Hi there, happy new week! despite all the craziness going on!
How was your weekend? Mine was pretty fulfilling, including getting some quality time with my youngest daughter, Winnie the (Cocka)Poo.
We’re back with a fresh episode of ‘In The Business of Healthy Masculinity,’ this time with a man that has operated within senior roles across both startup and SME businesses. Let me introduce to Paul Jameson:
Paul Jameson a commercial and operational leader with over 25 years’ experience in procurement, supply chain, and commercial operations in the chemical industry and public sector. As Chief Commercial Officer at LifeSafe Technologies, he has driven international growth, and strategic partnerships. Paul is recognised for delivering measurable impact across both public and private sectors.
The best way to reach Paul is via his LinkedIn profile.
What is not included in Paul’s bio above is his brilliant use of metaphor to bring his experience and perspectives to life. I really hope you enjoy this conversation as much as I did and please, like, share, and amplify Paul’s voice and this platforms impact,as we all know we need healthier masculinity in every crucible of life.
Here are some of the key highlights of this conversation, and you’ll find some clips and further exploration below:
Key Themes and Metaphors
* The Tap and the Valve: Paul describes the dynamic of a business using the metaphor of a “torrent river”. Leaders are seen as holding the “tap,” with the power to turn the flow of pressure on and off. If a leader is merely a “valve,” they are relieving pressure pushed down from above (board, shareholders). The risk of leaving the “tap” open too long is hitting a wall, causing the torrent to flash back.
* The Problem of Pressure: In Paul’s experience, men in the workplace often do not allow themselves the time to “stop and breathe and explore” how things are working. This high-pressure flow in business can feel like being dragged along by a torrent.
* The System and the Widgets: People within the organization are often viewed as “widgets” or a “unit of production” rather than humans with complex lives. The structure fails without these “widgets” who form the foundation of the business. It is critical to understand why an individual leaves, as that knowledge is crucial to the foundation of the business.
Creating a Healthier System
* Empathy and Breaking Barriers: Paul shared an anecdote from his time as a chef where he implemented a role-swapping system—chefs worked front of house, and waiters worked in the kitchen. This broke down the physical and emotional “barrier” between the two departments, fostering mutual understanding and creating “one team serving the customer”.
* Vulnerability and Leadership: Healthy masculinity in a business context requires leaders to be willing to “acknowledge, be vulnerable” and admit they do not have all the answers. Recognizing a barrier is not a weakness, but a “huge strength”.
* The Algorithm for Impact: The discussion references an algorithm shared by Garry Ridge: “Will of the people times strategy is your impact”. The “will of the people” (the “widgets at the bottom”) is the most difficult element and must be engaged first.
Intentional Space: The invitation to leaders is to be intentional about creating space, such as a quarterly or monthly check-in, to be honest about what is and is not working in the business. For these sessions to be effective, the leader must be human and “strip back the titles, the roles” to create an authentic environment.
It’s okay not to have all the answers, all the time … right?
“That masculinity piece is that I’m the senior C-suite boss and the expectation is I should know everything. And I don’t know anything because I haven’t asked the questions. I haven’t put myself in their shoes.” - Paul Jameson
“I’m the senior C-suite boss and the expectation is I should know everything.” - In last week’s episode Lewis spoke a lot about power, and the abuse of it, and how for me it highlights the unhealthy, inner uncertainty, of especially men in positions of power that leads to so much dysfunction as we are watching unfold globally right now.
Empathy, both for oneself, as well for others, has to be developed so that we can model healthier masculinity, more often.
I remain positive about the possibility for especially men leaders to let go of the fear of not having all the answers, but we need safety and the ability to get into discomfort more often to do this. Hannah Litt, Jo Hompstead, and I offer just such spaces, so let me know at garry.turner@radicality.co.uk if you want to chat this through.
From chef to c-suite commercial leader
“One day a week one of the chefs worked in front of house with the waiting staff and one of the waiters worked in the kitchen. Myself as the head chef, and the head waiter, we swapped roles so that everybody understood.” - Paul Jameson
I absolutely loved this insight from Paul as not only did this intentional action help equalise power distribution, increase empathy, and improve job rotation, but it allowed for their workplace system to operate more effectively. All for FREE!
In my day job, I have witnessed attempts over the years within business to try and improve ‘cover’ across teams but silo walls are so rigid and deep, that the teams never quite get to the stage that Paul explains in this example.
What are you thinking, feeling, and what are your thoughts?
In my experience the cultural binary thinking patterns of either/or have been a factor as to why such initiatives have not ‘stuck.’
We would appreciate hearing your reflections and feedback in the comments, and please do give this conversation a share with your networks if you get value from it.
Why do we men not slow down and stop enough at work? As in really stop.
“As men in the workplace we still don't allow ourselves that time to stop and think and really give us that opportunity to understand what's happening around you.” - Paul Jameson
What is behind Paul’s assertion above? If you are man, please share in the comments the honest reasons as to why you may not allow yourself to slow down or even stop.
I empathise. It’s only been the last few years that I have been able to hold the yes/and more of I can be driven and passionate to build business and build people, AND, I can give myself permission to take a day off, just for me. It is never either/or.
We (especially men) have been so conditioned to have all the answers, that slowing down is sometimes pretty scary as we are not always comfortable with what thoughts may arrive. Does that resonate with you at all?
Challenging short-termism and urgency
“It's a message for those above the board, the shareholders, that actually time is the critical piece. We have to have time to make it truly successful and put that foundation in the right way so it is stable” - Paul Jameson
Businesses, especially those that are publicly traded/on the stock exchange, categorically do not prioritise time, nor long-term thinking. Indeed Paul’s statement hit me hard personally as I still navigate publicly-traded employment, customers, and suppliers. I observe these fake urgency patterns all of the time.
To that end, do you know that urgency is one of over 18 intersecting supremacy culture patterns that reinforce degenerative business practices and systemic harm? Check out Tema Okun’s work for more on thisand I invite you to practice saying no, or offering to stop doing something in order to take on an additional task.
Greg McKeown taught me about this many years ago in his book Essentialism, a worthy read, and it has become a bedrock boundary setting tool for me.
We would love to hear your reflections and feedback in the comments, and please do give this conversation a share with your networks if you get value from it.
In your corner
Finally, if any of the above questions have ignited curiosity within you,I am hereif you are looking for a 1-1 Thinking Partner that can be in your corner by voice note, virtually, and in-person, I have found 5 x 60 minutes calls + unlimited voice note communication to work the best.
If you are ready to embrace the journey towards healthier masculinity and the goodness that brings, at home and at work, drop me a line at garry.turner@radicality.co.uk.
Episode #15 of the podcast will be published next Mon 26th Jan 2026 with job-crafter, coach, and all-round-lovely-human, Rich Cooper.
Here is a little something to whet your appetite, and wishing you well with the rest of your week ahead.
I am always interested in your reflections, challenges, and anything else that pique your curiosity with these updates.
Until next time, take care
Garry Turner
garry.turner@radicality.co.uk
+44 7928 979358
