Nottingham Business School Business Leaders

Nottingham Trent University
  • 5.0 (1)
  • Management
  • Updated Monthly

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. 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

  2. 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

  3. 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

  4. 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

  5. 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

  6. Jan 27

    Leadership roundtable – Why soft skills matter in the construction industry

    SUMMARY The UK construction industry is changing fast – shaped by new technology, shifting markets and the growing demand for skilled people who can lead with confidence. In Episode 76 of the Nottingham Business School’s Business Leaders’ Podcast, two senior industry figures tell Visiting Honorary Professor Mike Sassi what it really takes to build a successful career in construction. Jonathan Suckling, Director at VolkerWessels UK, and Garry Julyan, Commercial MD at TClarke Contracting, both graduated from NTU in 1994. Since then, they’ve helped deliver projects ranging from viaducts on High Speed 2 to London landmarks like The Shard. Back in Nottingham to meet today’s students, they reflect on lessons learned across 30 years of building, bidding, negotiating and leading high-performing teams. LEADERSHIP TAKEAWAYS from Jonathan Suckling and Garry Julyan Early career networks become long-term professional assets GJ: “All roads lead back [to NTU] … you meet people along the way, and it opens conversation. It always helps.” Leadership means listening, delegating and trusting others GJ: “You have to delegate and trust in the individuals who work for you. If you can’t trust others… you’ve got a limited capability to expand.” Soft skills matter as much as technical skills JS: “Technical skills will get you so far… but if you want to be a director of a big organisation, without people skills it’s very, very hard to succeed.” Authenticity stands out – especially in an AI-driven world JS: “My advice [to young managers and leaders] is, be creative, be yourself… if you want to make a difference, stand out.” Resilience is often built through crisis leadership GJ: “Covid was sudden… you had to act decisively, to protect the business. You had to [learn to] make decisions you didn’t like to make.” Create a culture where people aren’t afraid to speak up JS: “If there’s a problem… people need to shout out early, because they feel safe to do so. If they don’t… that’s when you can lose millions of pounds.” Long-term relationships strengthen careers and leadership JS: “When you stay in a business a long time… the relationships you form really help you… they give you the best chance of getting to the top.” Embrace technology – but not blindly JS: “Use tech, but don’t rely on it… What you get our is only as good as what you put in. You’ve got to use your wider experience to make the final call.” Self-reflection is essential for continuous improvement GJ: “Be positive, be inquisitive… and above all else be critical and analyse your performance… If you can assess how you performed, you will get better and become more successful.” RELATED LINKS If you enjoyed this episode of the Business Leaders’ Podcast with Jonathan Suckling and Garry Julyan, listen to previous shows with… • The MD of Via East Midlands and Arc Partnership Dan Maher • Managing Director at Morgan Sindall Sean Bowles • Dubai-based developer Louise Rodrigues • Construction round table with Class of ’84 NTU engineering grads Chris Evans, Colin Collier and Neil Gibson…

    36 min

  7. Jan 15

    Anna Lungley – Sustainability is a business opportunity

    INTRODUCTION • Anna Lungley is Head of Sustainability Consulting at Fujitsu, where she advises leaders on embedding net positive thinking into their business. • She is also a Senior Associate at the Cambridge Institute for Sustainability Leadership, helping organisations tackle some of the most complex challenges in the global economy. • Anna was previously at Japanese media agency Dentsu, as Chief Sustainability Officer and Executive Board Member • She previously spent 15 years working at BT, including in the roles of Group Director of Sustainable Business and Director of Communications (Technology Division) • Her work has been recognised with several awards, including Sustainable Business Leader of the Year (2023); Ad Net Zero Global Best Practice Award (2023); Campaign’s Top 10 Sustainability Leader (2022); World Economic Forum “New Vision for Development” Award (BT Connecting Africa) • Anna is a frequent contributor – as speaker and mentor – to industry events such as London Climate Action Week, New York Climate Week, and UN Global Compact forums. • She originally graduated in Law with languages, then studied postgraduate journalism. LEADERSHIP TAKEAWAYS from Anna Lungley… 1. Early experiences shape sustainability values. “My grandmother had a huge influence on me… she used to talk to me very openly about her experience of social inclusion.” Anna’s exposure to social and environmental issues from her grandmother’s work as a teacher in Africa and India ignited her lifelong passion for sustainability. 2. Global awareness fosters environmental empathy. “I grew up in countries like the Caribbean and Spain, which were water constrained… we didn’t take water for granted.” Living in regions facing resource scarcity gave Anna a deeper understanding of environmental interdependence. 3. Purpose begins with understanding your societal value. “You need to understand what is the true value that you create for society… that ultimately is your purpose.” Anna believes that authentic corporate purpose is rooted in the value an organisation delivers to people and planet. 4. Communication is a catalyst for change. “When you work in advertising, you don’t just shape culture, you create it.” In Anna’s experience, storytelling and communication can shift public behaviour toward more sustainable choices. 5. But… facts and storytelling must work together. “We must balance [stories] with facts, evidence and data. That’s indisputable.” Credible sustainability communication requires both emotional resonance and scientific rigour. 6. Sustainability is a business innovation opportunity. “Sustainability is about innovation… exploring new business models and new opportunities.” Rather than being a compliance burden, sustainability can drive creativity and competitive advantage. 7. ‘Doing less harm’ is no longer enough. “We have the opportunity to build more regenerative business models… that’s business resilience.” Anna says business needs a net positive mindset, actively restoring resources rather than merely reducing impact. 8. Progress, not perfection, sustains motivation. “Celebrate progress, not perfection.” A successful leadership philosophy encourages recognising small wins to maintain optimism in tackling long-term global issues. 9. Future leaders must think short and long-term. “We need business leaders who are pragmatic about the current reality but still keep their eye on the long-term imperative.” Anna says that modern business requires ambidextrous leadership – balancing immediate business needs with enduring sustainability goals. RELATED LINKS Find out more about Anna Lungley… • On Anna’s LinkedIn pages • Through this ‘Business Case for Net Positive’ document she wrote at Fujitsu • In this interview with the creativebrief marketing platform If you enjoyed this episode of the NBS Business Leaders’ Podcast with Anna Lungley, listen to previous episodes with… The former head of the RAF Sir Andrew Pulford CBE KBE The former CEO of the Financial Ombudsman Service Caroline Wayman The co-founder of the Amazing If… company Sarah Ellis

    19 min
  8. Sarah Gregory – How joining a board helps leadership development

    Jan 13

    Sarah Gregory – How joining a board helps leadership development

    Nottingham Business School’s Business Leaders’ Podcast Episode 75 Sarah Gregory – How joining a board helps leadership development SUMMARY Stepping into a non-executive board role can be one of the most powerful – and most overlooked – ways to accelerate leadership development. In Episode 75 of the Business Leaders Podcast, BBC Deputy Chief People Officer Sarah Gregory explains why taking a seat on the board – often unpaid – offers emerging leaders a rare chance to stretch their skills, broaden their perspective and influence real change. Drawing on her experience at the BBC, Swim England and NTU, Sarah explains to Visiting Honorary Professor Mike Sassi how non-exec positions helps leaders see how organisations really work – from long-term strategy and governance to risk, finance and culture. INTRODUCTION to Sarah Gregory • Sarah Gregory is Deputy Chief People Officer at the BBC. • She is also a member of the Board of Governors at Nottingham Trent University, where she chairs both the Employment Policy Committee and the Remuneration Committee. She plays a significant role in shaping NTU’s staff policies, employment practices, and executive pay. • Sarah was four years a non-executive director of Swim England, the national governing body for swimming • She holds a first-class BSc in Physiology from the University of Sunderland and an MSc in Management from NTU’s Nottingham Business School. • Since October 2020, she has been undertaking a part-time doctoral degree at NTU, with her research focused on social mobility and career progression for people from working-class backgrounds. • Before joining the BBC, Sarah’s career spanned senior HR and business-improvement roles across retail, financial services, and technology companies – including Aviva, Boots UK and BT. • Sarah is also a BBC Executive Coach and a Fellow of the Chartered Institute of Personnel and Development (CIPD). • Her reputation is as a thinker and advocate for inclusive career pathways. LEADERSHIP TAKEAWAYS from Sarah Gregory 1. Leaders need to give people purpose “Your people strategy is all about… how you make people excited about that mission?” 2. Leaders need to constantly test themselves “Start by having an early stretch assignment, something really outside your comfort zone… “ 3. Leaders must listen “It’s so tempting to jump in… but you just have to let it all sink in. Really listen. It [gives you] a new context.” 4. Successful leaders contribute beyond their specialism “[On the board of Swim England] I was surprised by how much encouragement there was to get out of your lane… property, finances, regulation… you could give a different point of view.” 5. Confidence grows through contribution, not perfection “I felt so nervous [on joining the board of Swim England] … but a good chair welcomes you in and you build your confidence over time.” 6. Diversity of background strengthens boards and leadership teams “Boards benefit from people with different life experiences… you might spot risks others have overlooked.” 7. Thoughtful leadership is more powerful than hurried leadership “I’m more reflective now… thoughtful leadership is taking time, bringing different people in, being more considered.” 8. Being on a board allows you to step back and see the whole system, not just your own function “You get this helicopter view… a wider awareness of how an organisation is run, governed, its responsibilities and direction.” 9. Mentoring staff gives your leadership more impact “You get to coach… you get to inspire… you feel part of a big mission.” 10. The expectations of the next generation will reshape leadership “Don’t carry assumptions of how we worked… the next generation might want something completely different.” RELATED LINKS to Sarah Gregory Find out more about Sarah Gregory… • On her LinkedIn pages… • On the Board of Governors section of NTU’s website… • On the BBC website… If you enjoyed this episode of the NBS Business Leaders’ Podcast with Sarah Gregory, listen to previous episodes with… • The Global Head of Emerging Talent at Rolls Royce Ellie Long • The former CEO of the Financial Ombudsman Service Caroline Wayman • The co-founder of the Amazing If… company Sarah Ellis

    26 min
See All (81)

About

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.

Information

You Might Also Like