I think everything you do in life will fall into one of three categories: bad work, good work, or great work. Here’s a simple model:
Bad work is a waste of time, consisting of life-draining bureaucratic tasks.
Good work involves fulfilling your job description, being productive, efficient, and getting things done. It includes tasks your boss or board expects you to complete.
Great work is more impactful and meaningful. It is strategic and engaging, resonating with both your head and your heart.
Researchers at the Massachusetts Institute of Technology (MIT) have questioned the effectiveness of S.M.A.R.T goals (specific, measurable, achievable, realistic, time-bound). They suggest that better outcomes might be achieved by adopting F.A.S.T goals (frequently discussed, ambitious, specific, and transparent) instead. The MIT researchers think goals should be embedded in ongoing discussions to review progress, allocate resources, prioritise initiatives, and provide feedback. Objectives should be challenging yet attainable and translated into concrete metrics and milestones to clarify how to achieve each goal and measure progress. Additionally, goals and current performance should be made public for all employees to see. What do you think?
I think you have control when you take charge of your life, emotions, and goals, as this helps you stay calm and confident in tough situations. One has to stay focused on your goals and stick to good habits as this commitment enables you to bounce back from setbacks and keep moving forward. Challenge yourself to see difficulties as opportunities for growth and be eager to try new things and push yourself to improve. The belief in yourself and your abilities builds confidence, which is crucial for staying strong during tough times and persevering even after making mistakes.
We have a responsibility to identify our biases and stereotypes and try to unlearn them. At work we need to consciously choose the right words and create space for everyone to contribute to the discussion. This may involve using anonymous surveys after meetings or sending post-meeting emails to ensure that everyone's ideas are considered in the decision-making process. I think expressing phrases like "I value what you think" and welcoming new team members with questions such as, "Hi, you are new to our ensemble. Have you seen this done a different way? Do you have any experience you would like to share?" can help foster an inclusive environment.
People are often more forgiving than you think; people forget. When someone makes a mistake, they remember the times they themselves sought forgiveness. To encourage empathy, simply ask them to reflect on their own experiences: "Haven't you ever made a mistake?" By helping others recognise that everyone makes mistakes, you humanise your error and create a pathway for forgiveness. I think this approach can absolve you of your wrongdoing and prompt others to give you another chance. When you learn to acknowledge and accept your own mistakes, you gain the strength to move forward, and no one can diminish that inner resilience.
A military general is a strategist who does not react impulsively to every situation. Instead, general’s have a strategy and a plan for when things occur, they pay close attention, take a step back, assess the situation, and only then decide the best way to allocate their energy, time, and resources. This allows them to create an effective plan of action for their next move. In contrast, those who are constantly reacting to events are not strategists; they lack the calmness required for thoughtful planning. I like information because it allows me to understand what has happened and determine the best course of action. And with the necessary information, I can make informed decisions and move forward effectively. The only time I struggle to strategise is when I don't have all the information I need.
““Sometimes I am so clever that I do not understand a single word of what I am saying.””
I think change is created by a combination of ideas, thoughts, feelings, plans, habits, commitment, and lifestyle. New ideas and thoughts spark innovation, while emotions like hope and determination motivate action. Planning provides structure, and developing positive habits supports sustained progress. Commitment ensures persistence, and adopting a new lifestyle embodies and reinforces the desired transformation.
c/o LinkedIn
I strongly believe in the importance of structure, as it is an incredibly powerful tool for all forms of communication, especially when answering a spontaneous question or speaking impromptu. When engaging in off-the-cuff communication, you face two fundamental tasks: deciding what to say and how to say it. I think structure provides you with the "how to say it" part, by offering a step-by-step recipe for effective delivery. For example, if you are asked to describe your company's mission on the spot, you can use a simple structure: start with a brief overview of the mission, explain why it matters, and conclude with an example of how it is being implemented. This approach ensures your response is clear, concise, and impactful.
““The quieter you become, the more you hear.””
We may not fully understand our colleagues past experiences, which might lead them to feel undeserving of being heard. I think our responsibility is to ensure that every colleague knows they deserve to be heard. Some people truly listen when you speak, while others simply wait for their turn to talk. What type of person are you?
Have you ever tried to suspend your own involvement and just observe what’s going on?
Yes, one of the advantages of growing up in the inner city of London as a Black person is that you are exposed to a whole host of stereotypes. The only things I have is honesty and openness, therefore, I learned so much from listening to people. I learned that there are two major streams of self-awareness: “me,” which builds the narrative about our past and future; and “I,” which brings us into the immediate present.
In business, we focus on two main objectives: helping you make more money or helping you save money. Even when you make a rational hiring decision, you must provide a strong business case, with clear reasons and justification that others can understand. I think this is encapsulated by the saying, "No one gets fired for choosing Salesforce."
Even if the market is small initially, you need a strategy to reach a larger market. Good positioning involves understanding your unique value - What can you offer that no one else can? An effective positioning communicates this value in a way that customers can easily grasp. In the business to consumer (B2C) market, value can encompass various factors, such as how a product makes someone look or feel, or how it influences others' perceptions of them based on the brand they use. However, in the business to business (B2B) market, the concept of value is quite different. B2B transactions usually involve multiple stakeholders, typically between 5 and 11, each with decision-making influence. In my experience, you must present a compelling business case to justify why your product or service is the best choice when working in B2B.
A seed grows with no sound, but a tree falls with a resounding crash. The quiet, persistent process of growth contrasts starkly with the loud, sudden act of destruction. This stark difference illustrates a profound truth: destruction has noise, but creation thrives in silence. True growth happens quietly, away from the spotlight. I think those who seek to lead should embody this principle, nurturing progress through steady, silent effort. Leadership is not about loudly pointing out the flaws and weaknesses of others; it is about fostering growth and strength with patience and humility. Real leaders understand that the most impactful changes often happen quietly, beneath the surface, and their actions speak louder than their words.
““The most basic function of leadership is to tell people what needs to be done and help them do it.””
Most companies and organisations don’t think about positioning, as they assume it’s obvious to their customers. However, I think positioning is about shaping the environment in the consumer’s mind, helping them draw comparisons and know what to expect. You can compare positioning to the opening scene of a film as when you go to the cinema, you usually know a little about the film before buying your ticket. Yet, the job of the opening scene is to set the context because you have some big questions:
- Where are we?
- What time frame is it?
- Who are the characters?
- What is the vibe of this film?
You need these big questions answered before you can settle in and pay attention to the details of the story. This is also the case for your company or organisation, so contact me via email for an informal meeting about your positioning.
Japan is one of the world's most homogeneous countries, with approximately 98% of the population being ethnic Japanese. The Japanese secret to a long, happy, and meaningful life is “ikigai.” Ikigai is where your passion meets your mission, vocation, and profession. It is the intersection of:
What you love
What you are good at
What the world needs
What you can get paid for
Here is the S.M.A.R.T goals definition breakdown:
Specific – Clearly defined and focused.
Measurable – Quantifiable criteria to track progress.
Achievable – Realistic and within current capabilities.
Relevant – Aligns with broader goals and is meaningful.
Time-bound – Specific timeframe for completion.
How to improve your workplace’s DEI for mental health?
1. Focus on culture
Encourage employees to be their authentic selves, eliminating the need for code-switching.
2. Educate your employees
Implement mental health training to help leaders and managers identify issues and support employees in seeking help.
3. Provide opportunities
Offer flexible workspaces and time off to prevent burnout and stress-related illnesses.
4. Eliminate negative factors
Address and eliminate micro-aggressions, unconscious bias, social exclusion, discrimination, harassment, and physical violence.
5. Diversify your mental health care
Assess the diversity of your mental health professionals. For example, what percentage of mental health professionals are white in Denmark? What percentage are women? What percentage are LGBTQ+?
6. Talk to your employees
Use anonymous engagement surveys to gather honest feedback from employees.
7. Implement wellness programs
Introduce programs such as meditation, gratitude training, and physical exercise to reduce anxiety and depression.
I think by ensuring that the team driving these efforts is diverse, you can better navigate the fine line between authenticity and discrimination and avoid perpetuating existing inequalities.
When I was a child, I used to play a lot of Scrabble, so I realised that both “listen” and “silent” have the same letters. As an adult, I understand that to be a good listener we need to first learn how to be silent. Often in conversations, we listen to respond rather than to understand. When we do this, we shut off our brains because we are focused on what we will say next. Instead, I think we should listen to learn and understand. When listening to someone, your next sentence should be a question that shows you are trying to understand. This approach will help you provide better guidance and advice as a mentor and leader.
Your mindset is a set of beliefs that shape how you make sense of the world and yourself. I think your skills can open doors, but your mindset determines how far you go. According to Stanford University, 80% of people believe that mindset contributes more to success than innate talent. A strong mindset enables you to:
Set bigger dreams
Be grateful every day
Recover faster from setbacks
It's not the smartest people who win, but those who dream big and never give up.
““Great minds discuss ideas; Average minds discuss events; Small minds discuss people.””
I fully understand that choosing me over an established market leader is risky. The fear of making a poor decision, looking bad in front of your boss, and facing repercussions because of your choice are all significant factors in the business-to-business decision-making process. This is why market leaders hold such an advantage: they represent the safe option. You can confidently tell your boss that you considered all alternatives but chose "X" because of their reputable background with prominent companies.
I think challenging this established procedure necessitates a thoughtful approach. While established market leaders are often seen as the safe choice due to their proven track record, this perception can stifle innovation and limit opportunities for new, potentially superior solutions. By daring to choose a less conventional option, you not only demonstrate confidence in your decision-making abilities but also open the door to unique advantages that the market leader may not provide. Embracing this challenge can lead to significant benefits and differentiation in a competitive landscape.
