Kate and Linda's fireside chat - the anniversary show

This is a very special anniversary edition of How to Lead the podcast for CEOs, founders and leaders who want some clear tips, tools, and strategies to help them lead well so their teams thrive and results follow.

I am Kate Waterfall Hill, a leadership coach with hands-on experience in board level roles for numerous businesses, agencies, and consultancies for over 30 years. If you like my take on leadership but would like more support to actually put my ideas into practice, then do have a look at my website, waterfall hill.co.uk.

There's loads there to help you take the next step. Many of my clients join me because they need more live, interactive support to cope with their specific role or organization. With all its quirks, changes, daily nuances and people dynamics. They come for the content and stay for the accountability. The guidance and the group of people going through similar challenges.

So if that sounds like you head to my website and see maybe how we could work together. Today's episode, as I said, is a very special one. It's the How to Lead Podcast, one year anniversary. And to celebrate, I thought we'd do something a little different. Many of you will know my alter ego, Linda, the bad manager from my TikTok’s and other social media platforms.

And today I'm delighted to say that I'll be talking to Linda herself. Yes, a whole episode of Linda meets Kate. What could possibly go wrong? So without further ado, I'd like to introduce you to Linda. She is client services director for an agency called ABC Limited.

Linda has five direct reports, including Alice, who's a bit downtrodden. Jason, who's gunning for Linda's job, and then there's William, her boss. She also oversees a large team, sits on the board of directors, and has a range of very demanding clients.

Kate: I'm pleased to introduce you to Linda. Lovely to have you here.

Linda: Hello. Happy birthday or anniversary or whatever it is. One year of leadership Waffle. I thought I'd better join in. See what all the fuss have out.

Kate: What's happened to your voice?

Linda: This is my BBC broadcaster's voice that I use for podcasts anyway. Do I get cake?

Kate: No. Um, I'm afraid not. I didn't get you any cake, but I have left a glass of water there for you.

Linda: Oh fine. I'm not even sparkling. It's going to be very hard to pretend it's champagne.

Kate: I'm sorry about that. But, uh, let's get cracking on why I invited you to join me today. I thought you'd be the perfect guest because over the past year I've had countless messages from people saying, I recognize a Linda in my workplace, or sometimes I even recognize a bit of Linda in myself.

Linda: Oh, please. There's nobody quite like me. Is there?

Kate: There's nobody quite like you. No Linda. And I'm afraid to say that nobody wants to be quite like you either.

Linda: Oh, is that because it'll be hard to live up to my standards. I've heard people say that before.

Kate: Indeed, you might well be right there. You are a hard act to follow. anyway, I thought we could take a minute or two to look back over the first year of the How to Lead podcast.

Linda: Sure. I mean, I can't say I've listened to it very much 'cause I'm already a great leader.

Kate: I thought you might say that. So I've done a quick synopsis for you. We've covered everything from feedback to boundaries, empathy to accountability, and the biggest theme has been this. Good leadership is intentional. It doesn't happen by accident, and it certainly doesn't happen by copying the bad habits you've picked up from managers in the past.

Linda: Well, that explains a lot because I did just copy my old boss. He used to say, keep your team guessing and they'll never complain. So I've been running with that.

Kate: Right. And how's that going for you, Linda?

Linda: Well, nobody complains to my face. They do all send emails with subject lines like quick sick note or personal day again, but I think that's just a coincidence.

Kate: or possibly disengagement? One of the patterns we've seen in this podcast is that when leaders aren't clear. People tend to quietly check out. They don't argue. They just vanish physically or mentally.

Linda: So you are saying clarity matters more than looking busy. I beg to differ. The best workers are the ones who are busy, busy all the time.

Kate: well, my view is that clarity actually matters enormously. When people know what's expected, they understand the purpose of the work, and when leaders communicate openly, teams tend to thrive.

Linda: Well, you know, you might have something there. My team is always asking about strategy. I usually say strategy is above your pay grade. Then I print off a colourful PowerPoint template, change this title slide to say Strategy 2025 or whatever the year is, and just wing it.

Kate: That's certainly one way of killing motivation.

Linda: Right? So what do you think? I should stay instead? Don't tell me it's about involving them.

Kate: Exactly. Strategy isn't a secret. If you want your team to deliver, they need to understand it and better yet to shape it. When people are involved in setting the course, they care more about steering the ship.

Linda: Well that does sound sensible. I mean, it would save me rewriting the same PowerPoint three times. I could get someone else to do it.

Kate: Well, co-creating is a great idea and delegating is a key leadership skill, so you might be on the right track there.

Linda: Alright, so say I involve them. What about feedback? You're always banging on about that. I do feedback. I once told Alice she was doing fine. Considering that's feedback, isn't it?

Kate: That's words. Yeah, but not exactly what I mean by feedback, because real feedback is specific, timely, and useful. If Alice doesn't know what she's doing well or what she could do differently, she's not gonna grow.

Linda: I did once say nice work on the client pitch. You didn't completely embarrass me. That's sort of specific. Is it it?

Kate: Um, not in the way I'd recommend.

Linda: Oh dear, don't tell me. You think I should notice when people do well and actually say something. Do you

Kate: Absolutely. And you'd be amazed at the impact. Leaders who show appreciation, build trust, and trust is one of the currencies of leadership,

Linda: Trust? That's the stuff people stop giving you when you miss their birthdays, isn't it?

Kate: Among other things. Yes. But let's look back at some of the best bits of the How to Lead podcast. one of the things I've enjoyed most about this first year has been hearing, which episodes have really struck a chord with listeners.

Here are the top 10 most listened to episodes and a highlight from each starting with number 10. Organizational structure. The most replay point in this one was structure should serve people not the other way around. If your org chart gets in the way of collaboration, it probably needs a rethink. In at number nine, we've got rewarding high performing team members.

What stood out here was recognition doesn't always mean money. Often a thoughtful thank you lands better than a bonus. Then at number eight, we've got team goals without the corporate buzzwords. This is one of my favourites actually, because the big takeaway here is that if your team goals don't make sense to your team, they're not goals, they're jargon.

Then at number seven, we've got managing conflict people told me they love the idea that conflict isn't a disaster. It's often a sign that people care What matters most as a leader is how you handle it. In at number six, performance reviews.

The highlight was reframing reviews as future focused coaching conversations, not backward looking tick boxes. Then at number five, confidence in leadership. What resonated most was the reminder that confidence isn't about being the loudest voice in the room. It's about consistency and clarity.

Delegation is in at number four, and the favourite line here was if you don't delegate, you're not leading, you're hoarding. Letting go can be hard, but it's the only way that teams grow. Now we're into the top three. Number three is making team meetings work. The standout idea here was shorter, sharper, and a clear purpose.

Those sorts of meetings are the ones that work because nobody needs another meeting just for the sake of it. what's going to be number one, I'm going to tell you in a second, but in number two, is the two Busy Boss syndrome. This episode hit home for so many of you who feel you are permanently firefighting.

The key takeaway, if you're too busy to lead, you're too busy to succeed. And then the number one podcast over the last year has been the difference between leadership and management It seemed that you love the moment that I unpack the idea that management is about the what leadership is about the why, and the added secret sauce is that coaching enables the how all three matter.

But the balance is everything. So there you go. Our top 10, each one tells us something about what leaders are grappling with clarity, time, confidence, and the balance between process and people.

But there's still so much more to tackle in the podcast that will be coming up over the next year or two. Do send me your ideas if you have them and I'll be glad to make them into future episodes.

Now, Linda, which one was your favourite?

Linda: Mine. My, um, my favourite, uh, what is it? It's hard for me to choose one. They're all so good. But I do have one question. If I actually explain the strategy, give feedback that's more than sarcasm, and notice people's birthdays. Might I stop being the office villain?

Kate: That's a promising start.

Linda: Hmm. Or maybe I could try one of those one at a time. Probably the birthday thing. I could delegate it to Alice to remember people's birthdays and send them a card or something.

Kate: Yeah, baby steps. Linda.

Linda: Well, you know, I must say, I'm starting to see your point. Maybe leadership isn't just about keeping people in line. Maybe it's about listening, caring, communicating.

Kate: Yes. That's progress. That's the whole message of this podcast. I'm actually proud of you, Linda.

Linda: Oh, thanks Kate. Yes. I think I'm going to call a team meeting tomorrow. Tell everyone I appreciate them, and then announce that from now on I'll be approving all lunch breaks personally, so I can show how much I care

Kate: And there it is. The clanger Linda, caring about your people does not mean controlling their sandwiches.

Linda: well, how else are they going to know? I'm paying attention.

Kate: By listening, supporting and trusting them, not by micromanaging when they eat.

Linda: Oh, go back to the drawing board then maybe.

Kate: And that right there is why Linda will always have a home on this podcast because she reminds us how easy it is to slip into habits that look like management, but aren't actually real leadership. Over the past year, we've seen how transformative clarity, care, and curiosity can be leaders who practice these things, create teams that thrive and workplaces where people want to stay.

So thank you for being part of the first year of how to lead your support, reviews and stories. Keep this podcast alive and I can't wait to see what we build together in year two and beyond.

Linda: And thanks from me too. It's been a pleasure.

That's all for today's very special episode of the How to Lead Podcast.

Until next time, if you want to be less like my friend Linda, and more like the inspirational leader you want to be, then keep leading with clarity, care, and curiosity. If you've enjoyed this episode, do follow for more leadership insights, and if you'd like my personal support to help you elevate your leadership skills and really bring out the best in your team, then take a look at my website, waterfall hill.co.uk.

If you'd like a personal appearance by me or Linda, or maybe even both of us, you can contact me through my website. Please spare a moment to like leave a review and share with your fellow leaders to help spread the word about the How to Lead podcast. And don't forget, the best leaders are clear on the vision, care about their people, and approach interactions with curiosity, not judgment.

Until next time, don't be a Linda.