What if a thriving team doesn’t just hit its targets - but feels alive while doing it?

In this episode, I share a story from a leadership team session where everything seemed “on track” - clear strategy, strong metrics - yet the team felt drained. A leader admitted, “We survive. We perform. But we don’t flourish.” From there, we explore what it means to design for flourishing - beyond resilience or productivity - and how the science of well‑being (including frameworks like PERMA and PERMA+4) helps us build environments where thriving becomes the norm. You’ll hear how early ideas about positivity ratios cracked under scrutiny, why meaningful models matter, and how leaders can shift from reactive culture‑fixing to proactive system‑design. Whether your team works remotely, hybrid or on‑site, this episode lays out how to move from doing things right to creating conditions where people grow, connect and create together.

What You’ll Learn:

• Why flourishing is more than performance or resilience - it’s the architecture of human thriving
• How key frameworks from positive psychology (such as PERMA and PERMA+4) inform modern leadership design
• The pitfalls of simplistic models like the “positivity ratio” and the “happiness pie,” and why leadership needs nuance, not shortcuts
• How to translate flourishing into practical design levers: role design, team rituals, environment, mindsets, and economic foundations
• Questions and tools to begin shifting your team culture from surviving to flourishing

Useful Resources:

• Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American psychologist, 56(3), 218.
• Seligman, M. E. (2011). Flourish: A visionary new understanding of happiness and well-being. Simon and Schuster.
• Slavin, S. J., Schindler, D., Chibnall, J. T., Fendell, G., & Shoss, M. (2012). PERMA: A model for institutional leadership and culture change. Academic Medicine, 87(11), 1481.
• Seligman, M. (2018). PERMA and the building blocks of well-being. The journal of positive psychology, 13(4), 333-335.
• Donaldson, S. I., & Donaldson, S. I. (2022). Examining PERMA+ 4 and work role performance beyond self-report bias: insights from multitrait-multimethod analyses. The Journal of Positive Psychology, 17(6), 888-897.
• Join The Foresight Leadership Podcast Facebook Group: (https://www.facebook.com/groups/theforesightleadershippodcast/)
• Book a call to work with Joseph: (https://bookings.foresightleadershipgroup.co.uk/#/coaching-services)
• Connect with Joseph on LinkedIn: (https://www.linkedin.com/in/josephwcooper91/)

Your Next Steps:

If this episode stirred something for you - a sense that your team is hitting targets but missing purpose - pause and reflect: Where are you designing for output rather than thriving? Then share one small change you could make this week to shift that. Join our group on Facebook to continue the conversation and connect with leaders doing this work.

How well do you know what you’re feeling - beyond “fine” or “off”? This episode uncovers how emotion isn’t just a reaction; it’s a construction of your brain, shaped by past experience, present cues, and crucially, the words you choose. For leaders, the language you use isn’t just descriptive - it’s powerful.

In this episode, we begin by exploring how your brain doesn’t simply feel emotion - it predicts it. Drawing on the work of Lisa Feldman Barrett and the theory of constructed emotion, we show how the words you use (internally and with your team) act as levers of emotional leadership. You’ll hear the story of “Maya”, which illustrates how labelling the same physiological response as “frustration” versus “determination” leads to very different outcomes. We trace how emotions are built through prediction, language, and culture. From there, we look at how leaders can upgrade their emotional vocabulary, invite granularity, and build teams that can feel and name complexity - rather than flatten it. The segment closes by offering practical invitations for how to embed this work in your leadership.

What You’ll Learn:

• How emotion is constructed, not simply triggered
• Why the words you use to name emotion shape how you and others feel
• What “emotional granularity” is, and why leaders with higher granularity regulate better
• How team language becomes a shared emotional architecture
• Practical tools: expanding emotional vocabulary, modelling precision, designing check‑ins with richer emotional nuance

Useful Resources:

• Barrett, L. F., & Satpute, A. B. (2019). Historical pitfalls and new directions in the neuroscience of emotion. Neuroscience letters, 693, 9-18.
• Gendron, M., & Barrett, L. F. (2019). A role for emotional granularity in judging. Oñati Socio-Legal Series, 9(5), 557-576.
• Barrett, L. F. (2017). The theory of constructed emotion: an active inference account of interoception and categorization. Social cognitive and affective neuroscience, 12(1), 1-23.
• Barrett, L. F. (2017). How emotions are made: The secret life of the brain. Pan Macmillan.
• Barrett, L. F. (2006). Valence is a basic building block of emotional life. Journal of Research in Personality, 40(1), 35-55.
• Barrett, L. F., Gross, J., Christensen, T. C., & Benvenuto, M. (2001). Knowing what you're feeling and knowing what to do about it: Mapping the relation between emotion differentiation and emotion regulation. Cognition & Emotion, 15(6), 713-724.
• Join The Foresight Leadership Podcast Facebook Group: (https://www.facebook.com/groups/theforesightleadershippodcast/)
• Book a call to work with Joseph: (https://bookings.foresightleadershipgroup.co.uk/#/coaching-services)
• Connect with Joseph on LinkedIn: (https://www.linkedin.com/in/josephwcooper91/)

Your Next Steps:

If this episode stirred something for you - a phrase you didn’t quite have, a moment you couldn’t name - take that as your cue. Notice what you’re feeling this week. Try naming it with more precision. Then share one phrase or new word you used (or could use) in our Facebook group, or message me directly if you’d like to explore this more. The show notes include links if you want to go deeper.

That subtle pause before someone speaks - that hesitation to raise an idea - is a window into your team’s climate. In this episode, we go beneath the jargon to explore what psychological safety actually is, how it’s built (and eroded), and what leaders can do to bring voice, trust, and learning alive in real work.

In this episode, we slow down to explore the origins, logic, and power of psychological safety. This is not about being nice - it’s about creating a social climate where speaking up is safer than silence, even under stress. We trace the concept from Amy Edmondson’s foundational research in medical teams through to modern understandings of climate, neurobiology, and performance. You’ll hear why safety must coexist with accountability, how small leader behaviours send big signals, and how safety becomes not a perk but infrastructure in complex, uncertain contexts. Whether your team is small or large, remote or clustered, this episode lays the groundwork for every leader’s journey to build real learning cultures.

What You’ll Learn:

• The true meaning of psychological safety - beyond comfort and niceness
• Why safety is group-level, not individual, and why that matters
• How silence and self-protection show up when safety is absent
• Why fear narrows thinking and undermines contribution
• How biological systems respond to interpersonal threat and reward
• Leader practices that enable voice: framing work as learning, modelling imperfection, surfacing the unsaid, constructive responses
• How safety operates under pressure - and how to begin rebuilding it

Useful Resources:

• Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative science quarterly, 44(2), 350-383.
• Edmondson, A. C., & Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), 23-43.
• Edmondson, A. C., & Bransby, D. P. (2023). Psychological safety comes of age: Observed themes in an established literature. Annual Review of Organizational Psychology and Organizational Behavior, 10(1), 55-78.
• Hallam, K. T., Popovic, N., & Karimi, L. (2023). Identifying the key elements of psychologically safe workplaces in healthcare settings. Brain sciences, 13(10), 1450.
• Bahadurzada, H., Edmondson, A., & Kerrissey, M. (2024). Psychological safety as an enduring resource amid constraints. International journal of public health, 69, 1607332.
• Join The Foresight Leadership Podcast Facebook Group: (https://www.facebook.com/groups/theforesightleadershippodcast/)
• Book a call to work with Joseph: (https://bookings.foresightleadershipgroup.co.uk/#/coaching-services)
• Connect with Joseph on LinkedIn: (https://www.linkedin.com/in/josephwcooper91/)

Your Next Steps:

If this episode stirred something - a hesitation in a meeting, a withheld idea, a fear of speaking - take a moment to notice. Share that reflection in the Facebook group, or message me directly. If you want to deepen your practice of safety, the show notes include paths to work together or explore further readings.