Progress is not linear

Illustration: Liz Fossilien ©

Progress is not always visible on a day-to-day basis; it becomes evident only over time. Here’s how you might notice your growth:

  1. You are less reactive to drama and now choose your battles wisely.

  2. Your circle of friends is becoming smaller but stronger—prioritising quality over quantity. You are surrounding yourself with people who uplift you rather than drag you down.

  3. You are embracing discomfort, whether it’s regularly going to the gym, learning a new skill, or having tough conversations with yourself.

  4. You are saying no more often. Recognising that people-pleasing is unhealthy, you now prioritise your time and energy as the valuable resources they are.

  5. You are investing in yourself through books, courses, therapy, and other means. You understand that the best investment is in your own growth.

Keep pushing and keep growing as I think the best version of you is still ahead.

Supporting your dreams

There are countless definitions of coaching, each offered by the thousands of coaches out there. It's important to hold off on giving advice and maintain curiosity for a bit longer, as new initiatives often meet resistance. I think anything worthwhile will encounter obstacles and pushback, and organisational change can be particularly daunting. Remember, pushback isn't personal; it's simply a systemic reaction to the changes taking place.

““As with any new skill, attitude, style, or belief, adopting a coaching ethos requires commitment, practice, and some time before it flows naturally and its effectiveness is optimised.””
— Sir John Whitmore
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The watered down version of DEI

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I recently used an anology to illustrate the concepts of Diversity, Equity, and Inclusion (DEI) in the context of a meeting.
Diversity - Who is invited to the meeting?
Equity - Who is trying to get in but can’t?
Inclusion - Has everyone’s views been heard and acknowledged?
The receiver thought it captured the essence of each component of DEI, making it easy to understand and apply. What do you think?

““You can’t access empathy if you’re not willing to be vulnerable.””
— Brené Brown

The "D" in DEI

Diversity is not about conforming to the norm established by the dominant group; it's about recognising and valuing the variety of experiences that individuals bring to an organisation. I think that organisations are only truly diverse when they embrace and leverage the unique backgrounds, perspectives, and experiences of their members. I view diversity as the collective mosaic of these diverse experiences, which enriches the fabric of any organisation or community. By appreciating and integrating these varied experiences, organisations can foster a more inclusive and dynamic environment. Contact me via email for a deeper dive into your organisations DEI maturity levels.

A simple model

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.

Strategic outcomes

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?

Success follows the bold

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.

Be mindful of other people's perspectives

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.

Holding a grudge

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.

Deepen your understanding

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.””
— Oscar Wilde

How change is created

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.

Minimise misunderstandings

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.””
— Buddha

Cultural fluency

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.

Where do you win?

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.

The power of silence

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.””
— Lolly Daskal

Where are you?

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.