communication, and leadership across both military and civilian contexts. The discussion highlights how this tripartite approach serves as a vital tool for achieving complex objectives and enabling effective decision-making.1. Ends, Ways, and Means Framework
The episode opens with a thorough exploration of the "Ends, Ways, and Means" framework:
* Ends: Represent the ultimate goals or outcomes an organisation or team seeks to achieve.
* Ways: Define the strategies or methods to accomplish those goals.
* Means: Refer to the resources—such as time, funding, personnel, and technology—required to implement the strategies.Chris and Gareth stress the framework's adaptability in addressing multifaceted challenges, enhancing strategic thinking, and structuring project management. They argue that clearly understanding each component is essential for ensuring alignment and coherence when pursuing objectives.
- Application in Military Orders and Communication
Drawing parallels between military and civilian environments, the hosts explore how the "Ends, Ways, and Means" framework underpins effective communication and the execution of orders:
* In the military, orders are categorised as verbal, written, or standing orders, each serving distinct purposes within the Ends, Ways, and Means structure.
* Clearly defining the Ends ensures that all team members understand the overarching objectives.
* Identifying the Ways provides a clear strategic path, while outlining the Means ensures that resources are deployed efficiently.This structured approach helps to minimise ambiguity and improve precision, in contrast to the more fluid communication styles often seen in civilian contexts.
- Effects-Based Planning and Desired Outcomes
Chris introduces effects-based planning as an extension of the "Ends, Ways, and Means" framework:
* Ends: Clearly articulate the desired end state or outcome before any planning begins.
* Ways: Identify specific effects or actions needed to achieve the desired ends.
* Means: Allocate resources to support these effects.By starting with the Ends, organisations can ensure that subsequent planning and resource allocation are directly aligned with their primary objectives. Chris cites Amazon’s press release strategy as an example of how articulating a desired effect can guide effective product development.
- Clarity and Common Language in Business
Emphasising the importance of a shared language, Chris and Gareth discuss how the "Ends, Ways, and Means" framework fosters clarity in business operations:
* Establishing a common taxonomy for Ends, Ways, and Means ensures all team members share an understanding of goals, strategies, and resource allocation.
* This clarity enhances communication, reduces misunderstandings, and streamlines decision-making.The hosts suggest that adopting a structured approach, similar to the military’s, could significantly improve efficiency and effectiveness in civilian organisations.
- Improving Strategic Language and Planning
The conversation shifts to the critical role of language in strategic planning:
* Using precise and deliberate language to define Ends, Ways, and Means ensures strategies are clearly understood and effectively communicated.
* Avoiding vague or abbreviated instructions helps maintain clarity and alignment across all levels of an organisation.Chris shares insights from his military experience, demonstrating how strategic language supports better resource distribution and operational planning.
- Mission Command and Creative Innovation
Chris explores how the "Ends, Ways, and Means" framework supports mission command and fosters innovation:
* Focusing on Ends allows teams the flexibility to determine the best Ways to achieve their goals, encouraging creative problem-solving.
* Allocating the appropriate Means ensures resources are available to support innovative approaches.By prioritising outcomes over actions, organisations can create an environment where creativity and adaptability thrive. Chris uses the story of Henry Ford and his employee Joe to illustrate the value of providing time and resources for innovative thinking.
- Balancing Thought and Action in Strategy
Concluding the episode, Chris and Gareth discuss the importance of balancing strategic thought with decisive action using the "Ends, Ways, and Means" framework:
* Ends: Offer a clear vision that guides all strategic initiatives.
* Ways: Define a roadmap for achieving these ends through well-thought-out strategies.
* Means: Ensure the necessary resources are in place to support these strategies.They highlight the need for continuous review and adaptation, stressing that strategy is a dynamic process. The framework provides a structured yet flexible approach, enabling organisations to remain focused while adapting to changing circumstances.
Conclusion
This episode of 'Battling with Business' puts the "Ends, Ways, and Means" framework at the forefront as a crucial tool for strategic planning and effective communication. By blending military precision with business insight, Chris and Gareth inspire listeners to adopt this structured approach to achieve their goals, enhance collaboration, and drive innovation in their organisations.
In this episode of the podcast, Chris discusses the importance of focus in teamwork and leadership. He shares a personal experience that led him to consider the significance of focus in achieving success. Chris plans to explore this topic further in future episodes, examining its implications for teams, leaders, and businesses. He emphasises the need for individuals and organisations to direct their attention towards specific tasks or goals without being easily distracted, while also avoiding the risk of tunnel vision. Chris highlights the importance of balance between focus and innovation, and introduces the concept of mission focus, where teams are tasked with achieving a specific effect rather than just completing a particular task.
Setting Clear Goals and Staying Motivated
Chris discussed his training for the London Marathon and the importance of setting clear goals. He differentiated between a goal, an objective, and a task, explaining that a goal is a fixed point in time, an objective is a broader life change, and a task is the specific action required to achieve the goal. Chris emphasized the importance of understanding the goal and objective to maintain focus and avoid tunnel vision. He also highlighted the need for personal motivation to continue with his training, despite the challenges of running in the dark and cold.
Exploring Focus: Task, Objective, and Goal
Chris discussed the concept of focus and its various applications. He differentiated between three types of focus: task, objective, and goal. Chris also touched on the personal aspect of focus, suggesting that humans prefer to have a clear understanding of their tasks and goals, which can lead to better outcomes and reduced stress. He shared his personal practice of writing down tasks and goals for the day, and how he adjusts them based on the actual time required for each task. Chris also mentioned that some tasks, like research, are open-ended and may require more time than initially anticipated.
Focus, Problem-Solving, and Creativity in Task Management
Chris discussed the importance of problem-solving and focusing on tasks. He explained that tasks may initially seem simple but can reveal multiple aspects that need to be addressed. He differentiated between convergent and divergent focus, emphasizing that both are essential in tackling problems effectively. Chris also discussed the relationship between focus and creativity, sharing an insight from Rich Seal that creativity often thrives when given constraints. He concluded that focus is about converging on a small number of options to tackle a problem and that prioritization is crucial in this process.
Resource Prioritization and Temporal Decision Making
Chris discussed the importance of prioritizing resources, time, and effort against objectives and goals. He shared his experience in the military, where he had to solve intelligence gaps using surveillance and reconnaissance capabilities. He emphasized the need to understand the operating space and to prioritize questions based on the decisions that need to be made. Chris also highlighted the importance of temporal prioritization, where some questions may need to be answered sooner than others. He concluded by mentioning the need to creatively use available capabilities to answer these questions.
Focus, Checklists, and Common Sense in High-Stress Environments
Chris discussed the importance of focus in high-stress environments, using examples from surgeries and aircraft emergencies. He emphasized that checklists can help maintain focus and prevent mistakes, but also warned about the potential for becoming too focused on the wrong thing. Chris also highlighted the limitations of checklists in problem-solving, particularly in unexpected situations, and stressed the need for common sense in applying them.
Tools, Techniques, and Prioritization for Focus
Chris discussed the importance of tools and techniques to help focus in various situations, whether it's a new and novel situation or a closed problem. He emphasized the need for clear direction and understanding of the mission to filter out noise and focus on decisions. Chris also highlighted the importance of prioritization, especially in complex problem spaces where feedback from the operating environment is necessary. He shared his personal experience of making gut decisions during a firefight, emphasizing the need for instinctive responses and quick decision-making. Chris concluded by suggesting that a checklist could be a symptom of the need for focus, rather than the solution itself.
Product Development Prioritization and Focus
Chris discussed the process of prioritizing and focusing on product development in a business context. He emphasized the importance of aligning development with the company's strategic goals and vision. Chris also highlighted the need for a common understanding of value drivers among different functions within the organization. He suggested a framework for prioritizing features, which involves scoring them based on customer value, technical complexity, and strategic alignment. This framework is then used to regularly revisit and update the list of priorities. Chris stressed the importance of this process in achieving focus and making informed decisions about product development.
Prioritization, Decision-Making, and Focus in Various Contexts
Chris compared the processes of firefighting and their own work, emphasizing the importance of prioritization and decision-making. He likened their gut reactions to the muscle memory of their drills, practiced month after month, and highlighted the need for conscious thinking after ensuring physical safety. Chris also discussed the importance of focus and decision-making in various contexts, including military and medical fields, and suggested exploring these topics further in a future discussion. He concluded by expressing gratitude for the participants and encouraging them to share their thoughts and feedback.
In this episode of Battling with Business, as part of our popular monthly Influencers Series, we explore the powerful leadership and crisis management strategies that defined the historic Apollo 13 mission recovery. This episode spotlights two key figures: Gene Kranz, NASA’s Flight Director, and Jim Lovell, the mission commander of Apollo 13, both of whom were instrumental in bringing the crew safely home after a catastrophic malfunction in space.
We take an in-depth look at the unique leadership approaches of Kranz and Lovell, examining how their military backgrounds and distinct personalities shaped their decision-making and crisis response under intense pressure. This discussion includes an exploration of the "Kranz Dictum," the now-famous declaration that “failure is not an option,” which encapsulates Kranz’s commitment to resilience and excellence. This principle has since become a defining feature of NASA's culture, symbolizing a dedication to teamwork, perseverance, and mission success in the face of overwhelming odds.
Jim Lovell’s calm, steady leadership style played a critical role aboard Apollo 13, balancing Kranz’s intensity with composure as he guided the crew through life-threatening challenges in space. Together, Lovell’s and Kranz’s contrasting but complementary leadership styles provide valuable insights into crisis management, resilience, and the power of trust and collaboration when facing high-stakes situations.
This episode reveals powerful lessons for today’s leaders, from cultivating a failure-resistant mindset to leveraging diverse approaches to problem-solving. Listeners will gain inspiration from Kranz and Lovell’s legacy and learn actionable insights on leadership, teamwork, and adaptability in crisis management.
In Episode 2 of the Battling with Business Halloween special, Chris and Gareth continue their thought experiment of crafting the ultimate leader by combining traits from some of history’s most influential leaders. After recapping their choices from the last episode—including Winston Churchill, Elon Musk, Steve Jobs, and Jackie Fisher for vision; Eisenhower, Machiavelli, and John Boyd for strategic thinking; Erwin Rommel, Paddy Mayne, and Alistair Campbell for tactical expertise; and Dolly Parton and Martin Luther King Jr. for charisma—they turn their attention to two new leadership qualities: innovation and team-building.
For innovation, the hosts dive into the legacies of Elon Musk, Steve Jobs, and Tim Berners-Lee, debating whether the visionary brilliance of a leader can be separated from their controversial traits. Shifting to team-building, they spotlight General Stan McChrystal as an exemplary leader who excels at uniting and motivating teams.
This episode then explores essential soft skills for leaders, including empathy, integrity, emotional intelligence, and resilience. Gareth shares a personal story about Lt. Col. Ollie Lee, a friend who exemplifies integrity in leadership, demonstrating how character-driven qualities can foster respect and inspire trust.
By analysing traits from historic figures, Chris and Gareth dissect the blend of hard and soft skills required for effective leadership, debating how vision, strategic insight, and personal character all come together to shape truly impactful leaders. Tune into Battling with Business for an insightful look at the essential leadership qualities every business leader can learn from!
As Halloween approaches, they muse on what it would take to build a "Frankenstein’s monster" of a leader—combining the best (and sometimes questionable) traits from history’s most notable figures.
In this first part, of a 2 part series, Chris and Gareth tackle the intriguing challenge of defining great leadership. They dive into the traits that set exceptional leaders apart, exploring why identifying and cultivating such talent can be so elusive.
They explore the role of charisma, using Adolf Hitler and Boris Johnson as cautionary examples, while celebrating Dolly Parton’s unique balance of charm and respect across the spectrum. Chris and Gareth look into what makes charisma both powerful and dangerous if left unchecked by vision, strategy, and tactical skills.
As they compare incremental versus radical innovation, the hosts pull from examples like the British cycling team’s “marginal gains” approach and Elon Musk’s transformative ventures, debating which qualities leaders need to be both adaptable and forward-thinking. They take on the concept of context in leadership by discussing figures like Erwin Rommel and Jackie Fisher—asking, would they be as successful outside their times?
From building adaptable leaders who blend tactical and strategic skills to analysing how radical innovators like Steve Jobs and Winston Churchill reshaped their fields, Chris and Gareth challenge traditional views. They conclude with a call for leaders who are not just visionaries but tacticians and innovators—ready for whatever the future brings.
Catch this episode to hear more on charisma, strategy, and the dynamic balance between incremental and radical change in leadership!
In this thought-provoking episode of Battling with Business, Gareth engages in a compelling conversation with former Royal Marine and seasoned actor, Tip Cullen. With over 30 years of experience as a Mountain Leader, Tip’s military career spans elite operations in forward reconnaissance and instructing in some of the world's most extreme mountainous and cold weather environments. As Gareth’s former Sergeant Major during basic training, their connection brings a personal dimension to the discussion.
The episode explores the profound role of storytelling in leadership, both in high-stakes military scenarios and within the civilian workforce. Tip sheds light on how storytelling can inspire, motivate, and create lasting impact in teams and organizations. He also dives into his current work with veterans, using the transformative power of acting and storytelling to help them rediscover joy, purpose, and positive energy as they transition into civilian life.
Tune in to learn how the art of storytelling is not just a leadership tool, but a bridge to personal growth and resilience. This conversation is packed with insights for leaders, veterans, and anyone seeking to harness the power of narrative to drive change.
In this engaging episode of Battling with Business, Chris and Gareth take a deep dive into the life, philosophy, and legacy of one of history's most influential and controversial thinkers—Niccolò Machiavelli. This instalment in their Influencers Series brings Machiavelli's ideas to life as Gareth sets the historical context behind his most famous works, such as The Prince, and explains how his concepts have shaped leadership, politics, and philosophy over centuries.
The conversation takes an intriguing turn as Chris and Gareth explore one of the central questions surrounding Machiavelli: Was he a force for good or bad? They tackle the complex and often misunderstood notion of being "Machiavellian," discussing whether this term is still relevant in today’s leadership landscape. Chris uses a compelling series of Machiavelli’s quotes to challenge modern leaders to rethink how they approach power, ethics, and decision-making. Meanwhile, Gareth delves into key Machiavellian concepts such as realpolitik, strategic deception, and the balance between virtue and pragmatism. He explores how these ideas continue to influence contemporary leadership, politics, and even corporate strategy.
This episode isn’t just about history—it’s a thought-provoking exploration of how ancient wisdom applies to modern leadership. Whether you're a business leader, strategist, or history enthusiast, this episode promises to deliver actionable insights and fresh perspectives on power, virtue, and success in today’s complex world.
In this engaging episode of Battling with Business, hosts Chris and Gareth have an insightful conversation with renowned personal development consultant Keith Reesby. The episode delves into the transformative impact of reflective practice, exploring how self-reflection can foster personal growth and strengthen resilience. Keith shares expert advice on how setting realistic and, more importantly, meaningful goals can help individuals—particularly children and young adults—develop healthy habits that lead to long-term success.
A key focus of the episode is the role of Stoic Philosophy in providing a foundation for self-reflection and resilience. Keith explains how this ancient philosophy equips individuals to handle life’s challenges with calm and control. He shares powerful strategies for adopting a Stoic mindset, preparing for adversity by considering worst-case scenarios—a method that helps build emotional fortitude before a crisis occurs.
Listeners will also enjoy Keith and Gareth sharing captivating “war stories” from their own experiences, where resilience was tested and strengthened. These real-life anecdotes not only bring excitement to the discussion but also offer practical examples of how reflecting on potential challenges can develop mental toughness and resilience in both everyday life and high-pressure situations.
Whether you’re a parent seeking to instil valuable life lessons in your children, a leader aiming to nurture resilience in your team, or someone looking for personal development strategies, this episode is full of actionable insights. Tune in for an engaging discussion blending Stoic wisdom, goal-setting approaches, and practical advice on building lifelong resilience.
In this insightful episode of the Battling with Business podcast, hosts Chris and Gareth continue their exploration of stress management, building on themes discussed in a previous episode. They dive deep into the impact of stress on both individuals and teams, highlighting how unmanaged stress can affect mental health, productivity, and overall workplace dynamics.
The episode unpacks the different ways stress manifests in the workplace, from individual burnout to team-wide inefficiencies. Chris and Gareth emphasize the critical role that both employees and leaders play in managing stress effectively. For individuals, the focus is on personal coping strategies such as mindfulness, time management, and maintaining a healthy work-life balance. For leaders, they explore techniques to support teams, such as fostering open communication, promoting mental health awareness, and creating a resilient workplace culture.
Listeners will gain actionable insights into stress management from both individual and leadership perspectives, helping them to better navigate high-pressure environments. Whether you're an employee feeling overwhelmed or a leader striving to support your team, this episode provides practical advice on reducing stress and improving performance in business settings.
Key themes include:
- The psychological and physical effects of stress on the individual
- How team performance suffers under high stress
- Coping mechanisms for individuals: mindfulness, exercise, and time management
- Leadership strategies for reducing team stress: communication, resilience-building, and supportive environments
- How effective stress management leads to improved business outcomes
Tune in for this in-depth conversation on stress in the workplace, designed to help both individuals and leaders take control of stress and foster a healthier, more productive working environment.
In this episode of "Battling with Business," Chris and Gareth are joined by the insightful and knowledgeable Ben Ford from Mission Ctrl, who provides a thorough exploration of complexity in modern business and strategy. Ben’s expertise is evident as he delves into key themes such as the OODA loop (Observe, Orient, Decide, Act) framework, developed by military strategist John Boyd, and its significance in navigating decision-making in complex, fast-moving environments.
Throughout the discussion, Ben demonstrates a deep understanding of the role of Large Language Models (LLMs), and how these advanced AI tools are transforming business processes and enhancing decision-making. His insights into the integration of technical skills with strategic thinking offer valuable perspectives for business leaders seeking to adapt to the evolving challenges of complexity.
Ben’s thoughtful contributions guide listeners through the practical applications of OODA loops, the strategic importance of LLMs, and the crucial balance between technical expertise and strategic understanding for thriving in today’s dynamic business landscape. His wealth of knowledge across these topics makes this episode a must-listen for professionals interested in business strategy, complexity theory, and the transformative potential of AI in business.
In this episode of the "Battling with Business" podcast, hosts Chris and Gareth take a deep dive into the life, leadership, and legacy of one of the most prominent and controversial British Prime Ministers, Margaret Thatcher. Known as the "Iron Lady," Thatcher’s policies and leadership style had a profound impact on British politics, society, and the global stage.
Chris and Gareth examine her rise to power, detailing her journey as the first female Prime Minister of the United Kingdom and the factors that made her a formidable leader. They discuss key moments in her career, such as her approach to economic reform, the privatization of national industries, and the controversial "Thatcherism" ideology that reshaped Britain's economy.
The episode also covers her leadership during significant historical events, such as the Falklands War, and her firm stance on Cold War politics, which solidified her place in global diplomacy. Chris and Gareth don’t shy away from the contentious aspects of Thatcher's legacy, analysing the social and economic divisions her policies caused and why she remains a polarizing figure in British history.
Listeners will gain insights into the attributes that made Margaret Thatcher an influential, albeit divisive, leader. From her unyielding determination to her visionary approach to governance, Chris and Gareth offer a comprehensive look at how Thatcher’s leadership style has influenced modern political discourse.
Tune in to this episode of "Battling with Business" to understand the complex legacy of Margaret Thatcher, and the leadership lessons that can still be applied in business and politics today.
In this episode of the Battling with Business podcast, hosts Chris and Gareth delve into the pervasive issue of workplace stress, a topic that is increasingly pertinent in today's fast-paced and demanding work environments. They begin by challenging the common perception that stress is always harmful, exploring whether there are circumstances where stress can actually act as a positive, motivating force that enhances performance and drives innovation. The conversation then moves on to the crucial role that leaders play in managing and mitigating stress within their teams.
Chris and Gareth emphasise that effective leadership involves not only recognising the signs of stress in employees but also understanding its underlying causes. They discuss practical strategies for leaders to create a supportive work environment that prioritises mental health and well-being. This includes fostering open communication, providing resources for stress management, and ensuring that workloads are balanced and reasonable. The hosts also explore the long-term benefits of proactively addressing stress, such as improved employee engagement, productivity, and overall organisational health.
Throughout the episode, Chris and Gareth offer actionable insights for leaders who aim to prevent burnout and promote a positive workplace culture. They stress the importance of empathy, active listening, and early intervention when signs of stress emerge. By the end of the episode, listeners will have a deeper understanding of the complex role that stress plays in the workplace and how thoughtful leadership can transform potential stressors into opportunities for growth and development.
In this episode of "Battling with Business," hosts Chris and Gareth dive deep into Bruce Tuckman's widely recognized team development model, focusing on his five-stage group formation theory. They discuss the Forming, Storming, Norming, Performing, and Adjourning stages, providing real-world examples and actionable insights from their extensive backgrounds in both the military and business sectors. The episode offers valuable tips on how understanding these stages can enhance team dynamics, improve leadership strategies, and lead to more effective outcomes in project management and organizational behavior. This discussion is essential for anyone interested in team building, leadership development, or effective group management in both corporate and military environments.
Chris introduces the concept of a 'personal narrative', the individual perspectives people have that when aligned create good working relationships. But when misunderstood, can create conflict, confusion, and inefficient communication. Gareth and Chris discuss the role of empathy, communication, and empowerment in developing great working relationships.
There are few people who achieve greatness and leave a lasting impression on the world after they die. To do it twice in two completely unrelated fields is truly remarkable. Leonard Cheshire, a decorated pilot, commander, philanthropist, and charity worker. In the second of our Influencers series, we try to unpack the extraordinary life of Leonard Cheshire and try to understand what made him so successful in such a diverse range of undertakings.
In this episode, we are privileged to be joined by Dr. Waitman Wade Beorn. He is an author and historian and one of the preeminent academic experts on the Holocaust and the events that led up to the most heinous and barbaric episodes in human history. He is also a previous Tank Commander from the US Cavalry and as such has a tactical appreciation of small team management. In this facinating discussion, we explore the combinatorial factors of bad individuals, bad organizations, and bad systems. Why do good people stand by when bad things happen? What is the role of leadership in preventing or propagating ethical drift? Recognizing that this is a deeply sensitive and distressing topic, Gareth and Chris try to explore the analogies and the potential lessons for today without trivialising or over generalising.
In this rerelease of episode 64 of "Battling with Business," hosts Chris and Gareth dive into the exhilarating world of fast jets with special guest Paul Tremelling, a former Royal Navy Harrier and F18A Super Hornet Pilot and author of the acclaimed book 'How to be a Fighter Pilot.' The conversation delves deep into the intricate balance between leadership, risk management, and mission success within the high-stakes realm of fast jet operations. In Paul's case, made harder still by the fact that the runway is tiny and bobbing about in the middle of the ocean.
Drawing from his extensive experience, Paul sheds light on the unique leadership challenges inherent in fast jet missions, where maintaining optimal safety standards is paramount while simultaneously pushing the boundaries to achieve strategic objectives in dynamic and high-risk environments.
A central theme of the discussion is the apparent dichotomy between the meticulous checklist culture of flying, which emphasizes caution and precision, and the perceived need for pilots to embody a 'maverick' spirit, daring to 'push the envelope' to accomplish mission goals. Through insightful anecdotes and analysis, the hosts along with Paul explore how effective leadership navigates this delicate balance, fostering a culture that encourages innovation and calculated risk-taking while prioritising safety above all else (although not always the safety of the pilot!)
Moreover, the conversation delves into the nuanced distinction between arrogance and confidence in fast jet operations, highlighting how the fighter pilot community holds its members accountable through honesty, rigorous postmortems, and an unwavering commitment to excellence. Paul shares valuable insights into the importance of fostering a culture of continuous learning and improvement, where pilots challenge each other to grow and evolve, ultimately enhancing the collective effectiveness of the team.
Overall, this episode offers listeners a captivating glimpse into the world of fast jet operations, illuminating the leadership principles and risk management strategies that drive success in one of the most demanding and exhilarating arenas of modern warfare.
In this episode of "Battling with Business," hosts Chris and Gareth delve into the intriguing history of Colditz Castle. Known for its role during World War II, Colditz Castle was used by the Germans as a high-security prisoner-of-war camp. The castle's reputation as an escape-proof fortress and the daring escape attempts by Allied prisoners are central themes of the discussion.
Chris and Gareth explore the strategic significance of Colditz, the daily life of its prisoners, and the extraordinary measures taken by both captors and captives. They also touch upon the broader implications of these wartime events on military strategy and leadership. Through detailed storytelling and analysis, the hosts provide listeners with a captivating look at Colditz Castle's place in history.
In this episode of "Battling with Business," Chris and Gareth delve into the realm of political leadership, particularly in the wake of last week's general election. They provide a comprehensive analysis of the leadership styles and approaches of key political figures: Labour's Sir Keir Starmer, Conservative's Rishi Sunak, Reform UK's Nigel Farage, and Liberal Democrat's Ed Davey. The discussion focuses on how each leader's strategies and policies could impact both their parties and the broader political landscape. Chris and Gareth examine the strengths and weaknesses of these leaders, offering insights into what their leadership means for the future of their respective parties and the country as a whole. This special episode aims to shed light on the intricacies of political leadership during a pivotal time in British politics.
In this latest episode of "Battling with Business," Chris and Gareth take listeners on the road as they visit Peenemünde in northern Germany. The episode captures their reflections from various locations, including the car on the autobahn, the grounds of the Peenemünde site, and inside some of its buildings.
Chris and Gareth delve into the dark history of the German 'Wonder Weapons' programs, highlighting the suffering and loss of life endured by prisoners of war forced into slave labour. They also explore the technological advancements of the rocket programs, debating their tactical, operational, and strategic impacts. This leads to a broader discussion on how organizations can assess the value of investing in high-risk programs. Gareth draws comparisons between the V1 and V2 rocket programs and the Manhattan Project, noting the differences between the authoritarian, stovepiped approach of the former and the collaborative, dispersed nature of the latter.
The episode also covers Operation Crossbow, the successful Allied efforts to thwart the German super-weapons program. As the conversation shifts to the post-war period, Chris and Gareth address the moral and ethical complexities surrounding the exploitation of German rocket science during the Cold War. They discuss Operation Paperclip, the US initiative to recruit German scientists, which ultimately contributed to the NASA space program and the Apollo moon landings.
In the latest episode of the "Battling with Business" podcast, Chris and Gareth delve into the life and legacy of Mahatma Gandhi as part of their Influencers series. They aim to understand what made Gandhi such a significant leader and draw contemporary lessons from his approach.
Throughout the episode, Chris and Gareth examine how Gandhi’s deep-seated beliefs and values fuelled the profound changes he championed. They contrast Gandhi's emergent strategic influence—stemming from his unwavering consistency and lived principles—with the more deliberate strategies of other leaders previously discussed on the podcast.
A striking comparison arises when Gareth reflects on Ayman Al-Zawahiri, the former leader of Al Qaeda. Gareth notes that while the US and Coalition tried to build a narrative around operations, Al-Zawahiri did it the other way around, conducting their actions around their core message. Similarly, Gandhi's strength lay in his authentic embodiment of his fundamental beliefs. This comparison underscores the idea that genuine actions in line with one's values have a more lasting impact than constructed narratives. However, this is where the similarities end as Ghandi's empathy and resolute belief in pacifism in achieving the change he wanted in the world stand in stark contrast to acts of violent terrorism and insurrection.
Ultimately, Chris and Gareth highlight Gandhi's unique position as a leader whose commitment to pacifism and servant leadership set him apart. They conclude that his influence was not a result of strategic planning, but rather a natural outcome of his steadfast adherence to his principles.
In this episode of 'Battling with Business,' hosts Chris and Gareth delve into the topic of leadership philosophies. They begin by defining what a leadership philosophy is and discussing the importance of creating one. The conversation then turns to their individual philosophies. Chris outlines a series of guiding principles that form his philosophy, while Gareth breaks his down into three components: the Leadership Theory, the Perspective, and the Principles.
As they explore each other's philosophies, they discuss the relevance and universality of these ideas. Gareth emphasizes that his philosophy is largely aspirational, aimed at continuous improvement both as a leader and as a person. Towards the end of the episode, Gareth introduces his Warfighting Leadership Philosophy, explaining how his approach would shift in a military context. Despite the specific focus required for military operations, both Chris and Gareth agree that many of these principles are applicable to everyday life as well. Gareth, however, notes that the areas highlighted in his warfighting philosophy are particularly crucial for military leadership.
In this episode of 'Battling with Business,' hosts Chris and Gareth delve into the complex and impactful topic of toxic leadership. They start by defining what constitutes toxic leadership, emphasising behaviours and traits that undermine, exploit, and harm organisations and individuals. The discussion then shifts to the "dark triad" of personality traits; narcissism, Machiavellianism, and psychopathy—often found in toxic leaders.
Chris and Gareth examine why toxic leaders emerge and thrive within organisations, considering factors such as cultural acceptance, flawed recruitment processes, and the allure of short-term results. Throughout the episode, they provide insights and anecdotes that highlight the consequences of toxic leadership and the importance of addressing it proactively to foster healthier, more effective work environments.
In this episode of "Battling with Business," Chris and Gareth delve into the concepts of coalitions and partnerships, starting with clear definitions and distinctions between the two. They explore the formation of these alliances, examining whether they arise from deliberate choices or situational necessities.
The hosts then navigate the complexities of managing strategies when multiple stakeholders, each with unique motivations and objectives, are involved. An interesting historical anecdote is shared about Canada and Denmark engaging in a war while both were allies and NATO members, illustrating the nuances of such relationships.
The discussion shifts to the benefits of coalitions in problem-solving, emphasising the value of diverse perspectives. Gareth shares insights from his experience working with other NATO members, highlighting the collaboration between the Royal Marines and the United States Marine Corps.
In their concluding discussion, Chris and Gareth compare democracies and autocracies, ultimately arguing that despite the inherent messiness of democratic systems, they offer a strategic advantage. This advantage stems from shared values and collaborative problem-solving within their coalitions and partnerships.
In this Influencers episode of "Battling with Business," Chris and Gareth delve into the fascinating life and lasting effect of Admiral John 'Jackie' Fisher on the Royal Navy, The United Kingdom, and the World. They explore how Fisher's leadership, despite its toxic traits, led to significant positive outcomes. This raises interesting questions about what we view a good leadership and where the balance between self-belief and arrogance.
The discussion explores Jackie Fisher's role in the industrial modernisation of the Royal Navy and highlights the challenges of balancing radical modernisation with preserving valuable, hard-learned experiences.
Additionally, Chris and Gareth draw parallels between Fisher's era and the current geopolitical climate, comparing the threats posed by the Central Powers in the run-up to the First World War with Russia's resurgence today. Through this historical lens, they offer insights into how leadership and strategic decisions from the past can inform contemporary global dynamics.
Admiral John 'Jackie' Fisher (1841-1920) was a seminal figure in the Royal Navy, known for his transformative impact on naval warfare. Born in Ceylon (modern-day Sri Lanka), Fisher joined the Royal Navy at a young age and quickly rose through the ranks due to his strategic acumen and innovative thinking.
Fisher is best known for his radical modernisation of the Royal Navy. As First Sea Lord, he initiated a comprehensive overhaul of naval forces, advocating for the decommissioning of obsolete ships and the construction of new, advanced vessels. This so-called ‘Dreadnought Revolution’ was perhaps his most notable achievement. The Dreadnought was groundbreaking, with superior speed, armament, and armour, rendering all previous battleships obsolete and sparking a global naval arms race.
In addition, his advocacy for Submarines, Battlecruisers, and the use of sea mines recognising their potential to change naval warfare. His support led to significant advancements in these areas, further enhancing the Royal Navy's capabilities.
Fisher's leadership style was marked by his bold, sometimes abrasive personality. He was known for his fierce determination and willingness to challenge the status quo, traits that both drove his successes and stirred controversy. Despite his often toxic leadership traits, including a propensity for conflict with colleagues, Fisher's vision and reforms were instrumental in maintaining British naval supremacy during a crucial period.
Fisher's impact on naval strategy and ship design had lasting effects on global naval power dynamics. His emphasis on innovation and modernization set the standard for future naval developments. His work ensured that the Royal Navy remained a dominant force leading up to and during World War I, influencing naval tactics and shipbuilding practices worldwide.
In summary, Admiral John 'Jackie' Fisher was a transformative figure whose aggressive modernization efforts and forward-thinking strategies reshaped the Royal Navy and left an indelible mark on naval history.
Podcast Episode Summary: Emergence in Strategy and Innovation (Part 2)
In this second episode of our two-part series on the concept of emergence, Chris and Gareth delve into how emergence impacts strategy and innovation. The episode begins with a recap of our previous discussion, setting the stage for a deeper exploration of the need for a clear purpose that aligns with an organisation’s vision. This alignment is crucial because, in an emergent strategy, the mission may evolve and change over time.
Chris outlines three key disadvantages of an emergent strategy:
- Lack of Direction: Without a clear path, efforts can become scattered.
- Risk of Incoherence: Strategies may become inconsistent, leading to confusion.
- Difficulty in Evaluating Progress: Measuring success can be challenging when goals are not fixed.
Gareth then examines the Iraq War, illustrating how strategic incoherence contributed to its failure.
Despite these challenges, the episode highlights several advantages of emergent strategies:
- Greater Resilience to Shocks: Organisations can better withstand unexpected events.
- Increased Innovation Potential: Flexibility allows for more creative solutions.
- Greater Adaptability to Change: Companies can swiftly adjust to new circumstances.
Join us as we navigate the complexities of emergent strategies, balancing their drawbacks with their potential for fostering innovation and resilience.
"Often in complexity, there isn't a right answer. You are not trying to find efficiency, you're trying to find effectiveness!"
In this week's episode, Chris and Gareth delve into the concept of emergence and its profound impact on strategy and innovation. The discussion begins with trying to find a definition of emergence, explaining how complex systems and patterns arise from relatively simple interactions.
They explore the pivotal role of creativity in driving innovation, highlighting how self-organising teams can effectively foster innovative solutions when aligned with clear goals. Real-world examples from the commercial sector illustrate these points: IKEA's use of self-collection warehouses, Amazon's API-based infrastructure, and Pfizer's serendipitous discovery of Viagra demonstrate how emergent strategies can be leveraged effectively.
The conversation then shifts to historical and military contexts, examining the German Blitzkrieg and its connection to emergent strategy and the principles of Mission Command. The hosts argue that necessity often drives emergence, a theme they further explore by discussing the current Ukrainian operations in response to the Russian invasion.
Through these diverse examples, Chris and Gareth provide a comprehensive look at how emergence shapes strategy and innovation, both in business and in critical real-world situations.
In this episode of "Battling with Business," Chris and Gareth explore Brigadier Billy Mitchell, a controversial figure in the history of US airpower and naval warfare. As part of their "Influencer episodes" series, they analyse Mitchell's pioneering yet often contentious approach to military innovation and how his vision for airpower shaped modern warfare.
The hosts discuss Mitchell's experiences during the First World War, which led him to believe that a future Great Power War was likely and that airpower would play a critical role. Mitchell's advocacy for airpower resulted in significant clashes with military and political leaders, culminating in a court martial and eventual demotion.
Chris and Gareth examine Mitchell's bold approach, focusing on his advocacy for bombing trials on large naval battleships. They discuss the resulting political backlash, the challenges posed by leadership, and the role of hubris in stalling military progress. Through these discussions, they question whether Mitchell's experiences offer parallels to modern issues, such as the use of Unmanned Aerial Vehicles (UAVs), and consider the fine line between a visionary and a crank.
Overall, the episode offers valuable insights into how innovation and change can face resistance, especially within traditional institutions. The story of Brigadier Billy Mitchell becomes a reflection on the importance of vision in driving progress, despite opposition, and what it takes to challenge the status quo. Chris and Gareth conclude by considering how today's military and business leaders can learn from Mitchell's journey and whether his legacy resonates with current trends in warfare and technology.
In this week's episode, Chris and Gareth sit down with Rob Murray, a seasoned expert in intelligence, surveillance, and reconnaissance, who has held significant roles including former head of innovation for NATO, lecturer at Johns Hopkins University, and now Chief Innovation Officer at Saab, as well as a non-residential member of the Atlantic Council.
The discussion delves into the complexities of political leadership within NATO, focusing on the unique challenges that arise when consensus-based decision-making is crucial. Rob Murray shares insights on the balance between slow, deliberate compromise and quick, decisive action. He argues that while consensus-driven processes can be time-consuming, they often lead to more comprehensive and robust outcomes due to the diversity of thought involved.
The conversation also explores strategies for managing risk and fostering positive change in uncertain and complex environments. Rob provides an example from his time with the NATO Innovation Fund, illustrating how bureaucratic and culturally risk-averse organizations can be encouraged to embrace new approaches and innovative thinking to address contemporary challenges.
Listeners will gain valuable insights into the nuances of leadership and innovation within international defense organisations, as well as practical examples of driving change in traditional settings.
Finally, we chatted about de-centralisation of decision-making and how this , whilst ugly and inefficient may well be a better way of driving innovative thought and more quickly finding the right approach to solving problems than a centralised authority that whilst being may efficient, is very likely to be less effective.
Listeners will gain valuable insights into the nuances of leadership and innovation within international defense organizations, as well as practical examples of driving change in traditional settings.
In this week's instalment of "Battling with Business," hosts Chris and Gareth delve deep into the intricate world of strategy, continuing their two-part series with an insightful exploration of why strategies often veer off course. Through candid discussion, they dissect six common pitfalls that plague strategic planning, shedding light on the underlying causes and offering invaluable insights for listeners navigating the complex terrain of business strategy.
- Policy Over Analysis: The episode kicks off by dissecting the tendency for organisations to be driven more by policy than rigorous analysis. Chris and Gareth emphasise the importance of data-driven decision-making over relying solely on predetermined policies, highlighting the risks of overlooking critical insights that could inform a more effective strategy.
- Nebulousness and Lack of Impact: A key stumbling block explored is the danger of crafting strategies that are too nebulous, ultimately failing to make a tangible impact. Through real-world examples, the hosts illustrate how vague objectives can lead to confusion and inertia within organisations, undermining the very essence of strategic planning.
- Excessive Precision and Ignoring Uncertainty: Building on this, the discussion shifts to the perils of excessive precision in strategy formulation, which often neglects to account for inherent uncertainties. Chris and Gareth underscore the importance of embracing flexibility and adaptability in strategic approaches, advocating for a more nuanced understanding of uncertainty in decision-making processes.
- Zeitgeist vs. Genuine Need: Another critical pitfall examined is the tendency to be swayed by prevailing trends or the zeitgeist rather than addressing genuine organisational needs. By dissecting the implications of such misalignment, the hosts underscore the importance of grounding strategic initiatives in a thorough understanding of internal dynamics and long-term objectives.
- Impenetrable Language: The episode also tackles the issue of using overly complex or impenetrable language in strategic communications, which can alienate stakeholders and hinder effective implementation. Chris and Gareth advocate for clarity and simplicity in articulating strategic objectives, emphasising the power of clear communication in driving organisational alignment.
- Lack of Engagement and Relatability: Finally, the hosts explore the danger of crafting strategies that fail to engage and resonate with key stakeholders, ultimately falling short in their ability to inspire action. Through anecdotes and practical tips, Chris and Gareth highlight the importance of fostering a sense of ownership and buy-in among team members, ensuring that strategic initiatives are embraced and championed at all levels of the organisation.
By dissecting these common pitfalls with clarity and candour, Chris and Gareth equip listeners with the knowledge and tools needed to navigate the complexities of strategic planning more effectively, empowering them to steer their organisations toward greater success in an ever-evolving business landscape.
In this week's installment of 'Battling with Business,' Chris and Gareth embark on a journey through the labyrinth of strategic planning in the first of two episodes all about Strategy right. They kick off by dissecting the fundamental disparity between strategy and tactics, laying the groundwork for understanding the strategic landscape.
Diving deeper, they highlight a pivotal aspect often overlooked: the intrinsic relationship between strategy and uncertainty. Emphasising that a strategic plan transcends a mere roadmap, they illuminate the necessity of embracing uncertainty as a cornerstone of effective strategising.
The duo advocates for a dynamic approach, stressing the importance of continual evaluation and feedback loops. They underscore the agility required to pivot strategies in response to emerging insights, underscoring the adage that no plan survives first contact with reality.
Moreover, Chris and Gareth underscore the imperative of organisational alignment, echoing earlier discussions on 'mission command.' They elucidate how effective communication and shared understanding of strategic objectives permeate throughout the organisational hierarchy, fostering a cohesive and responsive environment.
In essence, 'Getting Strategy Right' is a masterclass in navigating the intricate terrain of strategic planning, offering invaluable insights to listeners seeking to chart their course amidst the tumultuous seas of business.
In the latest episode of "Battling with Business," hosts Chris and Gareth delve into the captivating world of Taylor Swift, dissecting her immense influence and the multifaceted power she commands across various spheres.
Taylor Swift, a global icon, serves as a case study for understanding contemporary leadership, followership, management, and culture. The hosts navigate through the layers of Swift's influence, from her economic impact to her social, political, and financial sway. They explore how Swift leverages her brand and harnesses the loyalty of her fan base to amplify her voice and effect change.
A central question emerges: Does Taylor Swift represent a paradigmatic shift in power dynamics, signaling the ascendancy of social influencers and celebrities over traditional institutions? Chris and Gareth engage in a thought-provoking discussion, pondering the implications of Swift's influence on the broader landscape of business and society.
Listeners are treated to an insightful exploration of the mechanisms behind Swift's power and the broader implications for contemporary business and culture. As the episode unfolds, it becomes evident that understanding figures like Taylor Swift is essential for navigating the evolving terrain of influence and power in the digital age.
Moreover, the hosts ponder whether Swift's ascent to power signifies a broader societal shift. They explore the evolving dynamics wherein traditional institutions cede ground to influential figures like Swift, who leverage their platform to shape narratives and drive change. This prompts reflection on the increasing dominance of social influencers and celebrities in steering societal discourse and consumer behavior.
Through their insightful discussion, Chris and Gareth unpack the lessons that business leaders can glean from Taylor Swift's journey. From her strategic branding to her adept management of fan engagement, Swift serves as a compelling case study in effective leadership, followership, management, and culture.
In essence, the episode offers a compelling exploration of Taylor Swift's influence, prompting listeners to consider the evolving landscape of power dynamics in the modern era, where the sway of traditional institutions is being challenged by the rise of influential individuals and social icons.
In episode 64 of "Battling with Business," hosts Chris and Gareth dive into the exhilarating world of fast jets with special guest Paul Tremelling, a former Royal Navy Harrier and F18A Super Hornet Pilot and author of the acclaimed book 'How to be a Fighter Pilot.' The conversation delves deep into the intricate balance between leadership, risk management, and mission success within the high-stakes realm of fast jet operations. In Pauls's case, made harder still by the fact that the runway is tiny and bobbing about in the middle of the ocean.
Drawing from his extensive experience, Paul sheds light on the unique leadership challenges inherent in fast jet missions, where maintaining optimal safety standards is paramount while simultaneously pushing the boundaries to achieve strategic objectives in dynamic and high-risk environments.
A central theme of the discussion is the apparent dichotomy between the meticulous checklist culture of flying, which emphasizes caution and precision, and the perceived need for pilots to embody a 'maverick' spirit, daring to 'push the envelope' to accomplish mission goals. Through insightful anecdotes and analysis, the hosts along with Paul explore how effective leadership navigates this delicate balance, fostering a culture that encourages innovation and calculated risk-taking while prioritising safety above all else (although not always the safety of the pilot!)
Moreover, the conversation delves into the nuanced distinction between arrogance and confidence in fast jet operations, highlighting how the fighter pilot community holds its members accountable through honesty, rigorous postmortems, and an unwavering commitment to excellence. Paul shares valuable insights into the importance of fostering a culture of continuous learning and improvement, where pilots challenge each other to grow and evolve, ultimately enhancing the collective effectiveness of the team.
Overall, this episode offers listeners a captivating glimpse into the world of fast jet operations, illuminating the leadership principles and risk management strategies that drive success in one of the most demanding and exhilarating arenas of modern warfare.
Whilst Chris was away on a business trip, Gareth sits down with Tom Mallens, a seasoned Sales Training Director at Sandler, a global Sales and management training company, to delve into the intricacies of sales, training, and organisational success. The conversation begins with an exploration of the fundamental role that sales play within any organisation, emphasising its critical function in revenue generation and business growth.
Tom shares insights gleaned from years of experience in sales training, highlighting the immense value that well-executed training programs can bring to sales teams and the broader organisation. He emphasises the importance of continuous learning and development in honing sales skills and adapting to an ever-evolving marketplace. A key theme of the discussion revolves around measuring success in sales training initiatives and broader business. Tom and Gareth explore various metrics and KPIs that can effectively gauge the impact of training efforts, stressing the need for a holistic approach that goes beyond mere sales numbers to encompass factors like customer satisfaction and long-term relationship building.
Beyond sales-specific topics, Tom and Gareth touch upon the broader organisational dynamics, emphasising the need to break down silos and foster collaboration across departments. They discuss how a culture of openness and cross-functional communication can lead to greater efficiency, innovation, and ultimately, business success.
Throughout the podcast, Tom shares practical tips and strategies not only relevant to sales professionals but applicable to individuals in all functions within organisations. Whether it's the importance of active listening, effective communication, or the art of negotiation, the insights offered in this episode resonate across diverse roles and industries.
Listeners will come away with a wealth of actionable advice and inspiration to elevate their performance and contribute to their organization's growth and success, regardless of their specific role or function.
In this latest episode, Chris and Gareth build on their recent exploration of the book 5 Dysfunctions of a team and delve into the world of management books more generally. They navigate the dual nature of these books, highlighting their invaluable insights while cautioning against the trap of blind adherence. Chris and Gareth astutely observe how some individuals treat these books as infallible gospel, expecting instant transformation for themselves and their teams.
The conversation unfolds to emphasise the importance of embracing diverse perspectives and engaging with a variety of management literature. Gareth draws parallels to military training, where soldiers learn principles that require real-world practice and adaptation for mastery. This analogy underscores the idea that management principles are not one-size-fits-all solutions but tools to be honed through experience and context.
In the latter part of the episode, they explore the inherent power of storytelling in conveying management lessons effectively. They advocate for critical thinking as essential for navigating the vast landscape of management literature, encouraging listeners to strike a balance between experimentation and discernment when implementing new ideas in light of evolving information.
Overall, the episode serves as a compelling exploration of the nuanced relationship between management books, practical application, and the pursuit of continuous improvement in leadership and team dynamics.
In this insightful podcast episode, Chris and Gareth embark on a journey through the seminal work "On War" by Carl von Clausewitz. Gareth, having delved deep into the book, guides Chris and listeners through its profound insights and enduring relevance.
The episode commences with Gareth shedding light on the origins of the book and delving into Clausewitz's life, providing valuable context for understanding the author's perspective. As they delve into the discussion, they highlight the often-overlooked aspect that many people discuss Clausewitz without having read his primary text, revealing a gap in understanding and building on myths, misconceptions, and other historians' interpretations.
A focal point of the discussion is the concept of the "Centre of Gravity," introduced by Gareth. Is this concept central to Clausewitz's theories? This sparks a fascinating dialogue on strategic thinking and military doctrine, transcending its military origins to find application in various fields including business, leadership, and strategy.
In the latter part of the episode, Gareth introduces each of the eight books comprising "On War." Through insightful analysis, he extracts key takeaways and emphasizes their enduring relevance in contemporary conflicts and broader contexts such as business and leadership. Each book serves as a wellspring of wisdom, offering valuable lessons applicable to navigating the complexities of modern-day challenges.
As Chris and Gareth unravel the layers of Clausewitz's masterpiece, listeners are treated to a profound exploration of strategy, leadership, and the essence of conflict, underscoring the timeless wisdom encapsulated within "On War" and its significance in shaping our understanding of human endeavors.
This Bonus Episode is a speech Gareth recently gave at the wonderful tech conference, Technolog, Behaviour, Data (TBD). The theme of this year's conference was 'Facias' and so Gareth decided to talk about hiding behind the faceless sacity of social media. The speech was called 'Why I'm a Cynical Optimist.'
In this week's episode, Chris discusses a book that he has just re-read (for the fifth time!) in preparation for his team off-site meeting. The book is The Five Dysfunctions of a Team by Patrick Lencioni. This is one of those management books that should be on all aspiring leaders' and managers' bookshelves. Chris explains the concept of this parable-style book in which a dysfunctional executive team is taken on a journey to redemption by a new CEO brought in to fix the organisation.
Chris and Gareth explore the concepts and lessons from the book and discuss their own experiences and insights as they go. Gareth, as usual, uses his military experience from the Royal Marines to find explore the similarities and contrasts between the civilian and military approaches to building teams, executing strategy, and driving change.
In the second part of our discussion with Waitman Wade Beorn, a veteran of the first squadron of the 10th United States Cavalry Regiment, we learn more about his time as an M1 Abrahams commander and we reflect further on the skills required to successfully lead small teams.
We explore with Waitman how he and the other members of the team adjusted to each other's personalities as well as addressing the critically important lesson of not eating Peaches in a tank! We then look at the challenges and opportunities around developing team members and how the military doesn’t have the luxury of firing people.
We also question whether leadership really is rocket science or simply a set of simple ideas that need to be consistently executed day after day along with the pros and cons of the real-time feedback loop you get within small teams. And finally, we consider whether officers really do eat last and why that might be?
In this week’s episode we welcome back Waitman Wade Beorn, this time not wearing a historian’s hat, but instead a very natty stetson reflecting his time as a US Army Cavalry officer, commanding an M1 Abraham main battle tank. We explore with him the complexities of commanding a small team whilst also having to manage a much broader and fast-paced battle space outside of his small metal box with tracks.
We also investigate the challenges that an officer fresh from training faces, when stepping into his tank with his new team for the first time. We also discuss what makes a small team truly effective, and how Waitman adjusted and developed his leadership style in this confined world.
As always, we delve into the surprising and unsurprising cross-over between the civilian and military world and explore how commanding a tank crew isn’t a different as one might imagine from leading teams in any kind of business.
In the latest of our Influencers episodes, Chris and Gareth discuss one of the most influential people of our time, Elon Musk. A hugely successful serial entrepreneur who has shifted the whole world’s view on many of the most prescient issues. From normalising the adoption of electric cars, to greatly reducing the cost of space travel by orders of magnitude, he is such an infamous public figure, that not only was the inspiration for the character of Tony Stark in Disney’s Marvel series, but he appeared alongside him in a cameo role in Iron Man 2.
Not one to shy away from controversy, he famously smoked cannabis live on the Joe Rogan Podcast and has used his own x platform as a mouthpiece to voice his often-provocative views. He has his loyal supporters and his detractors who decry his often caviller approaches.
Is there anything we can learn from this? Can we distill the brilliance from the chaotic? Or is Elon Musk successful because of his flaws?
Chris and Gareth take time to understand the journey he’s been on and try to make sense of the man and the legend. Drawing conclusions and assessments about management styles and the power of clear if not audacious goals. Exploring the difference between having a business strategy and simply being driven by a need to change the world.
In this thought-provoking episode of the innovative business podcast, Battling with Business, former Royal Marines Officer, Gareth Tennant, and Product Manager, Chris Kitchener, stimulate a rich discussion about the critical aspect of measuring success. The episode starts by exploring the triad of effect, performance, and activity, highlighting their integral role in testing business or military assumptions.
The conversation takes an intriguing turn towards scientific principles such as the Heisenberg principle and Schrodinger's cat, as the hosts elucidate their relevance in modern business systems. An analysis based on nation-building in Afghanistan provides listeners with an in-depth look at the challenges faced in gauging the efficacy of projects subject to fluctuating systemic changes.
Tennant and Kitchener draw apt parallels in a business context, illustrating the powerful sway of project governance meetings on team behavior and project reporting. This enlightening episode of Battling with Business provides valuable insights into the complicated process of measuring success, and underscores its significance in strategic decision-making in both military and business landscapes.
Focused on the complex world of measuring performance and effect, the hosts unravel how hidden assumptions shape interpretations of performance. They discuss the critical distinction between measuring internal performance and evaluating its impact on external aspects like customer perception or market reputation. Ultimately, asserting the importance of assessing the right things, this episode encourages listeners to re-evaluate their understanding of measuring success.
The British Army requires the highest standards of leadership. It is a core function of the institution and a fundamental component of fighting power. Their leadership philosophy is values-based, motivated not by self-interest but in the service of others.
To find out more Gareth and Chris head to the Royal Military Academy Sandhurst to explore the question, how do you learn to lead? Joined by the head of the Centre for Army Leadership, Lt Col Dean Canham OBE, they discuss how the British Army approaches developing leadership skills in its personnel. Sandhurst is a world-renowned officer training academy, but the Army recognises the importance of leadership across its workforce.
The Centre for Army Leadership exists to champion leadership excellence and to optimise the Army’s human 'edge' that underpins operational success. They support the development of exceptional leaders not just for the British Army, but for the whole nation.
After an intriguing question posed by Chris's son, Gareth and Chris decide to explore the concept of dilemmas. Throughout the episode, they seek to answer questions such as; What is a dilemma and can they be positive? What's the difference between a dilemma and an integrity test? Should you work at weekends? And when is it acceptable to break the rules?
Finally, they explore trolly problems and we find out if Gareth would cut up a perfectly healthy person to harvest their organs.
In the second part of this Influencers, we look at why Charles De Gaulle was ultimately successful in his battle to become the leader of free France over his rival Henri Giraud', his 'difficult' relationship with other Allied leaders, and his post-war influence on France, Europe, and the world.
In the first Influencers episode of the year, Chris and Gareth discuss Charles De Gaul and his amazing journey from private soldier and war hero to becoming the head of the 5th French Republic. On the way, they discuss the impact of his time in captivity as a German prisoner of war and the role his resolute devotion to France had on his success. How did a relatively obscure Army Officer become the Aliies' choice to be the leader of free France? And more importantly is there anything we can learn from this?
In this New Years special Chris and Gareth review the first year of the podcast discussing their favourite episodes, notable guests and the most interesting insights. We reviewed Ian Peggs episode on the role of Chaplains, Joe Browns contributions on Leadership and mentoring, Mark McGraths insights on the OODA loop as well as the contributions from Mary Brazier, Waitman Beorn, Douglas Waterfall and Theo Bigby. We then look forward to what’s coming up and what we hope to achieve in 2024.
Gareth and Chris thought that the end of the year might be a good time to reevaluate why they do the podcast and explore a little bit more about each of their own personal journeys that has led them to being self-confessed Leadership, Management and Strategy nerds. Gareth talks about process of becoming a Royal Marine Commando. Chris describes his formative years at Britania Royal Naval College, Dartmouth. They finish the episode by describing what attributes they think are important to becoming a better Leader.
In this episode, Chris and Gareth are delighted to be joined by Mark McGrath the Chief Operating Officer of AGLX and co-host of the 'No Way Out' Podcast. As a US Marines Officer, economist, and expert on the works of John Boyd, Mark is the perfect guest to help the Battling with Business team really get to grips with the concept of the OODA Loop.
The Special Air Service (SAS) is on of the most infamous and yet mysterious Special Forces Units in the world. It all started as a ruse to convince the enemy that the British has considerable Airborne fighting power in the Northern Deserts of North Africa in the Second World War. Several tenacious, bright and arguably slightly unhinged men set out to turn this myth into as legend. Two of these men, David Sterling and Paddy Mayne were perhaps the most well known. In this Influencers episode we explore how they managed to achieve so much with so little, what lessons we can draw from their story, and how much were their individual leadership styles critical to the enduring success of the SAS.
In this episode we have the privilege to be joined by the award winning journalist and Defence Editor of 'The Times', Larisa Brown. We discuss her new book The Gardener of Lashkar Gah: The Afghans who risked everything to fight the Taliban.
This book explores the courage of the people of Afghanistan who risked everything to work with British Soldiers in the fight against the Taliban. Larisa tells the story of Shaista Gull, a kind man who build a beautiful garden inside the British HQ in Helmand Province and then his fight to get his family to safety after the withdrawal of Allied troops.
Chris and Gareth try to understand what has gone so wrong for the British Government to betray the loyalty of so many interpreters and they explore the lessons that we might learn from this.
In this episode we look at the concepts from the Book The Starfish and the Spider by Ori Brafman and Rod Beckstrom. We discuss the benefits and disadvantages of decentralisation.
Using the analogy of the Starfish as a decentralised and self-healing system and the Spider as a centralised system, the book introduces the contrasting characteristics between organisations that embody these differing approaches.
We discuss the need to find the balance between being so controlling that you potentially stifle innovation and become inflexible, and so decentralised that there ceases to be any coherence between teams at all, and communication and purpose break down all together.
Mary is both a historian and senior manager. She is currently researching the lengths the RAF went to to protect Bomber Crews from the stresses of a very new type of warfare - strategic bombing. In the episode, we discuss how to identify mental stress and mental fatigue, prevention vs cure, and the meaning of resilience. Join us as we learn about the wartime RAFs approach to stress management and mental heath, as we discover if there is anything we can learn for todays hectic work environment.
Perhaps a surprising choice for this Podcast, what could a country & western singer possibly teach us about business, leadership, or decision-making? Turn out, quite a lot. Listen to Gareth and Chris explore the remarkable life of one of America's most beloved singers. From her humble routes, she set out to be successful. As a musician, businesswoman, and philanthropist she has undoubtedly changed the world for the better! Perhaps most impressively, she reaches across many generations, diasporas, and demographics and despite her considerable influence, fame and fortune, is almost unanimously loved by everybody.
In this episode, we are privileged to be joined by Dr. Waitman Wade Beorn. He is an author and historian and one of the preeminent academic experts on the Holocaust and the events that led up to the most heinous and barbaric episodes in human history. He is also a previous Tank Commander from the US Cavalry and as such has a tactical appreciation of small team management. In this facinating discussion, we explore the combinatorial factors of bad individuals, bad organizations, and bad systems. Why do good people stand by when bad things happen? What is the role of leadership in preventing or propagating ethical drift? Recognizing that this is a deeply sensitive and distressing topic, Gareth and Chris try to explore the analogies and the potential lessons for today without trivialising or over generalising.
After a party at Chris's house, he pushed the emergency podcast button to ask why he couldn't get anyone dancing? We explore the concept of the first follwer and the power they have in driving group behaviours. The conversation moves on to wider group dynamics, group-think, and the idea of loyal dissent. We discuss the conditions required to allow team members to normalise good behaviours and support the overall mission.
When leaders feel that the decisions they need to make isolate them from their teams or even their superiors, they can feel the stress and pressure of their position. In this episode, Chris and Gareth share their experiences of feeling the loneliness of command and explore why this happens. Emotional stress is normal, but there are things that can exacerbate it and there are mitigations to help reduce it. Gareth talks about a time when he refused an order and the lessons that all involved learned from the experience and Chris talks about being put on the spot in front of his team and how this induced stress and made him feel detached from the organization.
Johannes Erwin Rommel, 'The Desert Fox' was a German Field Marshal during the Second World War. Perhaps no other military leader came out of the war with a greater reputation. In this 2-part Influencers episode, Chris and Gareth explore how the legacy of Rommel has endured. Was he a genius or is he over-rated? And why does the myth of the ‘Good German’ endure despite him being a senior Officer in the Nazi regime? What can we learn about tactics, strategy and, leadership from one of the most well-known but arguably one of the most misrepresented leaders of the 20th century?
Johannes Erwin Rommel, 'The Desert Fox' was a German Field Marshal during the Second World War. Perhaps no other military leader came out of the war with a greater reputation. In this 2-part Influencers episode, Chris and Gareth explore how the legacy of Rommel has endured. Was he a genius or is he over-rated? And why does the myth of the ‘Good German’ endure despite him being a senior Officer in the Nazi regime? What can we learn about tactics, strategy, and leadership from one of the most well-known but arguably one of the most misrepresented leaders of the 20th century?
VUCA, a term that originates from US Army thinking around the dynamic and dangerous conditions of contemporary warfare, that bleeds across into the corporate lexicon. But what is it and what can we do about it? In this episode, Gareth breaks down each of the constituent parts of what makes things VUCA, and then in discussion with Chris, they try to find ways to overcome these challenges.
Chris and Gareth introduce games that they have each run with corporate participants. Both games are quite different and as a result, engender different experiences, emotional responses, and lessons. Over the course of the episode, they discuss the specifics of the workshops they've run using these games as well as the wider value of games and these sorts of events.
Gareth and Chris are delighted to be joined by Pia Wendelbo an experienced mentor and business coach from 'Scandinavian Change Agents'. Between them, they explore the value of having external advisors within organizations, especially within the C-Suite. Begging the question 'who mentors the people at the top? The conversation also covers change and transformation programs and the need to shift the culture as well as the goals. One of the key discussions revolves around the difference between coaching and management consultancy.
Once again we deep dive into the life of an individual who has changed the way we think about the world. Col John Boyd is the creator of the infamous 'OODA loop' as well as many other concepts that have changed our perceptions of strategy. In the discussion, we try to untangle myth from reality, tackle misconceptions of the OODA loop, and chat about the links between mechanics and human dynamics in systems.
Chris and Gareth explore the difficult subject of Mis, Dis, and Mal information. trying to work out when, if ever, it's appropriate for a leader to mislead people or hide things. They also discuss the difference between honesty and transparency, how to capture the narrative, and how to lead people in an ever more polarised world.
Having just come back from a screening of the Christopher Nolan film, Oppenheimer, Chris and Gareth discuss what we might learn from such a profound and important moment in our collective history. From project management, through to leading teams on morally difficult tasks. Gareth discusses leading teams in Combat and they both try to understand what led to General Groves and Dr Oppenheimer ultimately being successful in the pursuit of such an audacious, complex, and wholly unprecedented goal.
In this episode we are joined by Ian Pegg, a senior manager in his own right, but also a historian who has focused on the role of the Chaplain during the Second World War. We talk about the surprising role chaplains have on Unit cohesion and explore the need for soft skills in Leadership that they often fulfill. Is this a gap in the civilian workplace?
In the second of our bonus episodes Gareth has recorded an essay he wrote for Karve International on the lesson we can learn from the current conflict in Ukraine on the role of Human Machine Teaming and the future of military collaboration.
There are few people who achieve greatness and leave a lasting impression on the world after they die. To do it twice in two completely unrelated fields is truly remarkable. Leonard Cheshire, a decorated pilot, commander, philanthropist, and charity worker. In the second of our Influencers series, we try to unpack the extraordinary life of Leonard Cheshire and try to understand what made him so successful in such a diverse range of undertakings.
In the second of our chats with Douglas, we discuss the difference between the visionary leaders that change the world and the mavericks that break things and people. We discuss the Ocean Gate disaster and examples from our own career where arrogance and exceptionalism have led to poor outcomes.
In this episode, we chat with Douglas Waterfall about the concept of technical debt and why software engineers may have a different perspective from project managers. We explore why some teams can build shared consciousness and cohesion whilst others don't and what this can mean for strategy.
We discuss the symbiosis between individual and collective resilience. Gareth and Chris both open up about their own personal struggles and use these to explore resilience and the ability to withstand and endure stress without becoming damaged. This is a leadership challenge that applies to the military, business and every day aspects of life.
In the first of our Influencers series, we explore the man, the legend, that was Steve Jobs. Co-Founder of Apple, Chairman of Pixar, Inventor, investor and business magnate. There's no doubt that he was successful. But what lessons are there that we can learn?
----more----In this episode, Chris and Gareth introduce a new approach, once a month we will take a close look at a particular individual who is or has been influential. Whilst describing this, we also discuss the role of Heros, the survivor bias, and the role of the Sandhust Capbadge.
In the second of our two-part series with designer Rich Seale from Creatively Challenged, we tackle the complex issue of Artificial Intelligence. Are we at the foothills of the dystopian nightmare? Is this the end of work as we know it? Can AI truly be creative? If so, where does that leave the rest of us?
Gareth and Chris recorded this, the first of a two-part series with Rich Seale, a renowned designer, and fellow podcaster, around the role design plays in strategy, leadership and management. The three of them recorded these episodes at the Future Strategy Club in Peckham, London and it is a collaboration between the podcasts; Battling with Business and Creatively Challenged.
In this week's episode, Chris and Gareth are joined by Theo Bigby, a fellow member of the Future Strategy Club, to discuss Diversity. Whilst a seemingly simple subject, like all these things, diversity is complex. Listen as they try to peel back the layers and understand why this is such a divisive and sensitive subject.
What is the point in meetings? Are they a vital productive exchange of ideas? Or are they simply a distraction that takes you away from doing your actual job, full of drudgery and hot air? Chris and Gareth talk about good and bad meetings and reflect on their own experiences of being in and running meetings. Chirs ends by introducing an excellent process for running better and more productive meetings that don't suck!
This week, Chris talks from experience about the tell-tail signs that a project may be heading off course. Gareth explores the resonance of commercial project management with campaign management of military operations and the principles of war.
We interview Natalia Talkowska from Natalka Design to discuss the importance of design, creativity, and innovation. We explore the value of soft sciences and the arts when tackling complex problems and discuss the importance of fun in the workplace.
We interview Natalia Talkowska from Natalka Design to discuss the importance of design, creativity, and innovation. We explore the value of soft sciences and the arts when tackling complex problems and discuss the importance of fun in the workplace.
In the second episode exploring the concept of Operational Art, Chris and Gareth discuss role of campaign asessement and how to measure success rather than activity.
This is the first of another two-part discussion, this time on the military philosophy of Operational Art. Gareth explains how the military plans and executes operations to attain strategic success.
In this episode, we chat with Paul Armstrong the renowned technology journalist and author about the future. Looking at the value of predictive foresight, the Gartner Hype Curve, block chain and the opportunities and risks posed by AI.
In the second part of the discussion around the factors that effect the way we make decisions, Gareth and Chris chat about some of the influences that can alter decision outcomes.
In the first of a two part discussion, Gareth explains the factors that effect the way we make decisions. Starting with the role of data, information and intelligence.
In this episode Chris explains the concept of the Big Hairy Audacious Goal or BHAG and then the 3HAG. Gareth and Chris explore the value of aiming big as opposed to chasing incremental growth.
Gareth and Chris explore the role of Wargaming and/or Red teaming in planning and development. Is this a slightly geeky indulgence or does it bring real value to planning and ideation?
Following on from last week's discussion on leadership, Gareth talks with Lt Col Joe Brown RLC, about the value of coaching and mentoring within progressive organisations. Joe also introduces a fascinating theory on the role of rhetoric when leading.
Gareth interviews Lt Col Joe Brown, a Royal Logistics Corps Ammunition Technical Officer trained in the disposal of bombs and IEDs. During their discussion, they compare different styles of small-team leadership, how you build capability for the future without undermining the present, and the role of honesty in leading teams.
As a software product manager, Agile is at the center of Chris's professional world. But how does this software methodology compare with the military notions of agility? During the course of this podcast, they discuss Jacinda Ardhern, the Cynefin Framework, and agile lessons from the notorious SAS hero Paddy Maine.
As a software product manager, Agile is at the center of Chris's professional world. But how does this software methodology compare with military notions of agility? During the course of this podcast, they discuss Jacinda Ardern, the Cyefin Framework, and agile lessons from the notorious SAS hero Paddy Maine.
This is a bonus episode of a talk Gareth gave at a recent Tech conference. call Technology - Behaviour - Data. In this talk Gareth introduces 4 survival lessons to ensure your business, not only survives the next 24 months, but thrives.
Lesson 1 - Be more of a Sniper and less of a Marksman
Lesson 2 - Whomever is at the front of the stack, calls the shots
Lesson 3 - No plan survives contact with the enemy
Lesson 4 - Empower your team through your actions
After Chris and Gareth spend a Sunday together running around playing Airsoft, they reflect on how it compares to leading organisations in both, the boardroom and on the battlefield.
In this episode, Chris interviews Gareth about his time conducting counter-piracy operations and uses this as a way of exploring what makes teams adaptable when faced with uncertainty and when under pressure.
In this episode, Gareth and Chris discuss Strategy and try to define it. Starting with Gareth's experience of strategy from a military context, they try to identify its definitions and purpose for planning and meeting organisational objectives.
Chris and Gareth try to untangle the confusion around three related but distinct concepts: Command, Leadership and Management. As usual the discussion compares and contrasts the military and civilian use of language around these concepts. The conversation concludes by exploring the relationship between Command, Leadership and Management and how they also relate to both Culture and Strategy.
In our first episode with a guest, Gareth and John discuss overcoming fear and uncertainty with Brigadier John Cresswell. As a Commando trained Royal Artillery Officer, who now serves as deputy commander of the French 1st Division, John's story provides some great examples of overcoming these challenges when leading teams and leads exploring ideas around command and adaptability.
In this episode, Gareth and Chris explore the effect of Biases and Heuristics on decision making within organisations. The discussion covers the value of diversity in problem solving and how work cultures can be developed to mitigate some the negative effects of heuristics and bias.
Chris introduces the concept of a 'personal narrative', the individual perspectives people have that when aligned create good working relationships. But when misunderstood, can create conflict, confusion, and inefficient communication. Gareth and Chris discuss the role of empathy, communication, and empowerment in developing great working relationships.
In the first real discussion in Battling with Business, Chris and Gareth try to make sense of the baffling array of terms that businesses and organisations spend time and money defining. Gareth uses his experience of military mission planning to try to make sense of these terms, and they both discuss where setting out longer-term aspirations links to o strategy and culture.
This is episode 1 of our new podcast. In this episode, we introduce ourselves, give a bit of background as to why we are doing a podcast, and give a flavor of the sorts of topics were hoping to cover as the podcast develops.