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Resilience Over Overwhelm: How Fathers Can Lead with Strength, Purpose, and Clarity w Russell Harvey

Russell Harvey · 4 June 2025

Executive Coach · Leadershipin
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Key topicsOff the Record — What Leaders Admit in Coaching and Never Say in the BoardroomRussell Harvey has coached leaders to board level for over 6,000 hours, and the same admissions come up in private: they are guessing, they are tired, and they can say neither out loud. Most organisations treat that silence as strength and reward the executive who never wavers, which is how confident-looking teams commit to decisions nobody in the room believes in. Drawing on 18 years with organisations from the NHS to Novartis and Kerry Group, he describes what changes when a leader finally gets one place to think honestly: how they pressure-test a decision before announcing it, and how they pass that same permission down to their own team. Listeners leave able to hear what their leadership group is not saying, and knowing what to do once they hear it.One Conversation a Week — The Coaching a Manager Can Run in Twenty MinutesRussell Harvey has coached leaders to board level for more than 6,000 hours, and he can usually tell within a month whether a manager is holding one honest conversation a week with their team or none at all. Managers get promoted for having answers, so when a problem arrives they solve it, the person leaves relieved, and nothing in the team gets any stronger. Drawing on over 10,000 hours of facilitation across organisations including the NHS, Novartis and Kerry Group, he sets out what that twenty-minute conversation contains, what order to ask it in, and the point at which most managers quietly drop it. He is blunt about the limit: it does nothing if the manager has already decided the answer and is only asking to be polite. Listeners leave with a conversation they can run before their next team meeting, and a way to tell whether it changed anything.Early Warning — What the Answer to How Are You Tells a Leader Before a Team Starts SmoulderingRussell Harvey has coached leaders to board level for over 6,000 hours, and he treats one everyday question as a diagnostic: ask how someone is, then listen to what comes back. The team that answers fine is usually the team already under strain, while the answer he works toward names both the load and the capacity, there is a lot going on, and I am good. Most leaders take fine at face value because pressing feels like prying, so the strain stays private until a resignation makes it official. Twenty years in learning, leadership and organisational development with the NHS, Novartis and Kerry Group taught him that the signal shows up in conversation months before it shows up in the attrition numbers. Listeners leave with the question to ask this week and a clear read on what each answer is telling them.View all topics →

About Russell Harvey

Russell Harvey, podcast guest

Leadership, Resilience, and Growth Coach

100,000+ People positively affected6,000+ Executive coaching hours£12M+ ROI delivered by RWE npower leadership programme20+ years Learning, leadership and organisational development

Russell Harvey is The Resilience Coach - an executive coach, leadership facilitator and keynote speaker with over 20 years in Learning, Leadership and Organisational Development, and 18 years specialising in resilience and leading in a persistently changing (VUCA) world.

Until August 2025 his Purpose was "to positively affect 100 000 people by the year 2025." This has now been achieved!

His updated purpose is to "Champion organisations to be a force for good" - achieved by equipping every leader and team he works with to spring forward with learning, not just survive disruption, but navigate it well. The measure of that? When someone asks "how are you?" the answer - honestly - is "there's a lot going on, and I'm good."

With over 6,000 hours of executive coaching to board level, he has worked with organisations including AB World Foods, Kerry Group, Novartis AG, the NHS and Cooplands Bakery.

Russell's style is direct, empathetic and practical - he challenges leaders to think differently about what's possible, and equips them with the clarity, confidence and tools to lead themselves and others well, however uncertain the terrain.

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