How Important is Productivity in Leadership?

I had a coaching session recently that brought back something personal.
I used to lead with one priority: get things done. Task-first. No small talk. Just results.

“Blue/Red” on DISC, if you know it.
Back then, I saw work as a series of checklists. What mattered was getting through them as efficiently as possible.
But that mindset, left unchecked, costs more than it gives.

Because one day, I asked myself:
If I do this for 40 years—just execute, just produce—what’s left at the end?
A clean inbox?
We spend most of our waking life at work. If we don’t build relationships there—if we don’t create meaning—what are we really doing?

I’ve learned that leadership isn’t about squeezing every drop of output from your day.
It’s about being kind. Honest. Doing work that matters.

No one follows a checklist. They follow someone they believe in.
If you’re stuck in a perpetual “just get it done” mode, take a breath.
Then ask: what actually matters?

When Do You Become Too Self-critical?

“I’m just holding myself to a high standard.”
Are you?
Or are you just being harsh?

There’s a subtle trap many high performers fall into—especially new managers:

Mistaking self-criticism for motivation.

We think:
☑ “If I don’t push myself, I’ll get lazy.”
☑ “That wasn’t good enough—I should’ve done better.”
☑ “I need to be tough on myself, or I won’t improve.”

But neuroscience and psychology tell a different story.

🔬 Studies show that self-compassion, not self-judgment, leads to higher resilience, motivation, and long-term growth.

It’s not about going easy on yourself.
It’s about not tearing yourself down.

Here’s what helps me reframe:

“I did my best with the resources I had at that moment. Now, what can I learn for next time?”

That mindset still drives improvement—but without the emotional bruising.

Leadership is already tough. You don’t have to lead yourself with a whip.

What if your biggest sign of worth isn’t your car, title, or the number on your pay check?

What if it’s your personality?

What if we worried more about living a life always trying to fit in, instead of worrying about person X’s opinion on our slide deck?
What if we lay awake at night because we failed to make everyone in our team feel heard, not because we missed our (still important) quarterly objectives?
What if we feared going through life always wearing a mask, instead of being judged by people who don’t know us well?

What if we swapped some Instagram scrolling for a few pages of a thought-provoking book?
What if some of the time we spend in the gym, at the hairdresser, or shopping for clothes went into strengthening our character?

This idea runs through Nietzsche’s work (minus Instagram, the gym, and the hairdresser 😉):
Creating the self—your character—as a work of art.
Not to gain acceptance or respect from others.
Not modelled on how you think others want to see you.
But in the way you want to. Your unique personal style.

Not style as in how you dress, but the deepest expression of your values, commitments, and way of being.

This process takes reflection, courage, and the willingness to face challenges.
Less worrying about people’s opinions. More following your passions and self-expression.
Less uniformity and mediocrity. More uniqueness and creativity.
More life-affirmation, humour, and courage. Less playing safe.

But what about my numbers and KPIs?
I believe this path often turns you into someone others want to follow.
And then your KPIs tend to follow too.

The Power of Your Expectations

How much do you really believe in your team’s potential?

The expectations you set for them could be the difference between success and stagnation.

The Pygmalion Effect shows us that when you expect your team to succeed, they’re more likely to do so.

But the Golem Effect tells us the opposite:
If you expect little, your team may underperform—whether you intend that or not.

I wish I knew about these effects a few years ago, as they’re very real.

Your beliefs can either limit or amplify your team’s growth.

High expectations encourage initiative, creativity, and responsibility.
Low expectations breed hesitation and a lack of engagement.

To maximize your team’s potential, focus on the power of your belief in them.

Challenge yourself:
Are you empowering your team through trust and high expectations?
Or are you holding them back with doubt?

🔺Are you looking for an incompany management training? I’d love to discuss this further!

Feedback and Growth: What Most Professionals Get Wrong

Picture this moment we’ve all had…

You just finished a big client presentation.
The energy in the room was great. People were nodding. You’re feeling proud.

Then someone leans in and says,
“Hey… you’ve got toilet paper stuck to your shoe.”

Your smile drops.
And suddenly, you don’t feel so confident anymore.

You start judging the person who told you.
You think about how they’re always late.
How their own work isn’t perfect.
And for days, you stay annoyed—not about the paper, but about them pointing it out.

Sounds silly, right?
Of course you’d want to know.
You’d fix it, maybe laugh, and move on.

But when someone points out something more personal?
That’s when it gets hard.

“You talk over people.”
“Your follow-through isn’t great.”
“You seem disconnected in meetings.”

And just like that, your brain kicks in:
Who are they to say that?
They don’t know what I’m dealing with.
Look who’s talking.

I’ve done it too.
Getting defensive instead of listening.
Focusing on who said it instead of what they said.

And here’s what I’ve learned:
When feedback feels personal, it can trigger something deeper.
It touches the part of us that worries we’re not good enough.
So we push it away.
But that reaction is what keeps us stuck.

It holds us back from growing.
From getting promoted.
From seeing the things everyone else already sees.

Here’s what helped me:

1️⃣ Pause. Don’t react right away.
2️⃣ Ask: “Is there a bit of truth in this?”
3️⃣ Write it down. Look at it again tomorrow with fresh eyes.

You don’t have to agree with every piece of feedback.
But if you never take a moment to really hear it,
you might miss the one thing that could help you move forward.

How To Stop Negativity From Spreading In Your Team

Negativity spreads fast.

One complaint turns into a group venting session.
One frustration becomes the team’s mood.

I’ve seen it happen. And as a manager, it can make you feel powerless.

Especially when the frustration is about things outside your control—like salaries, company policies, or strategic decisions made higher up.

You don’t want to silence people. They have the right to voice concerns.
At the same time, research shows that some ways of dealing with negativity—like avoidance, suppression, or manipulation—only make things worse. Instead of resolving tension, these approaches allow negativity to fester or resurface in unproductive ways.

So, how do you manage it?

1. Acknowledge, but don’t amplify

Let people vent, but don’t fuel the fire.
“I hear you. This is frustrating. What do you think we can do within our control?”
Redirect the conversation toward action.

2. Reframe the narrative

Negativity thrives in a vacuum. If people lack context, they assume the worst.
As a manager, you can help reframe the situation:
“I get why this feels unfair, but here’s the bigger picture…”

This is called reappraisal—shifting how we interpret a situation. Studies show that once a new perspective spreads among 25-40% of a group, the rest will likely adopt it too.

3. Set the emotional tone

Your team will take cues from you. Stay calm, steady, and constructive.

Negativity isn’t the enemy. But letting it take over is.

Strong leaders don’t ignore emotions. They help teams process them—without getting stuck.

How To Manage Underperformers

The first time you realize someone on your team isn’t keeping up, it’s uncomfortable.

You ask yourself:

❌ Am I being too tough—or not tough enough?
❌ Do they need more support—or is it time for a hard conversation?
❌ How do I handle this without losing their trust?

These moments test you as a leader.

Some managers avoid them. Others come down too hard.

The best ones? They navigate them with clarity, honesty, and care.

This guide will show you how to:

✅ Pinpoint the real performance gap
✅ Have the conversation the right way
✅ Balance support with accountability

See the “Free Downloads” section of this website for the PDF to browse through 👉

How To Deal With Anger At Work

𝘞𝘩𝘢𝘵’𝘴 𝘵𝘩𝘦 𝘨𝘰𝘢𝘭 𝘰𝘧 𝘵𝘩𝘦𝘪𝘳 𝘢𝘯𝘨𝘦𝘳?

When people got angry at or around me, I used to feel very uncomfortable.

Today, I practice a different response: 𝗰𝘂𝗿𝗶𝗼𝘀𝗶𝘁𝘆.

Anger can feel like an attack, but it’s rarely random.
In fact, anger often has a clear purpose—conscious or not.

People get angry because they’re trying to achieve something.

• Maybe they want you to stop doing something.
• Maybe they’re trying to control the situation.
• Maybe they’re protecting their ego, their reputation, or something they deeply care about.

Here’s the proof that anger is goal-driven and not just uncontrollable emotion:

▪️ 𝗜𝗺𝗮𝗴𝗶𝗻𝗲 𝗮 𝗱𝗮𝗻𝗴𝗲𝗿𝗼𝘂𝘀-𝗹𝗼𝗼𝗸𝗶𝗻𝗴 𝗵𝗼𝗼𝗹𝗶𝗴𝗮𝗻 𝗯𝘂𝗺𝗽𝘀 𝗶𝗻𝘁𝗼 𝘀𝗼𝗺𝗲𝗼𝗻𝗲 𝗮𝘁 𝗮 𝗳𝗼𝗼𝘁𝗯𝗮𝗹𝗹 𝗺𝗮𝘁𝗰𝗵.
Does the person yell at them? No—because their goal in that moment is safety, not confrontation.

▪️ 𝗡𝗼𝘄 𝘁𝗵𝗶𝗻𝗸 𝗮𝗯𝗼𝘂𝘁 𝗮 𝗺𝗮𝗻𝗮𝗴𝗲𝗿 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝗶𝗻𝗴 𝗽𝗲𝗿𝗵𝗮𝗽𝘀 𝗽𝗮𝗶𝗻𝗳𝘂𝗹 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸.
Do most people explode with anger? No—because their goal is likely to maintain their job and reputation, even if they disagree.

If anger were uncontrollable, people would snap in these situations too. But they don’t.
𝗔𝗻𝗴𝗲𝗿 𝗰𝗼𝗺𝗲𝘀 𝗼𝘂𝘁 𝘄𝗵𝗲𝗻 𝘄𝗲 𝘁𝗵𝗶𝗻𝗸 𝗶𝘁 𝘄𝗶𝗹𝗹 𝗵𝗲𝗹𝗽 𝘂𝘀 𝗮𝗰𝗵𝗶𝗲𝘃𝗲 𝗮 𝘀𝗽𝗲𝗰𝗶𝗳𝗶𝗰 𝗴𝗼𝗮𝗹.

The next time a colleague gets angry at you, take a breath.

Instead of snapping back, ask yourself:
𝗪𝗵𝗮𝘁’𝘀 𝘁𝗵𝗲 𝗴𝗼𝗮𝗹 𝗼𝗳 𝘁𝗵𝗲𝗶𝗿 𝗮𝗻𝗴𝗲𝗿?

Are they trying to feel heard? Are they trying to protect something?

This shift from defensiveness to curiosity helps you take control of the situation.

𝗥𝗲𝘀𝗲𝗮𝗿𝗰𝗵 𝘀𝘂𝗽𝗽𝗼𝗿𝘁𝘀 𝘁𝗵𝗶𝘀 𝘁𝗼𝗼: curiosity has been shown to deactivate the threat response in our brain, allowing us to engage more calmly and constructively in conflict. It’s also linked to higher emotional intelligence, better relationships, and more effective conflict resolution.

This doesn’t mean tolerating bad behavior—boundaries are still crucial.
But when you see anger as a sign of unmet needs rather than a personal attack, you stop reacting and start responding thoughtfully.

So next time someone gets angry, pause and ask:

𝗪𝗵𝗮𝘁’𝘀 𝘁𝗵𝗲𝗶𝗿 𝗴𝗼𝗮𝗹?

You’ll be surprised how much clarity—and calm—you gain.

Other People’s Opinion of You… Theirs or Yours?

You know that team member that thinks you lack the experience?

Or the colleague that thinks your meeting contributions don’t add value?

It stings, doesn’t it?

Now, consider this..

Deep down, there’s a good chance you believe these things about yourself              .

We often project our own hidden insecurities onto others.
We assume they see the worst in us because we do.
And when someone’s behavior even faintly matches our fear, it feels like confirmation.

For example:
Imagine someone who secretly believes they’re unworthy of love.
They might think others dislike them, avoid them, or find them boring.
To compensate, they become people pleasers—saying yes to everything, constantly seeking approval.

And when someone cancels plans or rejects their offer to help?
It cuts deep.
Not because of the action itself, but because it echoes that hidden belief:
I’m not worthy.

Now, think about this:
If someone insulted your blue hair but you didn’t have blue hair, you couldn’t care less.
It wouldn’t resonate.
But when a comment mirrors your own fears? It hurts.

So, how can we break this cycle?

The next time you think, “They must believe this about me,” pause.
Ask yourself: Could this be something I believe about myself?

Instead of being upset with them, turn inward.

Reflect:

  • Do I truly believe this about myself?
  • Can I be absolutely sure it’s true?
  • If not -is this belief helping me?

If it isn’t, start building a new belief—one rooted in kindness and compassion towards yourself.

This shift won’t happen overnight.
But with patience, you can rewrite the narrative.

And the world will start reflecting the version of you that you choose to believe in.

❤️

𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 > 𝗖𝗵𝗮𝗻𝗴𝗲 – a Formula For Success

Learning > Change

This is a formula for success.

Your 𝘭𝘦𝘢𝘳𝘯𝘪𝘯𝘨, the rate at which you adopt and expand your skills as leader, needs to exceed the rate at which your environment 𝘤𝘩𝘢𝘯𝘨𝘦𝘴.

If not, you’ll fall behind and others will pass you by.

Has your learning kept up? Are you consistently making time for personal and professional development?

Prioritizing your full inbox, however inevitable and important it might feel, is short-term thinking. And it will never get empty.

As leaders, we face bigger expectations, more complex challenges, and higher stakes.

So how do you ensure your growth stays ahead of the curve? Here are three steps:

1️⃣ Reflect Regularly
Block out time each week to review what’s working, what’s not, and what you can learn from it all.

2️⃣ Seek Feedback
Blind spots grow in the dark. Ask for candid input often—don’t wait for formal reviews.
𝘈 𝘭𝘢𝘳𝘨𝘦 𝘏𝘉𝘙 𝘴𝘵𝘶𝘥𝘺 𝘴𝘩𝘰𝘸𝘴: 95% 𝘰𝘧 𝘱𝘳𝘰𝘧𝘦𝘴𝘴𝘪𝘰𝘯𝘢𝘭𝘴 𝘵𝘩𝘪𝘯𝘬 𝘵𝘩𝘦𝘺 𝘢𝘳𝘦 𝘴𝘦𝘭𝘧-𝘢𝘸𝘢𝘳𝘦. 𝘖𝘯𝘭𝘺 10-15% 𝘢𝘳𝘦.

3️⃣ Invest in Yourself
Read, take courses, or get help. Your development isn’t a “nice-to-have” but a “must-have.”

Change is inevitable. Falling behind doesn’t have to be.

How has your learning kept pace with your changing role over the past year?