This is a great book

"Thinking, Fast and Slow" by Daniel Kahneman is a renowned book that explores the two systems of thinking that govern our cognition:

System 1:
This is the fast, automatic, and intuitive mode of thinking. It operates effortlessly and quickly, drawing on heuristics and patterns to make snap judgments and decisions.
System 2:
This is the slower, more deliberate, and analytical mode of thinking. It involves conscious reasoning, logic, and effortful mental processes.

I think Kahneman's work has had a profound impact on our understanding of decision-making, cognitive biases, and human behaviour.

Frame of reference

Does one person or one image describe a whole community?

Communities bring people with similar characteristics and common interests together. There are many ways to think about community, for example, we can look at a community from a system, social, virtual, or individual perspective. From an individual perspective, a poster with a LGBTQ+ or a black guy is not representative of the community, even if they hold a significant role or embody its collective identity.


I think that it's a huge responsibility to be Black in Denmark, and I would like to put in a disclaimer now, as my experience is not the same as every Black person’s experience as everyone has a unique experience.

The "E" in DEI

Equity is an approach that ensures everyone has access to the same opportunities. Improving equity is to promote justice, impartiality and fairness within procedures, processes, and distribution of resources by institutions or systems. It is a process that acknowledges uneven starting places and seeks to correct the imbalance. I think to tackle equity issues will require an understanding of the underlying or root causes of disparities within our society. Equity is distinct from equality in that equality is treating everyone “the same,” but it only works if everyone starts from the same place, and all need the same help. Equity makes the necessary adjustments to ensure inclusive experiences and fair treatment, access, opportunity, and advancement for all.

Contact me here or via e-mail for a meeting to discuss your organisation's DEI needs and requirements.

Joining the dots

““Before I go on with this short history, let me make a general observation – the test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function.
One should, for example, be able to see that things are hopeless and yet be determined to make them otherwise. This philosophy fitted on to my early adult life, when I saw the improbable, the implausible, often the “impossible,” come true.””
— F. Scott Fitzgerald

The complex nature of human connection

What does it take for you to feel like you belong?

Belonging is a deeply personal experience, varying from one individual to another. What makes me feel like I belong may not hold the same significance for you. Throughout my life, I've been subjected to judgments based on my appearance, leading me to realise the importance of refraining from such superficial judgments towards others. Nowadays, I make a conscious effort to avoid such biases. I think that achieving a sense of belonging requires active participation and self-reflection, and each of us must articulate what truly makes us feel like we belong, as it's not something that simply happens to us passively.

“If you want people to think in your organisation, and be at their best, simply create the conditions for belonging.”
— Burrellism
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Diverse talent

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If you don’t focus on recruiting diverse talent then obviously, you’re not going to have diverse talent, and ultimately, you won’t have a diverse organisation. Diversity is a business imperative and recruiters play a key role. I think diversity, equity, and inclusion (DEI) will be a continuous focus area for recruiters especially because more and more candidates will make job choices based on their assessment of a company’s visible DEI commitments.

Emotional feedback

c/o Vector stock photos

Are you familiar with the S.T.O.P technique? 



Yes, it’s a communication and conflict resolution method that can be used to address difficult situations or conflicts effectively. I think by practicing the S.T.O.P technique effectively one can resolve of conflicts quickly and improve communication. Here's a breakdown of each step:               

•      State the behaviour: 

Start by objectively stating the specific behaviour or action that is causing an issue. I think this helps to keep the conversation focused on the problem at hand without making assumptions or accusations.

•      Tell the person how you feel: 

Express your emotions about the behaviour in a non-confrontational way. Use "I" statements to convey your feelings without placing blame on the other person. I think this step helps to promote understanding and empathy.

•      Options: 

Brainstorm potential solutions or alternatives to the problem together. Encourage open communication and collaboration to find a resolution that satisfies both parties.

•      Positive results:

Discuss the potential positive outcomes that could result from implementing the chosen solution. I think this step helps to reinforce the benefits of resolving the conflict and motivates both parties to work towards a resolution.


Transforming your work culture

I think cultural transformation creates a positive working environment. A good company culture supports recruitment, retention, productivity and engagement. And as leaders create culture, and culture drives behaviour, and behaviour produces results.

  • When we learn about diversity, what are we learning?

  • Why is your diversity training failing?

  • How can we create a psychological safe space in your organisation?

  • What can we do to really drive organisational change?

  • How do we learn and truly embed change into your organisation?

Contact me here or via e-mail for a confidential meeting.

“Everyone must choose one of two pains: The pain of discipline or the pain of regret.”
— Jim Rohn

A sense of belonging

Belonging involves embracing intentional gestures and transforming them into opportunities to make others feel included and truly a part of something. It requires a little effort to extend an invitation to someone from a different background, suggesting a simple meeting over tea or coffee, creating a space for conversations that delve beyond appearances and focus on the essence of who we are. I think true belonging is achieved when employees wholeheartedly embrace the idea that everyone is welcome to bring their unique perspectives and authentic selves to the table. Do you feel like you belong? Contact me here or via e-mail for a confidential meeting.

Do you dare to be different?

People tell you all sorts of things with good intentions, but they are basing what they are saying only on their own experience which is based on the past. When venturing into new territory, there is no contextual familiarity so that’s scary and unfavourable in these uncertain times. I think that in reality some of the most exciting things you can experience are the things that have not come before.

“
“Be yourself; everyone else is already taken.””
— Oscar Wilde
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Honesty is the best policy

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Are you working for an organisation where:

D) The workforce comprises of people of different races, genders, ethnic groups, sexual orientation, ages, and religions?

Are you working for an organisation where:

E) They have eliminated the systemic barriers and privileges to ensure all people have fair access, opportunity, and resources to thrive?

Are you working for an organisation where:

I) They have created an environment where groups who have been historically excluded are actively included and valued for their different perspectives?



If yes, congratulations ✔️.
 If no, contact me here or via e-mail for a confidential meeting.

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Uncommon bias

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Research tells us that one of the main reasons why people leave an organisation is they don’t have a sense of belonging. They feel disconnected or disrespected by their immediate manager, colleagues, or with the organisation when subtle microaggressions or micro behavioural messages occur. Micro behaviours are both verbal and non-verbal cues, such as consistently checking the time or not fully engaging when someone is speaking. It's crucial to recognise that these microaggressions are particularly impactful on individuals who are considered 'diverse,' as these subtle messages are heard loud and clear to them. Addressing and mitigating these microaggressions is essential for cultivating an inclusive workplace where everyone feels valued and respected.

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Diversity questions

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I think that leaders create culture, and culture drives behaviour, and behaviour produces results.

  • Why is our diversity training failing?

  • What can we do to really drive organisational change?

  • How do we learn and truly embed change into our organisation?

  • When we learn about diversity, what are we learning?

  • How will we create a psychological safe space in our organisation?

If any of the above questions are reflective of what is happening in your organisation, please contact me here, or via e-mail to arrange a meeting.

““If you are free, you need to free somebody else. If you have power, then your job is to empower.””
— Toni Morrison

The daily practice

It's not merely about the individual events or their intensity; rather, it revolves around the aspect of consistency. It’s an accumulation of lots and lots of little things that any one by themselves is innocuous and useless leadership practices. When executed consistently and in conjunction with other minor gestures, for example, making eye contact with employees when greeting them in the morning. In my experience, the organisations that flourish under the guidance of leaders attuned to their internal culture and bottom line do so because they understand consistency in the mundane, day-to-day grind is what makes everything work. I think that it’s these practices that transform into the backbone of successful leadership.

Work-life balance

In my experience, there are leaders and organisations who focus on equipping employees with tools to improve their performance, and there is not so much focus on their personal development. When we are at work, our personal life impacts our performance, and when we go home, our work impacts our personal life. So, if a person is in tune with whom they are then they are one person, the same at work as at home. I think people need to feel valued, heard, and supported. In Denmark, there is a value placed on work-life balance, emphasising that people take pride in their work without the necessity of showcasing dedication through long working hours.

DEI maturity audit

Are you aware of which phase your organisation currently occupies?
Phase one involves simple awareness and compliance. In phase two, organisations recognise the business benefits of DEI and take action beyond HR and compliance. Moving into phase three, leaders integrate DEI into business processes, measure progress, and hold each other accountable for results. Finally, in phase four, DEI becomes ingrained in the culture, essentially taken for granted as "the way we do business here."
Contact me here, or via e-mail to arrange a DEI maturity audit meeting.