This article, the final instalment of the “Areas Every Leader Must Master For Success” miniseries, emphasises the pivotal role of productivity in achieving business success. Following discussions on purpose and people in the previous parts, this piece delves into the essential elements leaders must focus on to drive productivity: process, accountability, and expertise.
In today’s fast-paced and ever-changing business environment, leaders play a crucial role in balancing speed and precision, ensuring that processes are efficient and adaptable. Their efforts in effective process management can prevent inefficiencies and errors that often arise from hastily implemented workarounds. Leaders can enhance operational efficiency and drive sustainable progress by actively fostering a culture of continuous improvement and standardisation.
Accountability is another cornerstone of productivity. Clear roles and responsibilities within teams ensure that projects are completed on time and without costly oversights. The article highlights the importance of defined accountability in preventing project delays and missed opportunities, emphasising that shared accountability can lead to confusion and risk.
Lastly, the article underscores the critical role of expertise in leadership. Leaders must possess subject matter knowledge and know how to effectively empower their teams. By setting clear standards and fostering a culture of collaboration, leaders can harness their teams’ collective expertise to achieve shared goals.
The article concludes with critical questions to help leaders evaluate and enhance their approach to process management, accountability, and expertise. This practical checklist guides leaders committed to driving productivity and achieving excellence in their organisations. Leaders can position their teams for success in a competitive and dynamic business landscape through a focused approach to these areas.
This final part of the three-part miniseries “Areas Every Leader Must Master For Success” focuses on productivity, following on from purpose in part one and people in part two.
In business, productivity is crucial for success and hinges on three key factors: process, accountability and expertise. As leaders, we ensure efficient processes, clear ownership of tasks and the right expertise within our teams. We create a winning combination that drives our company’s triumph in the competitive landscape by fostering collaboration and effective governance. Prioritising these elements empowers our workforce to excel and secures our position at the forefront of the industry.
Let’s unpack each key area in more detail.
Process
Businesses operate at such a fast pace, determined to win in their chosen field. The volatile, uncertain, complex and ambiguous (VUCA) landscape means leaders have to seize opportunities. The leader’s challenge, however, is they may travel too quickly for their people, so project implementations and integrations are partially completed, leaving their teams to cope with workarounds. Workarounds are inefficient, prone to error and often create key-person dependencies in high-change environments. I worked on three mergers in quick succession. The next one started before the previous one was complete. It felt like we didn’t get the time to do any of them justice: good enough and compliant, but with apparent gaps.
Complex mergers rarely deliver against the original brief; yes, things change, and what you thought was under the hood is often very different when you open it up. All companies have foibles, quirks and workarounds of their own. Understanding this means the assumptions change the game’s rules, and you must adapt. We all face fast-moving change, so it’s crucial to reprioritise what you feel constantly is essential. It’s no wonder that McKinsey reports that 70% of change projects fail to achieve their intended outcome.
Leaders must strike a delicate balance between conformity and change, fostering a culture of efficiency and continuous improvement. They should champion standardisation to streamline operations while encouraging innovative approaches to drive ongoing progress.
Accountability
Imagine you’ve worked on a project for 18 months; it’s all coming together, and you’re almost ready to go live. You are at the project go/no-go meeting when someone asks, “Have we got local government permission to access the site?” The room is deathly silent; the murmurs signify that someone has screwed up.
What happens when accountabilities aren’t clear can be catastrophic.
What if this was a new product going to market at a specific time to steal a march on the competition?
Google’s research into what makes teams highly effective highlights (among others) three areas: dependability, structure, and clarity, which involves clear roles and responsibilities. When no single person has accountability, you leave your outcome to chance. It’s the same with shared accountability: “We’ll pick that up.” There’s wriggle room, which means massive risk with “I thought they had got it” comments.
The 18-month project I just mentioned was actual. It led to a three-month delay. New people who were trained and ready to go were temporarily relocated. There were costs not budgeted for, lost revenues and missed opportunities. However, this experience also presented a significant learning opportunity in accountability, demonstrating the positive outcomes that can arise from a culture of shared responsibility.
Leaders must find the delicate balance between effectively organising the group and not micromanaging. They should facilitate consensus on decision-making processes and hold team members accountable for their commitments. This culture of collective responsibility ensures efficient progress toward the higher purpose.
Expertise
The challenge for many leaders is that their leadership journey involves them ascending the ranks and being promoted for their technical prowess and subject matter expertise. As a leader, there are different expectations; you now have subject matter experts reporting to you. The tendency for new leaders especially is to overplay their knowledge to the detriment of their team.
I remember my early career as a new leader in a contact centre. My expertise was in people and processes, not technology. I had a steep learning curve. It was humbling to defer to subject matter experts, yet I still had to fight my tendency to dive in and “fix” stuff that was in my comfort zone.
Leadership is about combining subject matter expertise and leadership skills. Leaders should set standards and ensure proper governance, leveraging their expertise to bring diverse talents and viewpoints together and driving progress toward the shared objective.
Questions to Ask
This next section lays out a set of questions to help leaders ensure they have considered the key areas under productivity. They provide a checklist for leaders to define, check, and balance: how to strive for the right people doing the right things at the right time and in the right way.
Process
How do we decide on the what and the how?
How do process and structure work in this setting?
How do we know our communication flow is fit for purpose?
How do we iterate and continually improve?
What is our process for challenge and testing?
How do we track and adjust our key performance indicators (KPIs) and progress?
Accountability
How could we optimise the way we organise?
How do we provide clarity on who does what?
How do we ensure decisions are consistent with our standards and align with our purpose?
How do we hold each other to account?
How should we govern the expertise in each function?
What are our leadership standards?
What is our tolerance for performance?
How do we standardise expectations?
How do we measure results?
How could we drive continuous professional development?
Effective leadership goes beyond theories and styles; it focuses on action and practice in critical areas of purpose, people and productivity.
Within this entire series, leaders will find a comprehensive checklist that will enable them to steer their teams toward success and make a lasting impact. A strong sense of purpose, a thriving team culture and a commitment to productivity set the stage for outstanding leadership in today’s dynamic business landscape.
This article first appeared on Forbes.com on 26th September 2023
Ricky has been a regular contributor to the Forbes Councils since 2023, where he shares his perspectives on all things leadership, change, culture and productivity, all with Thinking Focus’ unique perspective on metacognition, or as we prefer to say, thinking about thinking.
Boosting productivity doesn’t always demand expensive tools or cutting-edge technology; often, the most impactful changes come from simple, intentional shifts in mindset and daily habits.
This article provides actionable strategies to help individuals maximize their efficiency and effectiveness, focusing on time-tested principles and easy-to-implement behaviours. By addressing common productivity pitfalls—such as poor prioritization, distractions, and burnout—these steps empower readers to take control of their time and energy. Whether you’re a professional juggling competing demands or an entrepreneur looking to optimize performance, this guide offers practical advice for achieving more with less effort, unlocking sustained success in both work and life.
In my article “Productivity: It All Comes Down To The Pilot In The Box!” I unpacked the trinity of mindset, habits and behaviours versus the plethora of productivity tools and apps available on the market. I am not saying that tools can’t be helpful, but without the right mindset, habits and behaviour, any app or tool is just another tool.
In this follow-up article, I share practical advice for boosting your productivity, and unlike newfangled apps and tools, they won’t cost you a penny. Better still, you can implement them immediately.
Set clear objectives and priorities.
Why: Clarity is the bedrock of productivity, be it personal development or business management. Ambiguity is the enemy of productivity. Busyness does not achieve your objectives; it’s a meaningless waste of time.
How: A clear goal or vision of success helps focus your energies on what truly matters and prevents wasting time on less important tasks.
The SMART goal technique (specific, measurable, achievable, relevant and time-bound) is powerful. Focus first on the “SMT”; resolving the SMT gives you a specific goal, precise measures and a timeline by which you will deliver. This is clarity.
The “A” tests confidence. Confidence is a two-sided coin. On the one side, it tests your belief that you can achieve your goal. The other side tests whether you believe what you’re aiming to achieve is possible. You do not need supreme confidence; you just need more belief than doubt.
The “R” tests importance. I call it your “bothered-o-meter.” A goal you’re bothered about will register highly and sustain you when things become challenging. However, choose something you’re less bothered about; if it doesn’t inspire you or becomes challenging, you will likely switch to something more interesting.
Clarity is essential for prioritisation. Critical thinking tools help you remove bias and preference from decisions. We all prefer to do things we enjoy or are easy, but often, it’s the complex tasks or the things we least enjoy that will move us forward toward our goal.
Knowing what you want, why you want it and when you need it enables you to prioritise. The Eisenhower Matrix, which separates tasks based on urgency and importance, can be invaluable. Another method is the ABCD prioritisation technique, where tasks are categorised from most to least critical.
Establish routine and structure.
Why: Our brains respond well to habits and patterns; it’s how we’re wired. Routines reduce the number of decisions you make every day, which conserves mental energy for more critical tasks. Without this cognitive energy saving, we suffer “decision fatigue,” where the quality of decisions deteriorates after lengthy decision-making sessions.
How: Building a routine involves setting specific times for various activities, such as work, exercise, meals, and relaxation. Time-blocking is a practical method where you allocate blocks of time for different tasks, creating a visual structure for your day. This approach can help maintain focus on the task at hand and reduce the tendency to multitask, which is often less effective. Don’t forget to include breaks and leisure activities in your schedule to prevent burnout.
Eliminate distractions.
Why: In a world where information is constantly at our fingertips, distractions are a significant barrier to productivity. Take social media; these platforms are notorious distractors engineered to keep us on the channel by triggering our biochemistry.
Receive a like, comment or any form of positive interaction, and it stimulates dopamine release. This release promotes pleasure and satisfaction, like the gratification you might get from eating food you enjoy or winning a prize. The intermittent and unpredictable nature of these social rewards creates a pattern like gambling, where the anticipation of a reward keeps users coming back.
Email, Teams, Slack and other systems can also release dopamine, but they can also trigger cortisol. Cortisol is released when we feel stressed. High volumes of email and system notifications can cause anxiety, which can, ironically, drive us to check more.
Distractors’ fracture concentration significantly decreases the quality and quantity of work produced. Switching between tasks inevitably means some of our attention remains with the previous task, reducing our ability to entirely focus on the new task.
How: Identifying and mitigating distractions is critical. Tools like Focus@Will, which offers music designed to aid concentration, or apps like Freedom and Forest, which block distracting websites, can be helpful.
Setting specific times for checking emails and social media, rather than constantly responding to notifications, can help maintain focus. Creating a dedicated workspace free from clutter and potential interruptions can also enhance concentration.
Cultivate a growth mindset.
Why: A growth mindset, a concept popularised by psychologist Carol Dweck in her book Mindset, centres on the belief that we can all develop our abilities and intelligence.
This perspective encourages resilience, a passion for learning and a willingness to confront challenges, all essential for personal and professional growth. Viewing failures not as insurmountable setbacks but as opportunities for learning and development fosters a positive attitude toward challenges.
How: Cultivating a growth mindset involves several practices. Keeping a journal can be a powerful tool for self-reflection and tracking progress. Embrace criticism, and choose to see it as valuable feedback that will help you grow.
Adopting a mindset that sees challenges as the vehicle to stretch and grow will boost resilience. Celebrate small wins to help maintain motivation. View setbacks as steps on the journey; ask what can be learned from the experience rather than viewing it as a failure.
Conclusion
The secret is harnessing proven tools to help our “pilot” make better choices, from what we focus on and deciding what tasks are important to creating the space to get stuff done. Our mindset will determine whether we challenge ourselves, repeat the same mistakes, learn, and grow on our journey to becoming highly productive.
Productivity is more than choosing the right tools. With clear objectives and priorities, productive routines and structures, eliminating distractions and cultivating a growth mindset, you can unlock the pilot in the box.
This article first appeared on Forbes.com on 13th December 2023
Ricky has been a regular contributor to the Forbes Councils since 2023, where he shares his perspectives on all things leadership, change, culture and productivity, all with Thinking Focus’ unique perspective on metacognition, or as we prefer to say, thinking about thinking.
We’re discussing a universal issue today: How to overcome Self-sabotage.
Dive deep into understanding why it happens and how to conquer it. From procrastination to perfectionism, we cover it all! If you’re ready to transform and stop holding yourself back, this video is a MUST-WATCH.
This second instalment of a three-part series focuses on the “People” category, highlighting three key leadership elements: engagement, feelings, and talent.
Engagement: Leaders must connect team members to the organisation’s purpose, fostering personal commitment and motivation. Consistently reinforcing the “why” helps maintain alignment and enthusiasm.
Feelings: Creating a psychologically safe environment is crucial for innovation and growth. Leaders should promote a culture where failure is seen as an opportunity to learn, encouraging resilience and risk-taking while maintaining accountability.
Talent: Attracting and developing the right talent is not just a goal; it’s a necessity. Leaders must ensure their teams are diverse in thought, aligned with the organisation’s purpose, and capable of driving success. Tough decisions may be necessary to maintain a high-performance culture, but the benefits of a diverse and capable team are worth it.
The article also provides critical questions for leaders to assess and enhance their approach to engaging, supporting, and developing their teams. The series will conclude with a focus on mastering productivity, emphasising effective plan execution.
In this second part of my three-part miniseries, we’ll explore the category of people, which follows hot on the heels of purpose, which we explored in part one.
The people category is comprised of three elements: engagement, feelings and talent. Your role as a leader is to create a psychologically safe space where people can thrive and deliver. People perform at their best when connected to their work and when they understand the impact it will have. They also need the space and opportunity to learn, grow and develop, knowing their boss has their back.
Let’s take a closer look at the three elements of the people category.
Engagement
Skilled leaders bridge the gap between individuals and the higher purpose. They help team members understand the significance of the goal on a personal level, fostering a sense of purpose and passion within each person.
I work with many leaders on their purpose. They put time and effort into crafting an inspiring, compelling, and engaging message. Enthused by their work, they share it and get their troops fired up, only to let it die on the vine.
The purpose (the “why”) is a leader’s most potent engagement tool; it helps you find the right people for the journey. Purpose is a drum that you need to bang repeatedly, constantly reminding people why we all do what we do.
Feelings
This is far from the soft side of leadership. Leaders are custodians of organisational culture, responsible for cultivating an environment where people can flourish, learn and push boundaries. To do this, you must provide a psychologically safe space where individuals can confidently pursue growth and innovation, knowing their boss has their back.
I have heard leaders openly say, “It’s okay to fail,” only to blow up when things go wrong. In her book Dare to Lead, Brené Brown likens this to sticking someone on a plane and expecting them to skydive without first teaching them how to land.
As a leader, you must build a win-or-learn culture, harnessing failure as an opportunity to grow. This does not mean ignoring conduct and capability issues; people still need managing. But encouraging them to take a chance means people will innovate and do the right thing when it matters most.
Talent
Leaders are blessed (or cursed) with the relentless pursuit of finding and retaining the right people aligned with the higher purpose. Make sure you surround yourself with talented individuals connected to the purpose, and nurture and develop your team members, ensuring that their skills match the organisation’s demands. You must also make tough decisions to dismiss those who are not fully committed to the journey.
Three common pieces of advice for leaders are to surround yourself with different thinkers, clearly define high performance and intervene when people aren’t cutting it.
I have coached several leaders who have built a team of people like themselves. We like people who see the world as we do. But how do you know what your people really think? Find people who see the world differently from you; encourage, if not demand, that they challenge your perspective. People whose careers are in their boss’s hands will often play it safe when authority bias is at play.
I’ve seen leaders so focused on a top performer that they overlook their poor behaviours while picking up on other team members’ behaviours. This inconsistency creates a two-tier system that leads to a downward trend in overall performance, and people leave.
In one example, I worked with a leader who held their top performer accountable, only for them to exit. They were terrified their numbers would decline. However, the team responded positively; the overall team performance went up over time as people recognised that how we do the work is as important as the results. The team is now aligned and committed to the cause; of course, they still have challenges to overcome, but they work together.
Sadly, I have had to dismiss team members several times, but only after allowing them time to improve with coaching and support. In one case, it became apparent that their heart wasn’t in it, so it needed addressing.
I had a challenging conversation with them, after which they thanked me. They were desperately unhappy at work. My primary learning was to intervene early; we both could have avoided the pain of a drawn-out process.
This next section lays out a set of questions to help you stress-test the people category. It will help you define, check and balance so you can get the right people on the team, develop capability and engage people to get the best out of them. It will also help you understand how teams interact and how to encourage and manage healthy conflict while creating an environment where people want and feel able to give their best.
Questions to Ask
If you want to create an environment for people to flourish and a team people want to join, ask these questions.
Engagement
How might we connect people to the purpose?
How might we motivate people and keep them going?
What support structures might we need?
How might we help people learn and grow?
How might we measure engagement?
Feelings
How might we remove the fear of conflict?
How might we build resilience in our people?
How might we promote change as an opportunity?
What are we doing to create a psychologically safe environment?
How might we encourage meaning and purpose?
Talent
How might we attract the best people to work with us?
What do we need in our talent base—now and in the future?
What could we do to improve capability and develop capacity?
How might we create a learning culture in our teams?
How do we ensure that we nurture and retain talent—and move people on (or out)?
How do we identify talent?
Look out for the final part of this three-part miniseries where I’ll unpack the third area leaders must master for success: productivity.
Great leaders recognise that creating the right environment for their people to flourish with a compelling purpose is all well and good, but they still need to execute the plan and get it done.
This article first appeared on Forbes.com on 1st September 2023
Ricky has been a regular contributor to the Forbes Councils since 2023, where he shares his perspectives on all things leadership, change, culture and productivity, all with Thinking Focus’ unique perspective on metacognition, or as we prefer to say, thinking about thinking.
In this video, we’ll discuss how involving your team in problem-solving can help you succeed.
We’ll explore the benefits of team problem-solving, how to approach it, and the best ways to implement it within your organisation.
Resources:
By involving your team in problem-solving, you’ll be able to achieve success more efficiently and effectively. You’ll be able to identify and solve problems quickly, and you’ll be able to build trust and collaboration within your team. This is an important skill to have if you want to be successful in your career, and this video will help you learn how to do it!
In this video, we will discuss how you build personal resilience and unlock your inner strength. Resilience is key in everything we do, from dealing with stress to overcoming obstacles.
We will discuss the different elements of personal resilience and how to unlock your inner strength. By taking the time to learn about and understand your resilience, you’ll be able to face any challenge head-on with confidence!
Leadership remains a critical focus for organisations, with over $60 billion spent annually on leadership development worldwide. Despite extensive training, many leaders struggle to define their role clearly. In this first article of a three-part series, the author explores the concept of purpose as a foundational element of effective leadership, breaking it down into three key areas: higher purpose, perceptions, and scope.
Higher Purpose: Leaders must articulate a compelling and clear purpose that resonates across all levels of the organisation. A well-defined purpose guides decision-making and aligns teams, ensuring everyone is motivated and committed to achieving common goals.
Perceptions: Leaders play a crucial role as the organisation’s PR representatives, shaping both internal and external perceptions. By effectively communicating the purpose and linking each team member’s role to the broader mission, leaders foster a sense of ownership and alignment.
Scope: Striking a balance between ambition and resources is paramount. Leaders must identify the ‘Goldilocks zone’—setting challenges that are demanding yet attainable. This necessitates making strategic decisions about what to pursue and what to relinquish, ensuring that teams are not stretched too thin and that resources are utilised efficiently.
The article also equips leaders with practical questions to evaluate and refine their approach to purpose, perceptions, and scope. These insights are designed to empower leaders in driving their organisations forward while maintaining clarity of direction and focus. The next article in the series will delve into the second critical category: people.
Leadership is an ever-evolving concept that remains a subject of profound interest and exploration for professionals worldwide. Global organisations spend more than $60 billion every year on leadership development, honing the skills of seasoned and aspiring leaders.
Despite all this learning, a simple question baffles even the most seasoned leaders: “What exactly do leaders do?” You will find widespread discussion on leadership styles and theories, but there’s a distinct lack of focus on what leaders actually do.
I co-founded my company in 2016, a behavioural change business helping corporate teams “get out of their own way.” This talented team has multi-sector corporate world leadership experience gained in finance, utilities, hospitality, health care and telecoms, to name a few.
Over the years, we have encountered many frustrated leaders in our interactions, observations and countless coaching sessions in over 150 companies. From this emerged nine key areas related to what leaders should be doing. All nine, while expected, are surprisingly hard to find all in one place.
These nine areas fall under three core categories: purpose, people, and productivity. In a three-part miniseries, I will unpack each category and uncover the nine critical areas. I will share insights and examples and provide a comprehensive checklist guiding leaders toward effective and impactful leadership practices. In this first article, let’s start with the purpose category and look at its three key areas.
Purpose: Clarifying Direction And Focus
The purpose category boils down to three core elements: higher purpose, perceptions, and scope. Successful leaders understand the significance of shaping and articulating a higher purpose, managing perceptions inside and outside the organisation, and balancing their resources to achieve a demanding agenda.
Higher Purpose
I am working with the senior team of a top motorway services operator in the U.K., a highly successful organisation embarking on its next growth phase. They recognised that their 6,500-strong team needed to step up to do this. I challenged them to articulate their purpose as if I were a new starter on the front line of their business.
It was challenging; while they could intellectualise it, they couldn’t simplify it. The purpose should be compelling and translatable across the organisation to engage and keep teams motivated even when times get tough. The simpler it is, the easier it will be to socialise, share and inspire people to step up and pursue ambitious goals.
This overarching purpose defines future aspirations, informs decision-making, and forms the basis for any proposed changes to the plan. Any changes to strategies and tactics should be tested against the purpose. Does this align with our purpose? Accelerates our plan? And at what cost?
Perceptions
Leaders are the organisation’s PR representatives, building a team of individuals dedicated to achieving a common goal. They help others understand how their work fits the bigger picture, motivating and garnering acceptance to reduce barriers to success.
In my example above with the motorway service operator, the simplified strategy became three core areas that made sense to stakeholders at all levels. Leaders can lift it off the page and talk passionately with every team member. It enables team members to connect their contribution to the higher purpose.
In an effort to help cultivate consistent internal and external perceptions like these, my company runs its leadership program alongside senior team workshops, providing tools and mental models and extending permission to apply them to meaningful sponsored business projects.
Scope
Ambition is essential for companies to drive forward, stretching their teams to perform. However, leaders must balance their resources, which is particularly tricky for leaders who continually demand more.
Leaders should look for the Goldilocks zone. If the challenge is not great enough, your people get bored and coast along—until the pace increases, then find it hard to step up. Too much on the agenda, and you will burn out your people or risk achieving nothing; at best, you will have delays or cut corners to meet demanding timelines, quality expectations, and budgets.
It is much better to focus on what you care about; challenging, yes, but achievable. Business strategist Michael Porter says that strategy is choosing what not to do. Leaders often forget that resources are finite, be that skills, people or budget.
I am coaching a project manager of a large U.S.-based med-tech company based in Europe. They report to the U.S.-based project management office (PMO). My coachee’s frustration is “too many projects with too few resources available.” Add to this senior colleagues refusing to talk truth to power. They are not calling out resource shortages or pressure on timelines for fear of repercussions at a more senior level—the impact is overcommitting others to unachievable expectations and setting them up to fail.
Questions to Ask
Leaders must be careful what they ask for and foster a psychologically safe space where people can and will share reality.
These questions can help leaders define, check and balance their higher purpose and perceptions and manage a demanding yet achievable agenda.
Higher Purpose
What are the compelling reasons why we do what we do?
Why this and not something else?
Why is this better than doing nothing?
If all else fails, what would we revert to?
What are we not prepared to compromise?
Perceptions
How do we judge how others see the purpose?
How do we communicate our view of the purpose?
How do we promote congruent attitudes and behaviour?
What are we consistently doing to grow the team?
How do we, as leaders, model for and serve our followers?
Scope
What are the most relevant priorities for us?
What’s in scope—and what’s not?
Why this first? Why now and not later?
What are the boundaries of our activity?
What are we prepared to give up?
Look out for part two of this three-part miniseries on areas leaders must master for success. We’ll delve into the second category: people.
Great leaders understand that the success of any organisation lies in creating an environment where people can grow, succeed and contribute to a common purpose.
This article first appeared on Forbes.com on 11th August 2023
Ricky has been a regular contributor to the Forbes Councils since 2023, where he shares his perspectives on all things leadership, change, culture and productivity, all with Thinking Focus’ unique perspective on metacognition, or as we prefer to say, thinking about thinking.
In this video, how to build self-confidence, you will discover six ways to boost, manage and increase your self-confidence. Let’s face it: it’s a question that we all search for answers to at one time or another.
Discover the key components of self-confidence, including understanding the neuroscience behind it. Gain insights into how your brain processes information and learn to reframe negative thoughts and beliefs that hinder your confidence.
We’ll explore how you can harness its power to reshape your mindset and cultivate unshakable self-assurance. Ian Robertson‘s work emphasises the importance of self-compassion, self-acceptance, and resilience.
We’ll explore techniques to help you develop a positive self-image and embrace your unique strengths. Learn how to effectively set goals, overcome setbacks, and maintain motivation to increase self-confidence.
Whether you’re looking to excel in your career, improve your relationships, or simply embrace a more fulfilling life, this video provides the tools you need to build self-confidence that radiates from within.
Don’t let self-doubt hold you back any longer. Embark on this empowering exploration and unlock your true potential with Ian Robertson’s groundbreaking work.
In the complex world of corporate leadership, where strategies and technologies come and go, one element remains constant: the power of a strong organisational culture.
At Thinking Focus, we understand that culture isn’t just an abstract concept—it’s the backbone of every successful organisation. That’s why we’ve developed our Culture Blueprint—a comprehensive, actionable guide designed to help business leaders like you build a thriving culture that drives sustainable growth and engagement.
