Nottingham Business School Business Leaders

Nottingham Trent University
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How do great leaders inspire others, bring ideas to life and deal with setbacks? Join your host Honorary Visiting Professor Mike Sassi in conversation with business leaders to explore the stories, leadership lessons and actionable advice to help you excel in your career.

  1. 5d ago

    Jon French – Leaders need to be comfortable being uncomfortable

    Nottingham Business School’s Business Leaders’ Podcast Episode 84 Jon French – Leaders need to be comfortable being uncomfortable SUMMARY Jon French is a Managing Director of Android Global Business at Google UK – one of the world’s most influential technology ecosystems, with billions of users worldwide across smartphones and connected devices. He has more than 25 years of experience in telecoms, consumer electronics and software, and has held senior leadership roles at global brands Nokia, Samsung, HTC, Microsoft and Beats Electronics. During his career he has worked at the centre of some of technology’s biggest moments, including helping launch the world’s first Android smartphones. In Episode 84 of the Nottingham Business School’s Business Leaders Podcast, Jon tells Honorary Visiting Professor Mike Sassi why, despite a career spent at the cutting edge of technology, he believes human skills still matter more than ever. He discusses leadership through uncertainty, adapting to continuous change and why emotional intelligence, relationship-building and the ability to connect with people increasingly separate successful leaders from the rest. Jon says: “In my career, it’s softer skills that have led to any success I’ve had.” INTRODUCTION • Jon French is a Managing Director of Android Global Business at Google UK • In 1997 he began building a career in mobile tech when he joined Nokia, entering the industry during the early expansion of mobile comms. • He joined Samsung in 2003. During his five years there, Samsung grew from three per cent market share to 33 per cent, overtaking Nokia as the UK's leading phone brand. • In 2008 Jon received Samsung's prestigious Chairman's Platinum Award, recognising outstanding sales and marketing performance across the wider Samsung Group. • He moved to HTC in 2008 and played a leading role in launching the world's first Android smartphones, working closely with Google. • Jon went on to hold senior leadership positions across major global technology businesses including Microsoft and Beats Electronics. • Today, as an MD of Android Global Business at Google UK Jon helps lead international business strategy, partnerships and commercial performance across one of the world's most influential technology platforms. LEADERSHIP TAKEAWAYS from Jon French 1. Effective leaders become comfortable operating in uncertainty. "I always put myself in uncomfortable positions. Leaders need to not know what's going to happen… then not let that be a source of worry, but rather a source of excitement and energy." 2. Growth often comes from taking risks and backing yourself. "I've never been afraid to back myself. I've never been afraid to take that challenge… It’s the bungee jump equivalent. If you're able to throw yourself into it, then actually you're probably going to enjoy the ride." 3. Great leaders balance long-term vision with delivering the next step. "Don't look too far in the future. Yes, have a plan. But don't forget you're on a path to get there. If you look too far in the future, you forget the next step on the path." 4. Success should not lead to complacency. "When you've had your moment and done very well, get back to work as soon as possible. Because if you let yourself become too distracted by praise or success, then you'll take your foot off the gas." 5. Leadership depends on emotional intelligence and human connection. "Leadership is about connecting with people and conveying a message in a way that resonates. Softer skills are the number one thing that's led to any success that I've had." 6. Leaders need to be honest about their weaknesses. "When you're open with yourself and can say, 'I'm not great at that’ … that's the most powerful transformation." 7. Maintaining the status quo is often a greater risk than changing. "If you stand still, then you move backwards." RELATED LINKS Find out more about Jon French on his LinkedIn pagesJon French delivered a Business Leaders Lecture at Nottingham Business SchoolRead more about Jon French in this news item from Mobile NewsIf you enjoyed this episode of the NBS Business Leaders’ Podcast with MD of Global Android at Google UK Jon French, listen to previous episodes with… • The CEO of Boots UK Anthony Hemmerdinger • The co-founder of the Amazing If… company Sarah Ellis • Entrepreneur and CEO of £1bn international software firm Ideagen, Ben Dorks • The founder of the Lonely Girls Club Holly Cooke

    33 min

  2. Jun 23

    Matthew Swann – Why playing it safe is the biggest risk of all

    Nottingham Business School’s Business Leaders’ Podcast Episode 83 Matthew Swann – Why playing it safe is the biggest risk of all Matthew Swann is director of the BBC Concert Orchestra which performs for millions of listeners and viewers around the world, across radio, television and digital platforms. His career as an arts executive, producer and curator has taken him through some of the UK’s most influential cultural organisations, including the Roundhouse and the City of London Sinfonia. At the BBC, he has helped broaden the orchestra’s reach through innovative programming, blending classical repertoire with jazz, film scores and collaborations with artists including Ed Sheeran, Dua Lipa and Gary Barlow. In Episode 83 of the Nottingham Business School’s Business Leaders’ Podcast, Matthew tells Honorary Visiting Professor Mike Sassi how leadership in a modern cultural institution extends far beyond the narrow confines of a single discipline like music. He discusses balancing artistic ambition with commercial realities, the importance of collaboration and why leaders should not be afraid to take carefully calculated risks. “Not every risk will pay off,” says Matthew. “But the danger of not taking the risk is retrenchment and business as usual.” INTRODUCTION • Matthew Swann studied classical trumpet at university but developed a parallel interest in wider music culture beyond traditional classical repertoire. • He began his professional career in the arts sector, working in corporate fundraising at the Barbican • In 2008 Matthew moved to the Roundhouse in Camden as a producer. During this time, he created projects including the Reverb and Voices Now festivals. • He founded Voices Now, a festival focused on choral music, participation and new approaches to audience engagement. • In 2012 he became Chief Executive of City of London Sinfonia (CLS), beginning a nine-year period leading one of the UK's most innovative chamber orchestras. • At CLS he pioneered new performance formats and collaborations across classical, jazz, folk and electronic music, with a particular focus on reaching younger and more diverse audiences. • In March 2024 Matthew was appointed Director of the BBC Concert Orchestra, leading one of the BBC's five professional orchestras and overseeing its artistic, strategic and commercial direction. LEADERSHIP TAKEAWAYS from Matthew Swann 1. Leadership is about understanding where your presence matters most. "[I ask myself] Do I need to be with the orchestra that week? Do I need to be present? I think that's a big part of leadership that people often forget." 2. Organisations can build identity through adaptability rather than narrow specialisation. "Versatility is part of our identity… that's one of the reasons why I enjoy the orchestra so much." 3. Collaboration should be a necessity for success, not an exercise in image-building. "Nothing would happen without collaboration… we require collaboration within the BBC to make sure everybody knows what's going on." 4. Leadership works best as a two-way process rather than top-down direction. "A really good conductor takes as much from the orchestra he or she is directing as they [the musicians] do from him. Leadership really should be a two-way process." 5. Strong leaders acknowledge and use the expertise of others. "The orchestra is pleased when a conductor turns round and says, ‘I'm relying on your expertise because it's expertise I don't have.’" 6. Maintaining the status quo can be more dangerous than change. "Not every risk will pay off, but the danger of not taking the risk is retrenchment and business as usual. And that's where you fall down and fall over." 7. Leadership means taking responsibility for persuading people effectively. "[When something fails it’s good to say] …the fault I've got here is that I have not persuaded you properly. So how do I do that?" 8. Leadership influence grows through relationships. “[Would-be leaders must] Talk to everyone all the time… network, network, network… it's about, very thoroughly, going and having sensible conversations." RELATED LINKS Find out more about Matthew Swann on his LinkedIn pages Read about Matthew Swann’s appointment by the BBC, on the BBC website Matthew Swann has led a pioneering relationship between the BBC Concert Orchestra and Nottingham’s universities If you enjoyed this episode of the NBS Business Leaders’ Podcast with The Director of the BBC Concert Orchestra Matthew Swann, listen to previous episodes with… • The CEO of Boots UK Anthony Hemmerdinger • The co-founder of the Amazing If… company Sarah Ellis • Entrepreneur and CEO of £1bn international software firm Ideagen, Ben Dorks • The founder of the Lonely Girls Club Holly Cooke

    30 min

  3. Jun 2

    Holly Cooke – Building a business that people can connect with

    Nottingham Business School’s Business Leaders’ Podcast Episode 82 Holly Cooke – Building a business that people can connect with SUMMARY Holly Cooke is the founder and chief executive of The Lonely Girls Club – the fast-growing social enterprise that has transformed a simple friendship group into a nationwide business with more than 160,000 members across eight British cities. The 29-year-old launched Lonely Girls after struggling with loneliness when she moved to London. Now her organisation hosts scores of paid-for events every month, ranging from brunches and walks to theatre trips and football nights. In episode 82 of the Nottingham Business School’s Business Leaders Podcast, Holly tells Honorary Visiting Professor Mike Sassi how she started the club as a sideline, while holding down a full-time corporate marketing role. Now she has turned her personal project into a fully-fledged business – and a community of like-minded women. Holly says: “It’s about being able to help people… and pay the bills at the same time.” INTRODUCTION • Entrepreneur Holly Cooke is founder and CEO of The Lonely Girls Club. • She was born and raised in Stoke-on-Trent, then studied Fashion Communication at Nottingham Trent University. • She moved to London in 2018 aged 22 – to take up a graduate marketing role – but struggled with loneliness, finding it difficult to make friends in a big city. • In November 2018 she launched the London Lonely Girls Club as a small Facebook group, with a handful of women attending the first meet-up. • The club evolved into “a community based on friendship, support, and connection among women,” with its own membership website and newsletter. • The Lonely Girls Club now has more 150,000 members across eight cities, including London, Birmingham, Manchester, Nottingham and Stoke. • Every month, the organisation hosts dozens of paid-for, social events such as brunches, walks, and creative activities that are designed to generate “meaningful relationships”. • The LGC also aims to address wider social issues around loneliness, particularly among young adults navigating life after education. • In 2025 Holly received national recognition, with a UK Points of Light Award from The Prime Minister’s Office, for her contribution to tackling loneliness and building community. TAKEAWAYS 1. The strongest businesses often begin with a personal experience that people can connect with. Holly says: “The Lonely Girls Club was very much all about my own lived experience.” Leadership takeaway: Authenticity creates trust. 2. Purpose-driven organisations need to be commercially sustainable if they want to survive long term. Holly says: “It’s about being able to pay the bills… and help people at the same time.” Leadership takeaway: Impact and profitability don’t have to compete (with each other). 3. Leaders should test ideas carefully before scaling them across an organisation. Holly says: “I will try it in one city first before going, ‘let’s do that in all eight!’” Leadership takeaway: Sustainable growth comes from learning, refining and stress-testing systems. 4. One of the hardest parts of leadership is learning to trust other people. Holly says: “I have had to learn to let go.” Leadership takeaway: Delegation is essential if an organisation is going to grow. 5. Communities grow when people are represented. Holly says: “People need to see themselves reflected in what we do.” Leadership takeaway: Real connection is often more powerful than polished branding. 6. Listening to feedback is critical to growth and innovation. Holly says: “[For a business] Feedback is everything.” Leadership takeaway: Successful leaders build cultures that constantly learn and adapt. 7. Founders shouldn’t wait for perfection before starting something meaningful. Holly says: “It doesn’t need to look like a big, shiny, incredible thing… to be important.” Leadership takeaway: Small beginnings can create lasting impact. RELATED LINKS Find out more about The Lonely Girls Club here Read about Holly Cooke on her LinkedIn pages Read about the success of Holly’s London Lonely Girls Club here Holly also featured in the pages of the Washington Post If you enjoyed this episode of the NBS Business Leaders’ Podcast with the founder of the Lonely Girls Club Holly Cooke, why not listen to previous episodes with… • The co-founder of the Amazing If… company Sarah Ellis • Entrepreneur and CEO of £1bn international software business Ideagen, Ben Dorks • The Global Head of Emerging Talent at Rolls Royce Ellie Long • The former CEO of the Financial Ombudsman Service Caroline Wayman

    27 min

  4. May 19

    Kate Butler – Leaders must be curious

    Nottingham Business School’s Business Leaders’ Podcast Episode 81 Kate Butler – Leaders must be curious SUMMARY Kate Butler is the deputy managing director of Via East Midlands. She is also an expert on the complex challenge of maintaining Britain’s crumbling roads. As a senior executive at Via, she oversees an £87 million turnover and a workforce of 700 staff dedicated – among many other things – to filling Nottinghamshire’s potholes. In episode 81 of the Nottingham Business School’s Business Leaders’ Podcast, she offers a candid look at the "sharp end" of public service, managing a daunting £400m maintenance backlog amidst tightening financial constraints. Reflecting on a career that has spanned more than a dozen different roles at Nottinghamshire County Council, Kate explains how she transitioned from an international banking graduate training scheme, to become a cornerstone of local infrastructure planning. She tells Honorary Visiting Professor Mike Sassi that effective leadership in the public sector is defined by transparency and the ability to assess competing regional needs. Perhaps her most striking message is that leaders don’t need to be technical experts to succeed in engineering – what they need most is curiosity. "Luckily, I’m incredibly nosy," she says. INTRODUCTION to Kate Butler • Kate Butler is deputy managing director at Via East Midlands, a company with 700 staff and an £87 million turnover. • Via is a Teckal company – an arm's length organisation where local authority Nottinghamshire County Council is sole shareholder and at least 80 per cent of its work is for the public sector. • Kate manages critical infrastructure and roads in Nottinghamshire. • She previously worked for Nottinghamshire County Council. Her project management expertise meant she played a big role in the creation of Via East Midlands between 2014 and 2015. • Kate earned a degree in geography before starting her career on a graduate management training scheme at a London-based. She moved to Nottinghamshire in the early 2000s. • She attributes her success to her being able to maintain enthusiasm, utilise mentors… and be "incredibly nosy”! LEADERSHIP TAKEAWAYS from Kate Butler 1 A leader need not be a technical expert to manage large, specialised teams: "My background in project and programme management is one of the reasons I was developed into this role." 2 Curiosity is vital for understanding how places work: "I'm incredibly nosy anyway, which I think helps." 3 Maintaining enthusiasm is essential for driving and motivating other people: "My enthusiasm is still here, undimmed, after twenty years." 4 Aspiring leaders should proactively take every opportunity presented to them: "No opportunities should ever be wasted because, at some point, ten years later, you might think – I'm sure I understood something from that!” 5 Mentorship plays a critical role in professional growth: "I've had some mentors in my career… and some managers that weren't so fantastic. You learn as much from them as you do from the good mentors!” 6 Leaders should develop "soft skills" and an interest in the wider political and social landscape. "I'm interested in politics. I'm interested in the way it works… so that helps." 7 Transparency is the best way to handle high public expectations "We’re developing a new customer service strategy which has got communications written right through it..." 8 Leaders must balance the need for immediate reactions with the ability to take a longer view: "I think it's about having a medium to long-term vision..." 9 Celebrating success is most effective when it is shared across an entire team. "It's just a wonderful way to work." 10 A wider purpose can be as sustainable a motivator as financial gain: "I had a good job with a bank… I just felt I needed to do something that would involve more giving back to society." RELATED LINKS Find out more about Kate Butler… • Through her LinkedIn profile If you enjoyed this episode of the NBS Business Leaders’ Podcast with Kate Butler, listen to previous episodes with… • The MD of Boots UK Anthony Hemmerdinger • The Global Head of Emerging Talent at engineering giant Rolls-Royce Ellie Long • The former Chief Exec of the Financial Ombudsman Service Caroline Wayman • The BBC’s Deputy Chief People Officer Sarah Gregory

    24 min

  5. May 5

    Peter Cheese – Make ‘good work’ your North Star

    Nottingham Business School’s Business Leaders’ Podcast Episode 80 SUMMARY Peter Cheese – Make ‘good work’ your North Star Peter Cheese is long-serving CEO of the Chartered Institute of Personnel and Development – and one of the UK’s most influential voices on the future of work. His book The New World of Work is often cited as a must-read for anyone in leadership. In Episode 80 of the Nottingham Business School’s Business Leaders’ Podcast, he offers a stark warning to business leaders: adapt to uncertainty, or risk being left behind. Author of the book The New World of Work, Peter reflects on 14 years at the helm of the CIPD, where he helped shape thinking on skills and workplace culture for more than 160,000 members worldwide. He tells Honorary Visiting Professor Mike Sassi that leadership in 2026 is defined less by certainty and control, and more by humility, adaptability and ethical responsibility. His most striking message is about ‘good work’; that is, work with purpose, fairness and meaning. “Leaders must make ‘good work’ their North Star…” he says, “…guiding decisions not just for profit, but for people and society.” INTRODUCTION • Peter Cheese studied engineering at university but then spent more than 30 years at international professional services company Accenture, joining in the early 1980s and rising to become a Global Managing Director. • During the 1990s and 2000s he helped organisations design international workforce and outsourcing strategies. • In 2012 Peter became Chief Executive of the Chartered Institute of Personnel and Development (CIPD). • In the next 14 years he transformed the CIPD into a globally recognised authority, supporting more than 160,000 members worldwide and increasing its influence in government policy, workplace standards and skills development. • He published his seminal book The New World of Work in 2021, anticipating AI disruption, labour market shifts and changing leadership demands. • He became a leading advocate for “good work,” ethical AI, and multi-stakeholder business, advising governments and contributing to national debates on employment reform. • Earlier this year he announced he would step down as CIPD CEO, marking the end of a significant era in UK workplace leadership. LEADERSHIP TAKEAWAYS from Peter Cheese 1. Collaboration is essential in solving complex problems “The more that we can connect and reach out and learn from each other… the better.” 2. Leadership now operates in permanent uncertainty “I think we are now in times of greater uncertainty than any of us can remember.” 3. People are now a core strategic priority “Business leaders are embracing, much more, an understanding of organisation, people and culture.” 4. Humility is a critical leadership trait “We can’t have all of the answers… but we must have the ability to listen and to learn.” 5. AI must be implemented responsibly, not just efficiently “Technology should be used [by leaders] in responsible ways to make sure that the jobs… are good for people.” 6. Leaders must actively shape the future – not react to it “The best way for leaders to predict the future is to help to shape it.” 7. Multi-stakeholder thinking is now essential for leaders “Other important stakeholders include our customers… our suppliers… our employees… the communities… and the environment.” 8. Adaptability and agility are more important, for leaders, than rigid planning “[The crucial skill is} our ability to be agile and to navigate a fast-changing world.” 9. Leaders must be comfortable managing paradox “Leaders need to deal with paradox and uncertainty because that is the reality.” 10. Inclusion and diversity drive better decision-making “If we only ever surround ourselves with people like us… that is not driving innovation, it drives groupthink.” 11. Curiosity and critical thinking are leaders’ most important future skills “Can you think critically… not just take things at face value?” RELATED LINKS • Peter Cheese discusses his 14 years at the CIPD, on HR Grapevine • Peter Cheese talks about the concept of ‘good work’, on the CIPD website • Peter Cheese talks about HR’s role in a responsible business, to Personnel Today If you enjoyed this episode NBS Business Leaders’ Podcast with Peter Cheese, listen to previous episodes with… • the former VP of Manufacturing at Toyota Europe Marvin Cooke OBE • the MD of Boots UK Anthony Hemmerdinger • co-founder of the Amazing If company and Squiggly Careers theory, Sarah Ellis

    31 min

  6. Apr 1

    Anthony Hemmerdinger – The dangers of living on past glories

    Episode 79 SUMMARY Anthony Hemmerdinger – The dangers of living on past glories Anthony Hemmerdinger is one of the UK retail sector’s most experienced operators. As MD of Boots UK, he leads a business that has been at the heart of the high street for more than 175 years. In Episode 79 of the Nottingham Business School Business Leaders’ Podcast, he reflects on a career spanning more than three decades with brands including Boots, Asda and Marks & Spencer – and on his journey from Saturday shop floor assistant to Managing Director. Speaking to Visiting Honorary Professor Mike Sassi, he discusses the future of the high street, the importance of human connection in retail, and the challenge of modernising heritage brands without losing their identity. He also shares his leadership insights, talking about clarity, honesty and the day he turned up at a store just after staff had been told about redundancies. Reflecting on the pace of transformation in retail, he says: “If we do not change… if we do not evolve… we will not be here!” INTRODUCTION • Anthony Hemmerdinger was appointed Managing Director of Boots UK & Ireland, in November 2024. • He oversees around 2,000 Boots stores and more than 50,000 employees, leading the company’s strategy across health, pharmacy and beauty retail. • He has more than 30 years’ experience in UK retail, having held senior roles at major high-street brands including M&S, Sainsbury's, and Carphone Warehouse. • He spent 17 years at M&S, working in a range of roles before moving into wider retail leadership positions. • From 2016 to 2022 he worked at Asda, becoming Chief Operating Officer and overseeing store operations across the chain during the Covid-19 pandemic. • In September 2022 he joined Boots as Retail & Operations Director, responsible for store operations, logistics and transformation projects. • His promotion to MD in 2024, made headline news as Boots accelerated its store refit and healthcare expansion strategy. • Anthony began his retail career with a Saturday job at Boots as a teenager, in Manchester. He now lives in Sheffield with his family. SIX LEADERSHIP TAKEAWAYS from Anthony Hemmerdinger 1. Leaders must maintain direct contact with staff and customers… human interaction is key: “Making that connection with customers, with patients, with colleagues… is the single most important lesson that I’ve learned. I will be disappointed if I don’t spend at least a day a week out in stores talking to colleagues, talking to customers.” 2. Good leaders will communicate not only decisions but also the reasoning behind them: “The fundamentals of change… [involve not only] giving clarity to the team about what you want to change, but [also] crucially why.” 3. Leaders need to keep learning – and stepping outside their comfort zones: “Be curious… listen more than you speak… and as soon as you start feeling a little bit comfortable, go and find something that stretches you again.” 4. Leaders must adapt quickly in times of crisis – as the Pandemic showed: “We literally were having to reinvent overnight the way in which we ran and operated our stores… the speed of decision making, the boldness of decisions that we had to take.” 5. Organisations must not rely on past success: “It is dangerous just to live on past glories. You have to be prepared to break some things to move it forward. If we do not change, if we do not evolve… we will not be here!” 6. Effective leadership involves absorbing information from others and understanding different perspectives: “Listen more than you speak… soak up as much as you can, expose yourself to different environments and challenges.” RELATED LINKS Find out more about Anthony Hemmerdinger… • On the Boots website • In this Retail Gazette article • From his LinkedIn If you enjoyed this episode of the NBS Business Leaders’ Podcast with Anthony Hemmerdinger you can listen to previous episodes with… • Former Chief Exec of the Financial Ombudsman Service Caroline Wayman • Entrepreneur, chef, musician and TV celebrity Levi Roots • Former head of the RAF Air Chief Marshal Sir Andrew Pulford KCB CBE • The CEO of £1bn global tech giant Ideagen Ben Dorks

    25 min

  7. Mar 17

    Matthew Blain – Putting people first in a performance-driven world

    Nottingham Business School’s Business Leaders’ Podcast Episode 78 SUMMARY Matthew Blain – Putting people first in a performance-driven world Matthew Blain is a senior HR leader whose career spans some of the UK’s most recognisable institutions – and one of the most demanding ownership environments in business. In Episode 78 of the Nottingham Business School’s Business Leaders’ Podcast, he reflects on more than two decades of leadership with AstraZeneca, Boots, JD Wetherspoon and University College London. As the current HR Director at private equity-backed Exemplar Health Care, he tells Visiting Honorary Professor Mike Sassi about leadership in the age of AI, the realities of private equity ownership and why HR should sit at the centre of any creative organisation. Matthew also reflects candidly on the mistakes that shaped him – including a pivotal early-career moment that changed how he thought about leadership. He says: “Leadership is a service. You’re in the service of your team.” INTRODUCTION • In 1996 Matthew Blain completed his first degree at Nottingham Trent, a BSc in Business and Quality Management. • In the 2000s, he was National Training Manager at JD Wetherspoon, developing his first large-scale leadership experience. • He then worked in HR roles at global pharmaceutical giant AstraZeneca then moved into senior HR leadership at Boots. • In 2012, Matthew was awarded a Doctor of Business Administration by the Nottingham Business School. • He was appointed Director of HR at Boots in 2015, then Chief People Officer at University College London in 2019. • In 2022, he was appointed HR Director at Exemplar Health Care, a private equity-backed specialist healthcare provider based in south Yorkshire. TEN LEADERSHIP TAKEAWAYS from Matthew Blain 1. AI is reshaping work – but not in the simplistic “job loss” narrative… “The reality is that AI is also generating a lot of jobs. There are new jobs coming into the workplace.” Leaders must challenge reductive narratives about AI and instead prepare organisations for job transformation, not just automation. 2. AI increases the volume and complexity of human issues… “Whereas at one time in HR you may have received a grievance that was a paragraph or two. It now comes in as 32 pages, fully referenced with case law!” Technology amplifies your staff’s voice, placing greater pressure on leadership judgment, not less. 3. Human leadership matters more, as tasks become automated… “What it has also done… is move even more emphasis onto human contact.” As operational work is automated, motivation, inspiration, and trust become the true leadership differentiators. 4. Modern leaders don’t add value by having the answers… “Leaders no longer have all the answers… the answers are just too easy to put into ChatGPT.” Modern leadership value lies in asking better questions and enabling others, not information control. 5. Calmness is a leadership asset, not a personality trait… “The word that often comes back for me [from my assessments] is calm… calm means reassuring.” Emotional consistency builds psychological safety. Unpredictability erodes trust faster than poor strategy. 6. Leadership is fundamentally about helping others… “Leadership is a service. You’re in the service of your team.” Leaders exist to remove obstacles, unblock progress, and champion people. 7. Authentic leadership can be learned, not innate… “Very little of it [leadership] is authentic. Most of it is a mixture of things we’ve taken from other people.” Leadership identity is constructed through observation, reflection, and adaptation – not fixed personality. 8. Mentorship is powerful – even when informal… “It’s amazing the difference it can make when you’ve got someone that’s just got a guiding hand on you.” Career progression is often shaped by unplanned sponsorship. Leaders should actively encourage mentoring relationships. 9. Private equity is about pace, not the absence of values… “There’s a caricature that private equity companies are not values led… in my experience, that’s just not true.” Commercial intensity and purpose-led leadership are not mutually exclusive in PE-backed firms. 10. Crisis reveals the true strategic value of HR… “Everything we did [during COVID, at University College] … was tested against our mantra of people first.” People-first decision-making creates institutional resilience – and in the case of University College London, enabled our recovery after the COVID pandemic. RELATED LINKS Find out more about Matthew Blain… • Through his LinkedIn pages • Via the website of Exemplar Health Care • From when he was appointed Executive Director of HR at University College London If you enjoyed this episode of the NBS Business Leaders’ Podcast with Matthew Blain, listen to previous episodes with… • The Global Head of Emerging Talent at engineering giant Rolls-Royce Ellie Long • The former Chief Exec of the Financial Ombudsman Service Caroline Wayman • The BBC’s Deputy Chief People Officer Sarah Gregory • The former head of the RAF Air Chief Marshal Sir Andrew Pulford KCB CBE

    28 min

  8. Mar 3

    Paul Southby – Leadership and the law

    Nottingham Business School’s Business Leaders’ Podcast Episode 77 Paul Southby – Leadership and the law SUMMARY Paul Southby is a commercial dispute resolution lawyer whose influence reaches far beyond the courtroom and deep into the civic, cultural and business life of Nottingham. In Episode 77 of the Nottingham Business School’s Business Leaders’ Podcast, he reflects on more than four decades of leadership across law, business advocacy and public service. He is a partner at Geldards LLP, a former Regional Director of the CBI and the 458th High Sheriff of Nottinghamshire. His career has been defined by what he calls “finding a way” when things go wrong. Speaking to Visiting Honorary Professor Mike Sassi, he explores leadership as problem-solving, advocacy and bridge-building. He also reflects candidly on what he wishes he had known earlier in his career – and makes a point of highlighting the importance of staying cool under pressure. “Behaviour is a choice,” he says. “And you can choose to be calm.” INTRODUCTION • Paul Southby qualified as a solicitor in 1982 after graduating from the University of Sheffield • He began his career in London, working in commercial dispute resolution with a number of major law firms. Then in 1987 he was made a partner at Irwin Mitchell in Sheffield, beginning his senior legal leadership career in complex litigation. • Up to 2008, he held partnership roles with more leading firms, including Eversheds in Nottingham and Browne Jacobson LLP, where he spent more than a decade as a commercial litigation partner • In the aftermath of the global financial crisis, Paul stepped away from legal practice to serve as Regional Director of the CBI East Midlands, engaging directly with policymakers, senior politicians and regional business leaders. • He returned to the law in 2010, joining Richard Nelson Solicitors, and in 2012 became a partner at Geldards LLP, where he continues to practise as a specialist in commercial dispute resolution. • Alongside his legal career, Paul has played a prominent role in place-based leadership in Nottingham and the East Midlands. • He has chaired Nottingham Partners, Marketing Nottingham and Nottinghamshire and the Nottingham-based Broadway Cinema. He has also served on both the Nottingham Growth Board and the Nottingham Business School Advisory Board. • In 2022–23, he was appointed the 458th High Sheriff of Nottinghamshire, one of the oldest civic roles in England and Wales. His year in office coincided with the death of Queen Elizabeth II. • Across four decades, Paul’s impact has extended far beyond the law. He is widely recognised for strengthening Nottingham’s civic, cultural and business institutions, supporting arts organisations through Covid recovery, and championing young people. LEADERSHIP TAKEAWAYS from Paul Southby • Effective leaders focus on solutions rather than dwelling on obstacles “It’s negligent to focus on the problem… it’s good to focus on the solution.” • Leadership requires creativity as much as control “’Finding a way’ is a really important component of leadership, I think.” • Advocacy is a core leadership skill “Speaking [up] for something is really important… every leader needs to be able to represent the cause they are working towards.” • Calmness is not just a personality trait “Behaviour is a choice… you can choose to be calm.” • Leaders set the emotional tone for their organisations “The leader sets an example for the rest of the team.” • Winning is not always the goal. Achieving the best outcome is! “The best possible outcome doesn’t necessarily mean that you win everything.” • Relationships matter as much as technical competence “We’re all in a relationship business in some way or another, aren’t we?” • Being a leader is not about ego but about service “Leadership is not about you. It’s about the organisation and the mission and the team.” • Self-care is important for leaders “Looking after yourself is not an option. It’s a responsibility.” RELATED LINKS Find out more about Paul Southby… • Through his LinkedIn profile and posts • In this piece he wrote when he was Chair of the Board of Marketing Nottingham and Nottinghamshire • From this Business Link article written when he was installed as High Sheriff of Nottinghamshire If you enjoyed this episode of the NBS Business Leaders’ Podcast with Paul Southby listen to previous episodes with… • Former Chief Exec of the Financial Ombudsman Service Caroline Wayman • Former Lord Lieutenant of Nottinghamshire Sir John Peace CVO, CStJ • Social entrepreneur and youth mentor Dr Marcellus Baz BEM

    36 min
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How do great leaders inspire others, bring ideas to life and deal with setbacks? Join your host Honorary Visiting Professor Mike Sassi in conversation with business leaders to explore the stories, leadership lessons and actionable advice to help you excel in your career.

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