1.     Do you agree sports has a great impact on leadership within children and growing adults?

Leanne: yes, I do. It teaches discipline and teamwork. Everyone in the team knows their role and the objective is well defined. In a professional capacity, whether a team or individual sport, they are coached in mind, nutrition, fitness, their chosen sport to be the best version of themselves. Take this into a business environment and we have larger teams, silo working and different behaviours, often without a clear vision. As leaders we often don’t get the right level of training or support, and we are not aware of our own behaviour qualities never mind those of our team members. Therefore, we do not always know how to get the best out of them. See www.thepeoplereader.com

2. How do you define a strong company culture?

Leanne: A strong company culture refers to a set of shared values, beliefs, behaviours, and practices that define how a company's employees interact, collaborate, and work together. It shapes the work environment, influencing how employees feel about their roles, their relationships with colleagues, and their alignment with the company’s mission. And how do you know if you have it right?

•    Clear vision and values – put them on the wall, have them at the start of every meeting
•     Leadership alignment – all leaders are on the same page and aligned with each other and the values of the business
•      Employee engagement - Employees in a strong culture feel empowered to take initiative, voice opinions, and contribute meaningfully. Engagement levels are high, with employees feeling a sense of ownership over their work.
•    Trust and open communication – hold town halls, MD/CEO breakfasts, 1:1s team days, door always open policy
•     Collaboration and Teamwork- encourage cross team collaboration, support each other with our individual strengths
•     Inclusivity and Diversity - Diverse perspectives and backgrounds are celebrated, and everyone feels welcome and valued. This creates a sense of belonging for all employees.
•  Recognition and Appreciation - A strong culture acknowledges the hard work of individuals and teams, fostering a sense of accomplishment.
•    Adaptability and Innovation – be open to new ideas. Employees are encouraged to innovate and take risks without fear of failure, leading to growth and progress.
•    Work life balance - A healthy company culture promotes balance between work and personal life, ensuring employees feel supported in managing their well-being and career demands. We all have life admin that sometimes gets in the way of work.
•  Purpose and Meaning - Employees are connected to the company’s broader mission and understand how their roles contribute to it. A sense of purpose drives motivation and commitment, aligning individual goals with organizational success

3. How can leaders balance maintaining company culture while allowing for innovation and change?

Leanne: A healthy culture allows for innovation and change, it is about encouraged the team to have a continual process improvement mindset, which drives innovate, let them take risks without fear of failure. This leads to growth and progression.

4. How should new staff address toxic cultures with owners, knowing that their concerns haven’t been addressed in the past?

Leanne: Rather than talk about a toxic behaviour to them which is very negative, firstly ask what the company values and vision are, if there aren’t any, then maybe suggest you create some. If there are some, then, challenge how a certain behaviour (give examples) aligned with the company values and the impact it will have on achieving the vision. The risk that behaviour also brings e.g. staff churn, limited innovation, blame culture etc. See question 8 on how to approach a toxic manager. However, culture stems from the top, and if you have a leader that is not people focused and unprepared to change when challenged, then I would suggest you have to ask yourself, are your values aligned and is this the right environment for you to be working in.

5. What is the best way to lead a team?

Leanne: The most effective way to lead a team involves a blend of clear communication, empathy, and strategic thinking, all aimed at fostering collaboration and empowering individuals to excel. Effective leadership isn’t just about directing tasks but about creating an environment where each team member feels valued, motivated, and supported. Lead by example. Refer to the points in question 2.

6.Do you think people are born as leaders? E.g. you either have it or you don’t to be a leader?

Leanne: This is an ongoing debate. While some people may be naturally inclined toward leadership due to inherent traits, such as charisma, confidence, or decisiveness, leadership is primarily developed through experience, learning, and practice. In other words, leadership is not an exclusive trait you either "have or don’t." For example, leadership skills like emotional intelligence, problem-solving, strategic thinking, and the ability to motivate and develop others can be learned and refined over time. These skills are built through experiences such as managing teams, facing challenges, and learning from successes and failures. Many effective leaders start with little natural talent for leadership, but they evolve by learning from their experiences and actively seeking to improve.  

7. How would you use AI to better leadership skills?

Leanne: AI can be a powerful ally for leaders to provide a personal learning experience, enhance emotional intelligence, improve decision-making, and optimising communication. By leveraging AI tools to handle routine tasks, analyse data, and offer real-time feedback, leaders can focus on what truly matters—developing their teams, fostering innovation, and driving organisational success. For example; building resilience and wellbeing, you can get AI-based wellness platforms, that can track leaders’ stress levels, through indicators like heart rate or sleep patterns, and offer personalized wellness tips (e.g., meditation, exercise) to help them maintain balance and prevent burnout.

8.     How could you approach a toxic manager?

Leanne: Approaching a toxic manager can be a delicate and challenging situation, but it’s important to handle it thoughtfully to avoid escalating conflict and to protect your well-being. A toxic manager may display behaviours like micromanagement, manipulation, public criticism, or a lack of empathy, which can negatively impact both your work performance and mental health. Here's how to approach the situation:

• Assess the situation objectively – where are the facts, is it a one off or a pattern, is it with certain individuals or everyone.
• Stay professional and emotionally detached – remain calm and composed, anger will exacerbate the situation.
• Reflect on your own actions – are you self aware, have you played a part in this.
• Engage in direct conversations – do not be the office gossip
• Document everything.
• Seek support from HR or an external coach.

9.  What is the most common problem you see with company cultures?

Leanne: There isn’t one defined! Or there is a statement about company culture but the reality is very different. We have to behave in a certain way to get the culture we want, it isn’t just going to happen.

10.  How many values should a company have?

Leanne: I would say 4-5, they have to be memorable and meaningful. Example of a good value: Customer Success is our Success (represents both external and internal) Example of a bad value: Maximizing profits above all (short term, not customer centric or employee centric. It puts profits before people)

11.  Can you discuss the impact of remote or hybrid working on organisational culture, and how leaders can adapt to maintain engagement?

Leanne: The shift to remote or hybrid working has transformed organisational culture, emphasising flexibility and autonomy, which then poses challenges to maintaining engagement and a sense of connection among teams. Without the in-person interactions that often shape culture, there’s a risk of fragmentation and reduced collaboration. Therefore, leaders must prioritise intentional communication and foster a strong virtual culture by using digital tools to encourage collaboration, transparency, and inclusion. This can be achieved through setting up virtual offices in MS Teams or Zoom. Regular check-ins, virtual team-building activities, and a focus on employee well-being help keep teams connected and engaged. For example a Friday beers and quiz at lunchtime, daily team standups for 15 mins, (what’s gone well, where do you need my help to keep things moving, anything you need to escalate). Leaders also need to ensure equity in opportunities and visibility, regardless of location, ensuring remote employees feel valued and integrated as much as those that are office based.

12.  What are some practical strategies leaders can use to encourage collaboration and trust in a diverse workforce?

Leanne: By fostering open communication, providing diversity training, creating opportunities for collaboration, and actively promoting inclusion, leaders can cultivate a culture of trust and collaboration in a diverse workforce. The key is to be intentional about inclusivity, ensure equitable participation, and consistently demonstrate that diverse perspectives are valued. For example: A practical strategy to encourage collaboration is to create cross-functional project teams that bring together employees from different departments, backgrounds, and skill sets to work on shared goals. This approach fosters collaboration by exposing team members to diverse perspectives and expertise, encouraging open communication, and breaking down organisational silos.

13.  What should we be teaching children?

Leanne: We should teach children that culture is the unique way of life of different groups of people, including their traditions, beliefs, languages, foods, and arts. It’s important for children to understand that there are many cultures around the world, each with its own rich history and values. By learning about different cultures, children can develop respect and appreciation for diversity, helping them to be more open-minded and empathetic. Encouraging curiosity about other cultures through stories, music, food, and celebrations fosters a sense of global community and teaches children that, despite our differences, we all share common human experiences.

14.  What if a leader refuses to see toxic behaviour in someone who is their favourite? How could you make them see it?

Leanne: Addressing a situation where a leader refuses to acknowledge toxic behaviour in a favoured employee can be challenging, but it's important for the health of the team and the organisation to raise it. Here are some strategies to help raise the issue and awareness:

• Document specific incidents - evidence and impact
• Frame the discussion constructively – take accountability I have notice ….
• Encourage the leader to self reflect - What do you think the team’s perception is of XX’s behaviour?
• Seek feedback from others – is this a common problem or with one individual
• Highlight the company’s values and how this behaviour doesn’t align and what the likely business outcome would be
• Be prepared for resistance – listen and absorb
• Escalate if necessary to HR or higher management