How much should we trust the people around us?This week, Debra and Peter explore one of the biggest challenges facing every leader: building a culture of trust while protecting organisations from the small number of people who abuse it.The conversation begins with two thought-provoking new books. Fresh from attending the launch of Caroline Slocock's Bad Government and How to Make It Better, Debra reflects on what makes government succeed or fail. Meanwhile, Peter shares insights from Baroness Beeban Kidron's Users, a compelling look at how Big Tech has reshaped our lives and why it's time to rethink who technology should really serve.From the inner workings of Whitehall to the influence of Silicon Valley, they discuss the lobbying tactics used by technology companies, why charities can find themselves played off against one another, and how well-intentioned organisations sometimes end up tackling the symptoms rather than the causes of society's biggest problems.Prompted by the shocking case of a fundraiser who faked references, fabricated funding applications and even pretended to have cancer, Debra shares an extraordinary story from her own career about an employee whose elaborate deception left an entire team feeling betrayed. Together, they ask whether experiences like these should make organisations more cautious, or whether trust should always remain the starting point.From there, Debra and Peter discuss flexible working, remote management and why performance should be judged by outcomes rather than hours. Should cameras always be on during meetings? Is curiosity a better management tool than suspicion? And how do you create an organisation where people feel trusted without making it easy for the wrong people to take advantage?Plus: Peter enjoys an unusually lucky week on the Eurostar, Debra confesses to judging strangers' phone conversations on trains, and we discover that even wearing an ID badge can become an unexpected act of rebellion. José, we're expecting to see yours at the next Zoom meeting... 👀Send your questions to jblazquez@dsc.org.uk or comment below for the next episode!YouTube Subscribe: YouTube.com/@DSCOnlineMore Debra Allcock TylerLinkedIn: https://www.linkedin.com/in/debra-allcock-tyler-8013214/More Peter WanlessLinkedIn: https://www.linkedin.com/in/sir-peter-wanless-b43aa372/Produced by: Directory of Social Change https://www.dsc.org.ukPodcast Producer: José Blazquez

It's hot. Very hot. Hot enough for Peter to resurrect a potentially lethal fan from the garage and for Arthur the dog to rack up a £380 vet bill after an unfortunate encounter with a bee.But the real sting this week comes from Westminster.With the Prime Minister stepping down and Andy Burnham looking increasingly likely to take over, Debra and Peter discuss leadership, ambition, succession and what happens when someone moves from running one part of the system to running the whole thing. Is the top job really the prize people think it is, or is it just the biggest poisoned chalice of them all?They explore why some leaders seem able to attract public support while others struggle to connect, whether charisma is overrated, and what leadership looks like when difficult decisions have to be made.The conversation also turns to what a change of Prime Minister could mean for charities. What happens to the government's relationship with civil society? Will the work already started on the Covenant survive a change in leadership? And how much influence does one individual really have on the relationship between government and the sector?Finally, Debra and Peter compare political succession with leadership transitions inside charities. From outgoing chief executives and incoming leaders to interim appointments, trustee behaviour and the challenges of handing over responsibility, they reflect on what makes a transition successful and why so many organisations get it wrong.Plus: the King of the North, the missing King of the West Country, leadership war stories, dangerous desk fans, and proof that Arthur remains one of the most expensive dogs in the charity sector.Send your questions to jblazquez@dsc.org.uk or comment below for the next episode!YouTube Subscribe: YouTube.com/@DSCOnlineMore Debra Allcock TylerLinkedIn: https://www.linkedin.com/in/debra-allcock-tyler-8013214/More Peter WanlessLinkedIn: https://www.linkedin.com/in/sir-peter-wanless-b43aa372/Produced by: Directory of Social Change https://www.dsc.org.ukPodcast Producer: José Blazquez

This week begins in the garden, but it doesn't stay there for long.As Peter battles an endless supply of weeds and Debra reflects on the idea that a weed is simply a plant growing in the wrong place, the conversation quickly branches out into leadership, culture and the challenges facing charities today. Can underperformance sometimes be a sign that someone is simply in the wrong role? And is moving people on always a failure, or sometimes the kindest thing a leader can do?Fresh from speaking at the Mind Federation leadership conference, Debra explores the difference between being caring and being accountable. Together, she and Peter discuss psychological safety, safeguarding, difficult conversations and why healthy cultures require both compassion and clear expectations.The discussion then turns to Somerset Cricket's recent successes and the importance of learning from what goes right, not just what goes wrong. Why do organisations spend so much time analysing failure and so little time understanding success?And speaking of cricket, the pair tackle the controversy surrounding England captain Ben Stokes and the question at the heart of so many leadership debates: should leaders be held to a higher standard than everyone else? From accountability and role modelling to mental health and public expectations, it's a thoughtful conversation about what leadership really demands.Finally, they explore the increasingly complex role of lived experience in decision-making, following debate around the NSPCC's position on social media restrictions. How do organisations genuinely listen to the people they serve while still making difficult decisions? And why does disagreement so often get mistaken for not being heard?Plus: football fever, safeguarding lessons from cricket, leadership war stories, and proof that even weeds have something to teach us about people, performance and finding the right place to grow.Send your questions to jblazquez@dsc.org.uk or comment below for the next episode!YouTube Subscribe: YouTube.com/@DSCOnlineMore Debra Allcock TylerLinkedIn: https://www.linkedin.com/in/debra-allcock-tyler-8013214/More Peter WanlessLinkedIn: https://www.linkedin.com/in/sir-peter-wanless-b43aa372/Produced by: Directory of Social Change https://www.dsc.org.ukPodcast Producer: José Blazquez