Management Today's Leadership Lessons podcast is aimed at entertaining, educating and inspiring people to be better leaders.
The podcast delves into the world of leadership and management, bringing fresh insights, trends and advice to the ears of busy senior leaders.
We interview CEOs, founders, authors, executive coaches, business professors and other experts to discover the real secrets to effective leadership.
We also provide crucial insight into some of the biggest business stories of the day to help you stay ahead of the curve.
Hosted on Acast. See acast.com/privacy (https://acast.com/privacy) for more information.
IBM’s UK&I general manager: ‘Don’t treat AI like a science experiment’
On this week’s episode, MT’s former staff writer Éilis Cronin talks to Leon Butler, general manager of IBM UK and Ireland.
Having previously been IBM vice president responsible for global AI sales, Butler has a clear viewpoint on what businesses need to do to get the most out of the technology.
As far as those at the top of the organisation are concerned, this comes down to the need to “lean in” more and actually use the technology themselves, as this enables leaders to not only talk about it but really to understand it and, in turn, effectively implement it within their organisation.
By the same token, initiatives often fall short when they are treated like a “science experiment”, as opposed to rooted in clearly defined objectives.
Butler is an IBM veteran in the truest sense of the word, having spent more than two decades at the company and worked his way up the ranks before clinching the top UK job a year and a half ago. He talks about the lessons he has acquired along the way – not least the need as a leader to really understand your business.
“I’m in the technology industry, and if you don’t understand technology, how on earth will you run a company that rolls it out?” This understanding underpins everything, he says, from the quality of your communication with your teams to their ability to convey the company’s offer, to ultimately the strength of your clients’ understanding of your solutions.
The episode also covers how AI is changing the in-demand leadership attributes, the challenge and opportunity of upskilling, and the importance of psychological safety in harnessing AI’s gains.
Credits:
Presenters: Éilis Cronin and Antonia Garrett Peel
Producer: Inga Marsden
Artwork: Chris Barker
Hosted on Acast. See acast.com/privacy (https://acast.com/privacy) for more information.
25 Jun 2026
Bruce Daisley: 'Work used to be more fun than it is now'
Are organisations getting it right or wrong on workplace culture? While the answer to that question isn’t straightforward, it would seem that something is slightly amiss across British businesses.
As workplace culture expert Bruce Daisley says, it is clear that the last few years have been difficult and many organisations are probably aware that their culture is just not as good as it used to be.
“I think it’s not through a lack of desire or will to make culture better that it’s not working right now, but I just think some of the tricks that used to work in the past aren’t proving as effective, and that’s why firms are getting it wrong,” he says. “Work used to be more fun than it is now.”
Daisley became one of the best-known technology leaders in the country, during a 12-year stint first running YouTube in the UK for Google and then what was at the time Twitter across Europe, the Middle East & Africa.
Today he is the bestselling author of The Joy of Work and Fortitude, the voice behind the award-winning podcast, Eat Sleep Work Repeat, and a keynote presenter and culture coach.
In this episode of Leadership Lessons podcast, Daisley discusses why, in an age of AI, getting workplace culture right is more important than ever and offers some helpful advice on how to make improvements, from optimising face-to-face time to the importance of looking at what behaviour is encouraged, what is rewarded and what is – but no doubt shouldn’t be – tolerated.
Credits:
Presenter: Claire Warren
Producer: Inga Marsden
Artwork: Chris Barker
Hosted on Acast. See acast.com/privacy (https://acast.com/privacy) for more information.
19 Jun 2026
‘I’ve been told I don’t so much have rose-tinted glasses as a rose-tinted brain’
Shevaun Haviland is a born optimist – a trait it seems safe to suppose has helped see her through some tough – or as she jokes is the more characteristically understated British way of putting it – “interesting” times.
As deputy director of business partnerships at the Cabinet Office and later also head of business engagement at Number 10, Haviland served the government for five years – a period that, as she tells Leadership Lessons, spanned “three prime ministers, two general elections, an EU referendum, an actual leaving of the EU, and a year of Covid”.
Things weren’t set to slow down when she assumed the role of director general of the British Chambers of Commerce (BCC) in spring 2021. The intervening years have seen war in Europe and the Middle East – with concomitant energy price shocks – three prime ministers in one year, as well as new costs for business, notably around national insurance.
As well as being the first female leader in the BCC’s history, Haviland is also an entrepreneur and a veteran of big business, with stints at WPP and The Walt Disney Company under her belt.
In the episode, we talk about how this combination of business and government experience has benefitted her in her current post, the key priorities for the BCC and how Haviland sees its role evolving.
Credits:
Presenter: Antonia Garrett Peel
Producer: Inga Marsden
Artwork: Chris Barker
Hosted on Acast. See acast.com/privacy (https://acast.com/privacy) for more information.
Inside a recent episode
Bliss Group CEO: “I’ve reinvented my career about four times”
Published 12 Dec 2025 · Transcript excerpt
[…] And to me, that was amazing that a boss wouldn't necessarily dictate, bosses who became my partners, wouldn't necessarily dictate where to go, the exact path. It was more about allowing someone to take their passion and turn it into the career they want, the type of work they want to do. And so that really ended up defining a lot of my career. Every time I got excited about something, I would sort of say, hey, can I go do this? Can I try this? And I think that once you do it once, it becomes a little bit addictive to try and do different things and embrace, and not everybody wants to do that in the workplace and kind of chart their own path and be sort of an intrapreneur. […]
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