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What separates exceptional leaders from mediocre managers?

This week's guest, Andrew Palmer, Senior Editor at The Economist and host of the Boss Class podcast, has spent years interviewing some of the world's most influential executives to answer this question.

Drawing from his extensive experience writing the witty and insightful Bartleby column and developing the Boss Class podcast series, Andrew reveals that great leadership isn't only about charisma or authority - it's about mastering the art of balance.

During our conversation, Andrew unpacks four critical leadership dimensions that emerged from his research.

First, effective leaders act as amplifiers of culture and strategy, using systematic approaches to project their vision throughout an organisation. Companies like Stryker implement this through deliberate hiring practices, organisational structures, and shared language, while Levi's CEO Michelle Gass creates tangible symbols to reinforce strategic priorities.

Second, self-management distinguishes exceptional leaders. Andrew shares a valuable insight from his presentation training with RADA: "turn selfie view off"— focus on your audience rather than yourself. GSK's Emma Walmsley consciously manages her emotions, knowing they impact everyone around her, while other executives create explicit "user manuals" detailing their working preferences.

Third, Andrew demystifies negotiation and decision-making. From the diamond district in New York to diplomatic negotiations with Iran, successful negotiators focus heavily on preparation and relationship-building before formal discussions begin. For decision-making, distinguishing between "one-way doors" (irreversible choices) and "two-way doors" (easily changed decisions) helps calibrate appropriate decision speeds.

Finally, Andrew draws fascinating parallels between jazz improvisation and crisis management, showing how thorough preparation enables creative responses to unexpected challenges. When facing novel situations, leaders succeed by empowering frontline employees to respond based on shared principles rather than rigid protocols.

Whether you're a seasoned executive or newly promoted manager, this conversation offers invaluable insights into practical leadership challenges.

Andrew's thoughtful analysis, delivered with characteristic wit, illuminates why management remains difficult even for those at the top—and he provides concrete strategies for improvement.

Curious to learn more?

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Ever asked ChatGPT a question, looked at its response and thought… “This isn’t what I wanted”?

In this episode of One Simple Thing…

Gerry Murray reveals why so many AI prompts fail - and what to do instead. Discover how to brief AI tools like ChatGPT as you would a colleague, so they become your assistant, not your replacement.

You’ll learn:

• The six essentials of a good AI brief
• Why vague prompts produce vague outputs
• How to turn AI into a productivity partner (not a frustration machine)

Curious?

🎧 Listen now and transform your AI results with this simple leadership tip.

This is part of the One Simple Thing mini-series on using AI to lead better while staying human.

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In this episode…

How do you prove the value of your people programs when budgets are tight and leaders demand evidence?

This week's guest is Dr. Alaina Szlachta, author of the book Measurement and Evaluation on a Shoestring.

In this illuminating conversation, Alaina shares practical approaches to measurement and evaluation that don't require a PhD in statistics or massive resources.

Drawing from her experience across corporate, non-profit and academic sectors, Alaina reveals why data literacy is the foundation of effective evaluation. She explains how her journey from "data-phobic" to "data enthusiast" shaped her practical approach to demonstrating impact with limited resources.

The game-changing "Impact Hypothesis" framework Alaina shares creates a logical chain connecting learning programs to business outcomes, without requiring complex statistical analysis. Rather than attempting to prove perfect causation (which is nearly impossible in complex organisations), she demonstrates how to identify meaningful correlations and trends that reveal program effectiveness.

Most provocatively, Alaina addresses the paradox many organisations face: leaders want ROI data from learning initiatives but fail to provide the resources needed to gather it.

Her "build, borrow, buy" strategy offers practical ways to leverage existing organisational assets to overcome this challenge.

For HR professionals tired of fighting for budget without evidence, and business leaders questioning the value of people investments, this conversation offers a refreshing middle path.

Alaina's approach makes measurement accessible to everyone, transforming L&D from a cost centre to a strategic driver of organisational success.

Curious?

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