Vital point

We often use price as a proxy for value. We are willing to pay more for things we consider valuable, and, in turn, we tend to value things more highly when they come at a cost. From an economic perspective, consumer surplus refers to the gap between what someone would be willing to pay for something and what they actually pay. While this surplus is typically framed as a benefit, it does not necessarily generate greater appreciation or pleasure. As prices fall, our sense of value and emotional engagement often diminishes.

I think this creates a paradox within capitalism. Significant effort is invested in reducing costs and increasing efficiency, yet these gains do not reliably translate into greater human happiness. In many cases, cheaper and more abundant goods lead to reduced appreciation rather than deeper satisfaction. What do you think?

““It is more interesting, more complicated, more intellectually demanding and more morally demanding to love somebody, to take care of somebody, to make one other person feel good.””
— Toni Morrison

Daily mantra for 2026

The way you feel, the way you respond, and the way you live.

  1. This is going to be the best day of my life, not because it will be perfect, but because I will show up fully present and willing to learn from whatever the day brings.

  2. I control my mind; it does not control me. I do not control what will happen, but I control how I respond, and I choose to respond with joy and love to whatever happens.

  3. I am grateful for what I have right now, even if it is something small, even if the day is not perfect.

Compliance over competence

Have you ever noticed that some people move into management roles without having fully developed the skills required to lead others effectively?

Yes, this often happens in environments where visibility is rewarded more consistently than capability. In many organisations, promotion decisions prioritise predictability and low risk over potential and leadership strength. Individuals who maintain stability, avoid challenging existing ways of working, and create a sense of comfort for senior leadership are often seen as safe choices. Meanwhile, those who perform exceptionally well can unintentionally highlight gaps in systems, processes, or leadership above them.

Over time, this can limit the development of strong leaders. Commitment may be valued more than leadership capacity, alignment more than vision, and short-term comfort more than long-term growth. As this pattern becomes established, layers of management may reinforce existing behaviours, while high-performing employees experience frustration, disengagement, or decide to move on.

This is how organisations gradually normalise mediocrity, often without realising it. When leadership capability appears uneven across levels, it is rarely a matter of chance. It is usually the result of the structures, incentives, and signals the organisation has created. I think if organisations want more effective leaders, they must look closely at what behaviours they truly reward and whether those behaviours align with the future they are trying to build.

““Life can only be understood backwards; but it must be lived forwards.” ”
— Søren Kierkegaard

Let it go

Leaders can become so focused on proving how smart or right they are that they lose sight of their purpose: to make a meaningful difference. Before speaking, pause and ask yourself: “Am I willing, at this moment, to invest the energy required to create a positive impact on this issue?”
I think that If the answer is yes, speak with intention. If the answer is no, choose to let it go.

““Never confuse education with intelligence. Intelligence isn’t ability to remember and repeat, like they teach in school. Intelligence is ability to learn from experience, solve problems, and use our knowledge to adapt to new situations.””
— Richard Feynman

The 3 A's

The three A’s are a gentle way of staying rooted in appreciation and gratitude. First, acknowledge what you already have, rather than focusing on what is missing. Then, truly appreciate it, allowing yourself to feel the fullness of its value. Finally, allow what needs to come next, trusting that when you are present with what is, what is meant for you will follow.
What do you think?

Meaningful purpose

Leadership is more than a title or a seat at the head of the table, I think it’s about a shared sense of purpose. You have to have the courage to speak up when you see a better way, the courage to take calculated risks, and the courage to support one another when things get difficult. The road ahead is ambitious, and it won't always be easy. Let’s stop looking at what’s behind us and start building what’s next.
Happy New Year.

“Where there is no vision, there is no order. Where there is no order, there is no growth. And where there is no growth, the people perish.”
— Burrellism

Let's work together

Moral revolutions are rarely the work of individuals or echo chambers; they are coalitional affairs. To achieve meaningful change, we must be willing to collaborate with those who do not mirror our views entirely.

The late American President, Ronald Reagan once famously said that if someone agrees with you 80% of the time, they are an 80% ally, not a 20% traitor. Unfortunately, modern political discourse has traded this pragmatism for moral purity. We have entered an era where any deviation from a 100% shared ideology is viewed as a disqualifying betrayal.

This quest for purity has several damaging effects as we are splintering into increasingly smaller, more insular moral circles. And by shrinking our circles, we lose the numbers necessary to exert influence. I sometimes think that we forget that the core of politics is the art of building coalitions to gain the power required to actually change the world. To move forward, we must stop treating "difference" as an enemy and start seeing it as the fundamental building block of a winning movement.

““We don’t change anything. All we can do is invest people with the morale to change it for themselves.””
— James Baldwin

A coaching framework

The brain responds well to structure and strategy. A clear framework creates focus, direction, and psychological safety during the coaching process.

B.R.A.N.D is a simple five-step coaching framework developed by Linda Remke that clarifies where we are, where we are going, and how we will work together. It allows me, as your coach, to operate within a consistent methodology while supporting you in moving toward the outcomes you want to achieve through your coaching journey.

· Benchmarking the session: Establishing the purpose, desired outcome, and success criteria for the session.

·. Realities: Exploring the current situation with honesty and clarity.

· Articulate: Helping you articulate insights, challenges, and what truly matters.

· New thinking: Challenging assumptions and opening space for new perspectives and options.

· Do: Translating insight into clear, practical actions and commitments.

This framework provides structure without rigidity, ensuring each session is focused, purposeful, and aligned with meaningful progress.

Vary your behaviour

I could live in any time, in any country, or on any planet and still be fine, because the inner reality creates the outer form. When your inner world aligns with your thoughts, beliefs, and self-concept, you stop reacting to life and start shaping it. The universe does not care what year you are in, what country you live in, or what chaos surrounds you, because you are the constant, and your energy is the constant. The universe bears no ill to me, and I bear no ill to it. That is inner peace and alignment. When you stop resisting and start receiving, energy responds accordingly. If your reality feels out of sync, the work is not outward but inward, recalibrating there is how you take your power back.

Reverse benchmarking

I think behavioural variation is one of the healthiest forces in an economy. Incumbent businesses naturally benefit from habit, familiarity, and social proof, which gives them a built-in advantage. New and entrepreneurial businesses almost always start at a disadvantage because they have to earn trust and attention from scratch. When consumers vary their behaviour, they help level the playing field. As this creates real competition, encourages innovation, and ultimately benefits consumers through better choices, quality, and value.

Inner discipline creates outer results

Image c/o @bywisewords

I think your mindset, your words, your reactions, and your choices shape your experience of life more than external circumstances do. As they emphasise awareness (what you say, think, and focus on), growth through challenge, gratitude, and the understanding that change and connection are essential to becoming a better version of yourself.
Here are 11 life lessons:

  1. The less you say, the more your words will matter.

  2. Don’t take everything personally as not everyone thinks about you as much as you do.

  3. When you focus on problems, you’ll have more problems. When you focus on possibilities, you’ll have more opportunities.

  4. No matter how much it hurts now, someday you will look back and realise that your struggle changes your life for the better.

  5. You meet people for a reason, either you need them to change your life or you’re the one that will change theirs.

  6. Never be afraid to change something new. Life gets boring when you stay within the limits of what you already know.

  7. You’ll never truly know the value of the moment until it becomes a memory.

  8. Once you begin taking note of the things you are grateful for, you’ll begin to lose sight of the things that you lack.

  9. If you do not have control of your mouth, you’ll do not have control over your future.

  10. Life is a mirror and will reflect back to the thinker what he thinks into it.

  11. The only person you have to face in the morning is yourself. Be unbeatable.

Reputation matters

A brand inspires trust because when you have a strong reputation, you have something to lose by cutting corners or selling a poor product. There is always some uncertainty in any transaction, but buying from someone with a good reputation reduces that risk. There is a feedback loop at play too. If a brand lets people down, word spreads, trust erodes, and that reputation can be damaged through bad experiences or negative talk.

““Understanding that behavioural economics is a rebranding of psychology which allows you to have conversations about psychology to people who wouldn’t be happy talking about psychology.””
— Rory Sutherland

Happy New Year

As we approach the final hours of 2025, I want to take a moment to say thank you to each and every one of you. Every conversation, lesson, challenge, and moment of support has played a part in shaping the person I am today. This year has reminded me of the power of community and the importance of surrounding yourself with people who uplift you, challenge you, and stand beside you through every season. Growth does not happen in isolation, and I am deeply grateful for those who have walked this journey with me. As we step into a new year, may we continue to choose connection, kindness, and people who help us become the best versions of ourselves.
Thank you for being part of my story 🙏🏾

Respect the process

Many employers tend to undervalue instinctive, experience-based knowledge in their people. When someone has been doing something for a long time, they develop a level of judgment and pattern recognition that cannot always be captured by frameworks, metrics, or formal processes. This kind of instinct is not accidental; it is the result of accumulated experience.

Business reality is rarely linear as context shifts, markets change, and human dynamics are complex. As a result, metrics that are useful at one point can lose their relevance if they are pursued too rigidly or for too long. When this happens, organisations risk optimising for the measure rather than for the outcome. I think valuing experience alongside data allows for better decision-making. It recognises that numbers inform direction, but seasoned judgment often determines whether the organisation responds wisely to what is actually happening.

Clarity creates relevance

Everyone wants to be heard and understood, yet getting people to pay attention remains difficult. Attention is earned by inviting others into a story that matters to them. This is where the seven soundbites framework becomes powerful. It helps clarify the message by focusing on what your stakeholders care about most, rather than what you want to say. I think when the message is clear, people listen and engage. We are all wired for survival. People pay attention when they understand how a story helps them navigate risk, solve a problem, or move forward. Invite stakeholders into a story where they can see themselves and where the outcome matters.

What do you do?

We have all been at a networking event, a dinner party, or a conference, and someone asks the inevitable question: "So, what do you do?" Suddenly, your mind goes blank. You either stumble over your words or launch into a long, winding explanation that leaves the listener confused.

If you struggle to articulate your value quickly, you need a structure that is easy to remember under pressure. Next time, use this simple rhyme to guide your pitch: Name, Same, Fame, Aim, Game.

Here is how to use it to craft the perfect introduction.
1. Name: Who you are or your business
Start with the basics, state your name and the name of your company clearly.

2. Same: A simple description
This is your anchor. Use a category that the listener already understands, give them a box to put you in so they have context for what comes next.

3. Fame: What makes you different
Now that they know your category, tell them why you stand out. What is your unique selling point? What specific problem do you solve that others don't?

4. Aim: What you are working on now
Bring the conversation to the present. What is your current focus? This makes the pitch timely and gives the listener a hook to ask follow-up questions.

5. Game: Your bigger vision
End on a high note. What is the ultimate goal of your work? This shows passion and long-term thinking.

Coaching can be a powerful place to begin

Coaching creates a space to pause, reflect, and intentionally redefine what you are working toward. More importantly, it supports the process of reprogramming how you relate to yourself. With the right support, many people experience a sense of relief as they realise they no longer have to navigate this work alone.

Reprogramming begins with language. I think the way you speak to yourself shapes how safe, capable, and worthy you feel. Over time, small shifts in self-talk can lead to profound changes in confidence and emotional resilience. Examples of compassionate self-statements include:

  • I am getting better every day.

  • Today is going to be a good day.

  • I am proud that I am trying to be kinder to myself.

  • I can do things that feel difficult.

  • I can stop criticising myself.

  • I deserve to feel good about myself.

  • I deserve to look in the mirror and see a person I care about.

These statements are not about pretending everything is easy or perfect. They are about creating a more supportive internal environment, one that allows growth without punishment. Choosing self-compassion is not a weakness. It is a strategic and deeply human decision to build progress on respect rather than fear. When you change how you speak to yourself, you change what becomes possible.

If you are ready to create a meaningful goal and explore a new relationship with yourself, book a complimentary discovery call via this link.

Kwanzaa

Kwanzaa is a non-religious, non-commercial holiday created in 1966 by Dr. Maulana Karenga. Observed annually from 26th December to 1st January, it celebrates African heritage, unity, and cultural identity.

Kwanzaa spans seven days, each dedicated to one of the Nguzo Saba, or seven core principles:

1.     Umoja (Unity):
Building and maintaining unity within the family, community, and nation.

2.     Kujichagulia (Self-Determination):
Defining, naming, and speaking for ourselves.

3.     Ujima (Collective Work and Responsibility):
Working together to build community and address shared challenges.

4.     Ujamaa (Cooperative Economics):
Supporting and benefiting collectively from community-owned businesses.

5.     Nia (Purpose):
Committing to the development and restoration of the community.

6.     Kuumba (Creativity):
Using creativity to leave the community stronger and more beautiful than before.

7.     Imani (Faith):
Believing in our people, leaders, and the justice of our collective struggle.

Overcoming setbacks

I think it’s a good idea to create an evidence journal. Write down the moments when you faced something difficult and came out on the other side. The human brain has a natural negativity bias. It tends to remember situations where things did not go well more vividly than moments of success, and under stress, this bias is amplified. The stress response narrows focus, increases self-doubt, and can trigger thoughts of inadequacy, overwhelm, or performance choking.

An evidence journal helps counter this pattern by reminding the brain of facts rather than feelings. It creates a tangible record of resilience, competence, and progress. And this wiring is human, not gendered. Our brains respond to stress in similar ways, regardless of gender differences.

““The best way to control the cattle is to give them a big pasture.””
— Shunryu Suzuki