In this episode, I’m joined by leadership coach and mindfulness teacher Susan Grandfield for a conversation that blends personal insight, scientific rigour, and deep practicality of meditation.

We explore why meditation isn’t just a wellness fad or spiritual escape, but a practical, evidence-based tool for leaders navigating complexity, overwhelm, and continuous partial attention.  

Susan brings both academic and lived experience, and together we discuss:

• The different types of meditation (and how to find the one that suits you)
• Why a consistent 10-minute practice can genuinely shift your leadership presence
• What neuroscience reveals about time, focus, and decision-making
• How meditation strengthens creativity, resilience, and moral courage  

Susan is an experienced leadership and mindset coach and has worked internationally with senior leaders, managers and with teams in corporate and SME organisations for over 20 years. 

In that time, she has had the opportunity to work in the public, private and third sectors and across a diverse range of industries. Susan’s coaching is based on the power of inner work.  It is rooted in the perspective that to change things on the outside, we need to start with what is going on on the inside.   

She holds a Master’s degree in Studies in Mindfulness, is a qualified and experienced mindfulness and compassion coach and has been published on the subject of mindfulness and compassion in business in journals and the book “Mindful Heroes: stories of journeys that changed lives.  

Her suggestions for starting or supporting your meditation journey are:

The Mindfulness Association - https://www.mindfulnessassociation.net/
Breathworks - https://www.breathworks-mindfulness.org.uk/
Headspace App - https://www.headspace.com/
Insight Timer (app) - https://insighttimer.com/  

As well as a number of useful resources on her own website – www.susangrandfield.com

If you want to find out more about Waldencroft and the work we do with executive leadership teams, head over to Waldencroft.com 

In this episode, I’m joined by Jamie Livingston, Founder and CEO of Livingston James Group and Co-Chair of the youth leadership charity Columba 1400.
 
Jamie brings decades of experience placing senior leaders into C-suite and board-level roles. In our conversation, he reflects on how leadership expectations have evolved from the traditional command-and-control model to the need for leaders who are purpose-led, agile, and capable of navigating complexity, paradox, and moral dilemmas. 

We explore:

• What organisations are really looking for in executive leaders today
• The tension between competency-based assessment and deeper human capacities
• How Livingston James has embedded purpose through ownership, structure, and values
• The role of moral courage in leadership
• The importance of early moral and intellectual development, with a nod to the German idea of Bildung and Jamie’s work with young people through Columba 1400

This is a wide-ranging and thoughtful conversation about leadership as principled action—especially in times of disruption.

In this solo episode, I explore what the Netflix drama Toxic Town can teach us about moral leadership.

Using James Rest’s Four-Component Model of ethical decision-making, I contrast two characters - Roy Thomas and Sam Hagen - and examine how their choices offer a powerful lens for executive leaders navigating complexity, responsibility, and risk. 

This episode is especially relevant for anyone in a leadership role asking:

• What makes ethical action possible?
• How do status and proximity to power shape our moral clarity?
• And what can we do to develop the courage to act when it counts?

If you read my recent Suite Spot newsletter, this conversation will take the thinking a step deeper.

🎧 Listen in to reflect on the anatomy of moral failure - and what it takes to lead with integrity.

If you'd like to stay in touch with what we're doing in Waldencroft, you can sign up to our mailer here: https://waldencroft.com/newsletter/

What does it take to lead a major organisation through collapse, recovery, and into a decade of growth?

In this episode Dr Jacqueline Conway is joined by David Conway, HR Director at London Gatwick Airport, to explore how executive leadership transformed in the wake of the pandemic. Gatwick lost nearly 100% of its passengers during COVID — a near-total shutdown of operations.

David shares the personal and collective journey of rebuilding an executive team fit for the future. From defining shared strategic priorities to embedding resilience and fostering true collective enterprise leadership, this episode is rich with hard-won lessons for anyone navigating disruption at the top.
You’ll hear:

• What resilience for growth really looks like
• How HR can play a strategic, shaping role in the C-suite
• Why technical brilliance doesn’t always translate to executive readiness
• What it takes to develop a high-functioning executive team after trauma

David has been the HR Director at London Gatwick since January 2021, bringing with him over 30 years of experience in various industries such as oil & energy, aviation, and retail. He has worked for notable brands including BP, British Airways, and Safeway.

Before joining London Gatwick, David spent 13.5 years at BP, where he held the position of HR Vice President for the company's Alaska business. In this role, he oversaw operations related to the Prudhoe Bay oil field and the trans-Alaska pipeline. David also has experience working in operations and HR at British Airways, as well as starting his career at Safeway in customer service and operations.

In this latest episode I introduce FieldSense — a structured yet human approach to working through complex issues as a leadership team.

Too often, the capacity in senior teams isn’t unleashed as they try to solve gnarly problems or issues - not because the people aren’t capable, but because they’re talking at cross purposes, each operating from a different stage of the problem.

FieldSense makes those stages visible, helping teams align on where they are, what the work is right now, and what comes next.

You’ll learn:
The three phases and six moves of the FieldSense framework
Why slowing down early helps speed up better decisions later
How to shift from reactive dialogue to shared, grounded action

If you’ve ever been in a meeting where something important needed to be solved — and the conversation got stuck — this episode is for you.

And if you want to learn more about how FieldSense works, or how you could deploy it in your leadership team, reach out to us at: https://waldencroft.com/contact/

What if the alternative to capitalism’s excesses isn’t revolution—but quiet reinvention?

In this episode I’m joined by Claire Costello, Chief People & Inclusion Officer at Co-op Group. We explore how Co-op’s values-led, member-owned structure creates a different kind of leadership. One that's attuned, distributed, and accountable.

Claire describes how Co-op’s flexible executive structure, enterprise-wide mindset, and strong connection to its 6 million members foster leadership that is both commercially astute and socially responsible.

Claire joined the Co-op in 2019 as Chief Procurement officer and moved to her current role as Chief People and Inclusion Officer at the Co-operative Group in 2022.

Her team works across 3 core areas: setting and delivering the strategy for Reward, Wellbeing, Employee Relations, Inclusion, Skills, Colleague proposition and Leadership development; supporting the strategic people challenges across a diverse set of business areas; and delivering a pensions proposition to 54,000 colleagues and 30,000 pensioners.  

Claire is also on the Board of Co-op Academies Trust as a Trustee.

In this episode I examine the four stages of chaos—Disruption, Escalation, Fragmentation, and Disintegration (or Breakthrough)—and how leaders can identify our position within the cycle. Understanding these stages provides us with a vital advantage: it enables us to lead with intention, rather than merely react to the turmoil.

I also incorporate the work of Neil Howe and his Fourth Turning theory, which posits that history progresses in 80-to-100-year cycles. If Howe is correct, we are experiencing a period of fundamental transformation—one that will not simply “return to normal.” However, within this disruption, there is also an opportunity: to shape what comes next.

Remember when good character was something a leader strived to be known for? It seems that now, not so much. 

In my latest podcast episode, The Erosion of Character, I explore whether character has truly gone out of fashion—or if we’re simply seeing a battle over what “good character” means. Is it now simply a matter of debate?

When humiliation, intimidation, and confusion are used to win at any cost, under the guise that the ends justify the means, where does that leave us?  

I wrote an article to go alongside this podcast called, Is Character out of Fashion? in my LinkedIn newsletter, the Suite Stop. You can access it by clicking here.

Effective leadership isn’t merely about decisive action—it’s also about recognising when not to act.

In this episode, I explore strategic patience as an underrated leadership skill. We’ve all seen hasty decisions that create bigger problems later. So, how do you know when to hold steady and when to move?


I've just launched a new LinkedIn newsletter, called The Suite Spot, packed full of essential insights and practical strategies for C-Suite leaders and those who develop them. Click here to go to my latest piece. And don’t forget to subscribe so it shows up in your feed each week.

Subscribe on LinkedIn https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=7291429073468182528

In this episode of Advanced Executive Leadership, I’m joined by Steve Williams, Director for Learning and Leadership Development at Accenture. Steve shares how AI is revolutionising leadership development at scale—from creating AI-powered digital coaches and immersive simulations to embedding generative AI into real-time client interactions.

Steve is a passionate Learning and Leadership Development leader who has held several strategic learning roles across a 25-year career. He is currently responsible for the strategic direction and delivery of learning and leadership programs for 80K+ employees in Accenture across several business areas.  He is focused on helping people grow the skills and behaviours that matter, by engaging them with training experiences relevant to their work, and learning through their work. In Accenture we’re exploring deeply how AI and digital tools will transform learning as we know it.

I’ve been reflecting on two stories from late last year—stories that aren’t just news headlines, but signals of deeper, systemic cracks in industries we depend on.

The first story: The tragic murder of United Healthcare’s CEO, Brian Thompson, in broad daylight. While the act itself was horrific, the public’s reaction was startling: social media erupted with jokes, and many Americans seemed to view the act as a violent expression of anger at a healthcare system accused of prioritizing profit over people.

The second story: A groundbreaking lawsuit against 11 major food corporations, alleging that ultra-processed foods (UPFs) are engineered to be addictive, contributing to a public health crisis. For many, these foods have become as harmful as cigarettes once were. What connects these stories?

Both are about systems that have lost their purpose. A healthcare system that denies care to boost profits. A food system that prioritizes addiction over nourishment. As executive leaders, what should we take from this?

I believe we need to start asking tougher questions:

• When is enough, enough? 
• What happens when a system’s priorities become so misaligned with its purpose that it breeds distrust—or worse, existential threats?

If you'd like to read about this topic, I've also created a blogpost, which you can access here: https://waldencroft.com/when-is-enough-enough/

If you'd like to stay up to date with the work that we're producing to enhance the Collective Enterprise Leadership of Executive Teams, you can receive our bi-weekly newsletter. Sign up here: https://waldencroft.com/newsletter/

In this episode, I’m joined by Dr Wilson Wong, Director of insight and futures at Wong at work.  

We delve into futures and foresight, how organisations can anticipate disruption, navigate uncertainty, and strategically plan for the long term.  

Wilson shares fascinating insights from his 20 plus years of futures work, including real world examples, like Shell scenario planning and shifts in the global energy market. We explore why leaders must step back to think critically amidst short term pressures, and how tools like scenario planning can uncover risks and opportunities that might be hiding in plain sight.

A data scientist and futurist, Wilson has over 30 years of experience of applied research into organisations – their leadership, values/ culture, futures strategy, and the evaluation, management and development of human capital for policy & practice, investors and in academia. His research consulting and futures strategy development clients include the Metropolitan Police, Logica, Standard Chartered Bank, Nottingham County Council, Cambridgeshire County Council, DWP. MoD, Human Capital Development Corporation, HCLI, and RBS.

He is Visiting Professor at Nottingham Business School, Adjunct Professor at HK Baptist University, and sits on several academic research strategy boards, and is Chair of the IJHRD. He was for over a decade the Head of Insight & Futures, and Head of Research at the Chartered Institute of Personnel and Development (CIPD, UK) developing the base for evidence-based practice, and helmed the research at the European Association of People Management (EAPM) and the World Federation of People Management Associations (WFPMA). A UK human capital metrics expert to ISO, he co-edited Human capital management standards: A complete guide, published by Kogan Page.  He has led on and continues to develop measures of sustainable HC. He is a member of the UN Millennium Project global futures experts network, and has led the futures research on national talent ecosystems for policy development in Singapore and Malaysia.

Steve Hearsum supports and challenges clients to find their 'edge and stretch' when what they are after is more than simply 'better sameness'. He creates useful discomfort in service of learning and have been told he has  “a knack of not letting people off the hook, without leaving them feeling like they’re on the hook”. 

His interest is in building change capability through:

• Leadership practice: conventional leadership development is largely a waste of time and money. He works with leaders to help them understand how they show up and the impact they have in the context they operate in.
• Consulting & change practice: working with internal and external practitioners to deepen their awareness of how they show up and the impact they have. He also works as a group and individual supervisor.
• Culture: working with organisations and leaders to help them inquire into their current behaviours and supporting them to build their capabilities to evolve how they work together.

His book 'No Silver Bullet' can be ordered from all good booksellers.

In this week’s episode I’m joined by Hugh Kelly, Co-Founder and CEO of Simply Blue Group.

Hugh shares his inspiring journey from a young entrepreneur in Ireland to a global leader in renewable energy innovation.

Together, we explore how Simply Blue is transforming the blue economy by developing cutting-edge projects in floating offshore wind, sustainable aviation fuels, and aquaculture.  

Hugh also opens up about:

• How partnerships are the cornerstone of success in high-risk industries,
• Navigating leadership challenges in a dynamic and fast-changing world,
• His uplifting perspective on the global fight against climate change after attending COP29.

This week, I had the pleasure of speaking with Mike Pettigrew, the CEO of ASCO, a global leader in materials management and logistics for the energy sector. Mike’s journey is nothing short of inspiring. From reshaping undervalued organizations to leading transitions in one of the world’s most dynamic industries, he shares his candid insights on what it takes to lead with vision, bravery, and a people-first mindset in uncertain times.In this episode, we dive into:

• How bravery and confidence can transform an organization.
• Navigating the shift from oil and gas to renewables.
• Leading with clarity and conviction during times of change.
• The importance of building cultures where everyone can thrive.

A Chartered Engineer, Mike spent his formative years with Rolls-Royce Industrial Power in various roles and International locations.

In more entrepreneurial roles, he has spent time in the Aerospace/Automotive supply chain with Gardener Aerospace before landing at Babcock International. Here he is best known for establishing a marine design business which grew from 120 people to 1200 people in 6 years. It became the largest business in its field in Europe.

More recently Mike joined ASCO, the specialist logistics and materials management business. He was appointed CEO following its acquisition by the private equity firm Endless.

If you'd like to stay up to date with the exciting things we're doing in Waldencroft, you can sign up to receive our newsletter here https://waldencroft.com/newsletter/

Ever wondered what it takes to build a truly inclusive global organisation?

In our latest podcast episode, I had the pleasure of speaking with Loraine Martins, the inspiring Global Equity, Diversity, and Inclusion (EDI) Director at Arup. Loraine has a fascinating journey, from working on the London Olympic Park to leading Arup’s mission of “shaping a better world.”  

In our conversation, Loraine opened up about what “shaping a better world” means in practical terms. For Arup, it’s more than just a tagline. It’s about designing spaces that serve diverse communities, fostering a workplace where every voice feels valued, and aligning with the UN Sustainable Development Goals to ensure a positive impact on both people and the planet.

There’s an epidemic of executive loneliness is the corporate world today.  

On this episode of the podcast, I’m joined by Nick Jonsson, author of Executive Loneliness, where he shares his personal experiences of striving for success whilst struggling with the negative consequences of a winning mindset.  

He shares how self-doubt, anxiety and a colluding organisational culture that simply wanted to him to smile and be successful led him to turn to unhealthy coping mechanisms, including addiction, and eventually to him leaving the corporate world in a personal crisis. Whilst at his own rock bottom, a friend of Nick’s took his own life. It was then that he realised how important it is that we support leaders who may be experiencing loneliness and depression in the workplace. This provided a catalyst for a new life purpose and the drive to turn his life around and help others.   

You can find out more about Nick at his website: https://www.nickjonsson.com/

Our latest podcast episode dives deep into how to transform your Senior Leadership Community into a dynamic force that drives your strategy forward! In this episode, we’ll explore:

• How to structure your Senior Leadership Community to function as a cohesive, high-performing team
• The secret to unlocking the full potential of your senior leaders beyond their day-to-day roles
• Why poor team dynamics and weak accountability might be holding your business back
• What makes a senior leadership group more than just a collection of functional heads

We’re unpacking the twin challenges of structure and development, and how deeply intertwined they are in maximising the performance of your Senior Leadership Community, like a double helix of DNA. 

Just as DNA transmits essential genetic information, these two elements—how your leaders are structured and how they are developed—are critical for successful strategy execution and operational excellence.

Listen in as I share real-world examples and our latest thinking on how to balance structure and development for real, tangible outcomes in your leadership team.

You can sign up to receive our new White Paper here. Just put Helix in the notes and we’ll be sure to get it to you.  https://waldencroft.com/contact/ 

Is your life an endless rush from one thing to the next?  

That was certainly the case for Carl Honoré, my guest on today’s podcast. He is the author of the phenomenally successful book In Praise of Slow.    

Carl explains his journey to the slow movement, triggered by an epiphany of recognising the need to slow down and reconnect with the art of living in the moment when he found himself trying to rush the bedtime stories to his son.  

He discusses how our fast-paced culture permeates all aspects of life, from the boardroom to the bedroom. And he shares examples of absurd manifestations of the go-faster culture, such as speed yoga and drive-through funerals!   

The executives I work with are incredibly busy and have large and important portfolios of work that they’re managing. They're also experiencing an epidemic of burnout. The idea of slowing down is anathema to many executives. 

But as Carl explains, slowing down is not just about reducing speed but about being present and doing things well. It’s also about knowing when speed is important, and when giving yourself a bit more space around your work would enhance it immeasurably.   
__

Carl Honoré is an award-winning writer, broadcaster and two-time TED speaker.

The Wall Street Journal hailed him as “an in-demand spokesman on slowness.” CBC Sunday Edition called him “the world’s leading evangelist for the Slow Movement.” His bestselling books have been published in 36 languages. While researching his first book, In Praise of Slow, Carl got slapped with a speeding ticket.

This link has all of his books, courses, etc in one place:
https://linktr.ee/carlhonore

In case you missed it, he made a thing recently for BBC Radio 4:
https://www.bbc.co.uk/programmes/m0021hc4

How do we balance AI integration with a human-centred organisational culture?  

In this episode I’m joined by Bertie Tonks, Chief People Officer at Collinson and a 2023 HR Industry Influencer to explore this pivotal question.  

We dive into the impact of AI on leadership, performance management, and workplace culture.  

And Bertie shares how his lifelong passion for skateboarding shapes his leadership approach and offers insights into fostering high-performance teams in the digital age.  

Tune in to learn how AI can transform work processes without compromising the human touch—and what leaders need to consider to thrive in this evolving landscape.  

More about Bertie...

Bertie was awarded the prestigious HR’s Most Influential Practitioner Award 2023 by HR Magazine and in 2024 was inducted into the HR’s Most Influential Hall of Fame.

Bertie describes himself as a skateboarder, he believes this is what defines him as a person above all else. He is a skateboarder who just happens to do HR. He is currently the Chief People Officer for a company called Collinson, the global leader in Loyalty and Benefits for some of the world’s largest brands. He passionate about people and transforming the world of work and this is apparent in the lasting positive impact of everything he does.

He is determined to ensure generations working both now and the future get to benefit of working in more human centred organisations. Thriving on challenging conventional thinking and best practice, instead he favours experimentation, looking at traditional business challenges from a different perspective.

Bertie has spent most of his career operating as both an in-house expert and management consultant, creating strong links between people and strategy. He’s had two expatriate assignments in MENA and the Americas, with experience stretching across a range of industry sectors such as Media, Retail, Financial Services and even Oil & Gas where he would spend a lot of his time on platforms in the middle of the North Sea.

Outside of work, Bertie supports the Employers Initiative against Domestic, encouraging organisations to make a meaningful difference to survivors and perpetrators. He also supports various charities such as the Concrete Jungle Foundation, focused on building skateparks in troubled parts of the word, providing fun, safe access and a sense of belonging and purpose for young people.

He loves what he does and it shows in the way he works!