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The Executive Edge

The Executive Edge

著者： Sue Firth
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 The Executive Edge is the podcast that gives you an edge in life and business with practical skills that you can apply to achieve and maintain success. Hosted by UK psychologist and business adviser, Sue Firth. The show is a mix of interviews, tips, business insights and inspiration.Sue Firth Ltd マネジメント マネジメント・リーダーシップ 経済学
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  • Leading with Emotional Intelligence

    Leading with Emotional Intelligence
    2025/11/27
    Episode 222 Released November 27, 2025 Audio Quality Note Please note: Due to technical difficulties with the host's microphone during recording, Sue's audio quality is below our usual standard. We've chosen to release this episode despite these challenges because the conversation offers valuable insights that we believe are too important to delay. We appreciate your understanding and patience. Episode Overview In this conversation, Swedish-born CEO and leadership coach Andreas Pettersson shares his transformative approach to leadership that prioritizes emotional intelligence, self-awareness, and sustainable success over relentless hustle culture. Drawing from his experience leading tech companies to successful exits and his work coaching executives across the globe, Andreas challenges conventional wisdom about what it takes to be an effective leader in today's business environment. Key Topics Discussed Work-Life Harmony vs. Work-Life Balance Why the traditional 9-to-5 model no longer reflects modern work realityThe concept of "work-life harmony" and flowing in and out of work naturallyBreaking free from guilt about checking emails after hoursCompartmentalizing effectively to reduce stress Cultural Perspectives on Leadership Differences between European and American work culturesWhy Europeans often achieve more in fewer hoursThe role of social safety nets in reducing fear-based motivationAdapting leadership styles across different cultural contexts From Fear-Based to Abundance Mindset Moving beyond the "insecure overachiever" mentalityWhy imposter syndrome might be the wrong labelThe importance of recognizing your daily achievementsBuilding genuine confidence through self-awareness The Power of Emotional Intelligence Why growing people creates growing organizationsUnderstanding your inner child's influence on leadership decisionsThe role of vulnerability as a leadership strengthDeveloping curiosity about your own behavioral patterns Sustainable High Performance Setting realistic daily expectations based on your unique strengthsThe practice of journaling wins to build momentumWhy working harder isn't the same as working effectivelyRecognizing when you've "crushed it" and celebrating those moments Key Insights "If you're not growing your people, you are not going to grow your organization." "I think so many people let that insecure part be the narrative of who they were as a child. Instead, when you recognize that's what you're doing to yourself, you can change it." "Vulnerability is a power. Once you can admit these things and you can talk about them, you are able to control yourself." "It's not about the number of hours you put in. Europeans are more effective—it's a little bit less fluff and a little bit more 'let's get shit done.'" About Andreas Pettersson Andreas is a Swedish entrepreneur and leadership coach based in California. After a successful career as a tech CEO, including a lucrative exit where he was asked to stay on for two years, Andreas chose to follow his passion for developing other leaders. Through his company, Leaders Adapt, he works with entrepreneurs and executives to help them build the emotional intelligence and self-awareness needed to lead effectively without burning out. Andreas's approach combines his international business experience across Europe, Asia, and the United States with deep personal work on overcoming fear-based leadership patterns. His mission is to help leaders transition from insecure overachievers to confident, emotionally intelligent executives who achieve sustainable success. Connect with Andreas Pettersson Instagram: @andreas.the.ceo (Andreas personally responds to all messages) Website: Leaders Adapt LinkedIn: Andreas Pettersson Andreas welcomes questions and often responds with personalized voice memos. He also publishes leadership insights and solutions to common executive challenges on his blog. Coming Soon from Andreas Andreas is developing free leadership kcourses based on his 12 core leadership principles, which is available on YouTube . These courses address the most common patterns and challenges he encounters when working with executives. Takeaways for Business Executives Reframe your definition of productivity – Focus on delivering your unique value rather than maximizing hours worked Develop your emotional intelligence – True leadership effectiveness comes from understanding yourself and adapting to others Identify your inner narratives – Recognize when childhood conditioning or others' voices are driving your decisions Celebrate your wins daily – Build momentum and confidence by acknowledging when you've "crushed it" Embrace work-life harmony – Stop feeling guilty about natural work flow and focus on compartmentalizing effectively Get curious about yourself – Self-awareness and vulnerability are strengths, not weaknesses Shift from fear to abundance – Let your achievements build confidence ...
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    36 分
  • Turning Adversity Into Leadership – with Ted Santos

    Turning Adversity Into Leadership – with Ted Santos
    2025/11/13
    Episode 221 Released November 13, 2025 Guest: Ted Santos, Business Strategist and Founder of Turnaround Investment Partners ----- In this episode, I sat down with Ted Santos, a business strategist who has pioneered a disruptive leadership model that challenges how executives think about change, adversity, and organisational transformation. Ted's approach isn't just theoretical – it's forged from personal experience that would break most people. The Power of Early Adversity Ted's story begins with tragedy. At just 21, he lost his mother and found himself responsible for his younger siblings. What could have been paralysing became transformative. As we explored in our conversation, the resilience, problem-solving abilities, and capacity to navigate chaos that he developed during those formative years became the foundation for his unique approach to business transformation. What struck me most was Ted's insight that these skills didn't emerge at 21 – they'd been building since he was six years old. This revelation opens up fascinating questions about how early challenges shape our leadership capabilities and our ability to thrive in disruption. Uncovering Blind Spots At the heart of Ted's methodology is identifying blind spots – those limiting beliefs and mental barriers that organisations don't even know they have. He shared a compelling example: before Roger Bannister broke the four-minute mile in 1956, it was considered humanly impossible. Today, a 15-year-old in New Zealand has achieved it. The barrier wasn't physical; it was perceptual. This principle applies directly to business. Ted's work with Turnaround Investment Partners focuses on helping organisations recognise where they've unconsciously set limits. When a sales team insists they "can't sell to CEOs" or when leadership assumes certain transformations are impossible, these aren't facts – they're unexamined beliefs masquerading as reality. The Business Case for Personal Wellbeing One unexpected revelation in our conversation was about workplace productivity and divorce. Ted explained that organisations lose £300 billion annually in productivity when employees navigate divorce, with individual productivity dropping 50-75%. I found this particularly resonant, having experienced it myself – missing opportunities because I simply didn't have the bandwidth to respond. This connection led us to discuss Ted's book, *Here's Why You Can't Find Love*. Whilst it might seem tangential to business strategy, it addresses a critical blind spot: organisations can't afford to ignore the personal challenges their people face. These challenges directly impact performance, innovation, and growth. The Role of Leadership in Transformation Drawing on the principles of Edward Deming, Ted emphasised that meaningful organisational change must begin at the top. Deming famously refused to work with companies whose CEOs wouldn't personally engage in the transformation process. Ted applies this same rigour. The logic is compelling: if leadership harbours blind spots about what's possible, if they misdiagnose problems (blaming the sales team when the issue lies in strategic perception), then no amount of intervention at lower levels will create lasting change. Transformation requires leaders who are willing to examine their own limiting beliefs first. Chaos as Catalyst Perhaps the most counterintuitive aspect of Ted's approach is his relationship with chaos. Whilst most consultants promise to solve problems, Ted jokes that he creates them. This isn't flippancy – it's recognition that disruption, properly managed, brings out the best in people and organisations. As Ted noted, the entire universe emerged from the chaos of the Big Bang. Chaos isn't the end of possibility; it's often the beginning. The question isn't whether your organisation will face disruption, but whether you've developed the mental frameworks, emotional resilience, and cultural accountability t o transform it into opportunity. Practical Takeaways for Executives For busy executives, Ted's message is clear: your perceived limitations are often more constraining than actual reality. Whether you're facing market disruption, organisational change, or personal challenges, the pathway forward begins with identifying your blind spots and reframing what you believe is possible. This isn't about positive thinking – it's about neuroplasticity, intentional perspective shifts, and building cultures of accountability and calculated risk-taking. ----- **Connect with Ted Santos:** - Email: tsantos@turnaroundip.com - LinkedIn: Ted Santos - Book: *Here's Why You Can't Find Love* (available on Amazon and Barnes & Noble)
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    37 分
  • Building Your Resilience Plan – with Dr. Marie-Hélène Pelletier

    Building Your Resilience Plan – with Dr. Marie-Hélène Pelletier
    2025/10/30
    Episode 220 Released 2025-10-30 Building Your Resilience Plan with Dr. Marie-Hélène Pelletier Guest: Dr. Marie-Hélène Pelletier, Workplace Mental Health Expert, Psychologist, and Speaker If you're a busy, I suspect you've already spotted yourself in this scenario: demands are increasing, deadlines are looming, and your natural response is to lean in harder, work longer hours, and push through with the same tools that have got you here. In this conversation, I sit down with Dr. Marie-Hélène Pelletier to unpack why this instinct—whilst understandable—is precisely what leads high-performing professionals straight to burnout. And more importantly, we explore what you might do instead. The Dangerous Pattern Every Executive Should Recognise Here's an uncomfortable truth that Marie-Hélène lays out with refreshing clarity: successful professionals are fabulous at what they do, and that's precisely why they're at risk. You've built your career on handling demanding hours, exceeding expectations, and pushing through challenges. But here's what's happening behind the scenes that you might not realise. When demands increase, we systematically make two critical errors in judgement. First, we underestimate the size and depth of those demands. That project you think will take half an hour? Three hours later, you're still at it. We minimise the scope, underestimate the likelihood that other demands will pile on simultaneously, and fundamentally misjudge what's ahead. Second, and this is where it gets really interesting, we overestimate our supply. We overestimate how much energy we have, how much time is available, and how much capacity we're working with. Put these two biases together—underestimating demand while overestimating supply—and of course you're going to put your head down and just power through. In your mind, you can handle it. But the math doesn't work out that way in reality. The One-Minute Solution You Can Start Today Marie-Hélène offers a practical starting point that bypasses the usual resistance executives have to "stepping back." She knows what you're thinking: "I haven't got time to step back for half an hour and think about this strategically. I need to get it done now." So here's her challenge: take one minute. Literally, set a timer on your phone for 60 seconds and allow yourself to step back. What often happens in that single minute is you realize, "Oh, I actually should step back for five minutes, and now I understand why it's worth making that time." That brief pause gives you enough visibility to see the benefit of proper planning, and suddenly the investment makes sense. Think about it this way: you'd never tell someone to handle a major work situation with only 10% visibility. You'd demand full information before making decisions. Yet when it comes to your own workload and capacity, you're operating on minimal visibility, making assumptions, and hoping it works out. It's time to dial up that visibility from a one out of ten to a ten out of ten. Why You Keep Doing It Yourself (And Why That Needs to Change) There's another pattern Marie-Hélène and I identify that hits close to home for many executives. You love action. You take quick ownership. You have genuine accountability. And you've spent years building deep expertise that makes you incredibly capable. But here's the catch: doing it yourself was the premise behind how you got to where you are. In your earlier career, your success was built on personal execution, on being the one who could handle it all. As you've moved into leadership, that instinct hasn't fully shifted. So when something needs to be done, your first thought is still, "I'll just do it myself. It'll be faster, better, done right." This isn't stupidity—it's a skill that hasn't evolved with your role. And while you know intellectually that you should be delegating and empowering your team, in the moment, when pressure hits, you default to what you know: doing it yourself. Marie-Hélène points out that this creates a rather interesting paradox. As a leader, you know it's not good leadership to take everything on yourself. But your brain is protecting you because it sees the consequence of delegation: it takes time to explain, to teach, to hand over, and to manage the risk that it might not be done as well. In high-pressure moments, your brain calculates that doing it yourself is the lower-risk option. Understanding this mechanism is the first step to changing it. The Project Manager Mindset: A Useful Reframe Here's a practical reframe that can transform how you approach overwhelming workloads. Put on your project manager hat. Most executives have worked with project managers and, as Marie-Hélène says, "Thank God for project managers!" They're the ones keeping everyone on track. What would a project manager do if you brought them this "simple half-hour task" you're about to dive into? They'd sit you down and say, "Wait a second. ...
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    32 分
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