One of the keys to long-term success is building with complementary skill sets. If you’re a start-up founder, you need partners who excel at the things you can’t, not another version of yourself. Having joint CEOs almost always leads to competition, power struggles, and conflict. I think the most sustainable partnerships are built on differences that strengthen each other. In my experience, 90% of successful relationships come down to selection. When you develop accurate self-knowledge and learn how to truly discern the strengths of others, you can create fulfilling, high-performing relationships with a wide range of people.
Are you interested in hearing more? Contact me via email if you would like to book a complimentary 30 minute session.
Wise words from Steven Pinker
I came to the topic of common knowledge, that is, everyone knowing that everyone knows that everyone knows something, through my interest in language. In language, most of what we say isn't exactly what we mean. People say things like, if you could pass the salt, that would be awesome. And that's not literally what they mean. They mean, give me the salt. And many of our conversations use euphemism, innuendo, and beating around the bush. How come? Why don't we just blurt what's on our mind? I realized that the answer is that language has to do two things at once. On the one hand, you're conveying a message. The other hand, you are negotiating what kind of social relationship you have. Are you friends? Are you lovers? Are you transaction partners? And that is done through common knowledge. That is, two people are friends if each one knows that the other one knows that the first one knows that the second one knows that they're friends. And so when we use euphemism, I realize what we're doing is we're trying to prevent common knowledge. And that's what led me to the realization that common knowledge is the key to all of our social relationships.
Business vs. coaching
In business, why questions often generate creativity by reframing problems and leading to new solutions. But in coaching, the opposite is true. Asking why can trigger defensiveness or pull a client into justification. Instead, coaching thrives on what and how questions, because they invite reflection, unlock new perspectives, and move the client toward action.
Measuring the wrong thing
Why is most of what we measure in business is meaningless?
Today, people are more distracted than ever by false proxies, things that are easy to measure but ultimately meaningless. In hiring, it might be: Do you look like me? Did you attend the same university? This criteria has no proven link to someone’s ability to perform well. Online, it’s the vanity metrics that social media platforms make so easy to track. What really matters is impact: did I create enough change in someone that they want to share it with others? I think when they do, it raises their status and strengthens their connections and that’s the real signal of value.
Nobody cares about your agenda
There’s a big difference between telling the others and finding the others. Telling the others comes across as, “I need your support, please tell everyone about me”, but the truth is, no one really cares. Finding the others, on the other hand, means connecting with people who already share your interests, values, or goals. When they support and spread the word, it reflects positively on them and it makes them look smart, connected, and ahead of the curve. And I think that’s something people actually care about. What do you think?
The future is bright
I think the most valuable people in the future will be those who remain deeply connected to their humanity. While AI can simulate emotions, only humans truly experience them. In the same way, someone who has taken every emotional intelligence training might know all the right things to say and score highly on assessments yet still feel emotionally hollow. They have the answers, but not the substance behind them, and this mirrors AI’s ability to provide emotionally intelligent responses without actually feeling anything.
Feet are made for walking
A person who is truly comfortable being alone is powerful.
If you disrespect them, they will walk away.
If you overstep their boundaries, they will cut you off.
If you try to manipulate them or threaten to leave, they will gladly hold the door open. Why?
I think it’s because they don’t need you in their life, they choose to let you be in it, and that is what makes them so dangerous.
The Penrose triangle
The Penrose triangle, or "impossible triangle," is a fascinating optical illusion first described in the 1950s by mathematician Roger Penrose. It appears to be a solid object, yet it cannot exist in three-dimensional space.
You are not passive
Calm leadership reflects controlled power in motion. It shows up in how you manage pressure, make decisions, and create space for others to think and contribute. Rather than suppressing emotion, effective leaders understand it, channel it, and use it as a guide. With the right tools, you can respond with clarity instead of reacting on impulse, meeting challenges with focus, resilience, and confidence.
Where's your focus?
When you become a senior executive, no one expects you to do the work of an individual contributor, they expect you to lead at a senior executive level. The problem is, many leaders are not ready for that shift because they were never coached or prepared for the demands of senior executive responsibilities.
Coaching imposter syndrome begins with building a culture of coaching. It requires understanding that competence is not only about performing the job to a certain standard of “what good looks like.” It’s also about how others perceive you in the role. That perception isn’t shaped by occasional excellence, it’s shaped by consistent behavior, every single day. Contact me via email if you would like to have a informal discovery conversation.
How can I help?
Being a professional coach gives me a strong sense of identity and achievement. Our understanding of what it means to be an expert in a trade has evolved, and so has the idea of professions. The International Coaching Federation’s core competencies and code of ethics serve as an essential framework for how to conduct a coaching session.
I think a professional coach demonstrates four key qualities:
1. A shared purpose – connected to a greater good,
2. A body of knowledge – widely recognised and accepted,
3. Demonstrated skills – through consistent actions and behaviours,
4. Meeting stakeholder expectations – addressing the needs of a wider society.
If you are curious about how coaching could support your growth, contact me via email to arrange a confidential discovery meeting.
Coaching questions
“There are more questions than answers
Pictures in my mind that will not show
There are more questions than answers
And the more I find out the less I know
Yeah, the more I find out the less I know”
It's a journey
The best leaders I know are much like the best scientists: they balance two qualities in equal measure, humility to admit what they don’t know, and curiosity to keep seeking new knowledge. That combination is what turns leadership into a journey rather than a destination. Leadership isn’t about certainty, I thnk it’s about courage, openness, and a willingness to evolve.
Coach Burrell
When I coach, I don’t justify or explain the process to make it acceptable, I do it to help build a culture where people have patience with themselves and with others as they work through the challenges they face. Coaching is always confidential. I never speak about my clients, though they may choose to speak about Coach Burrell.
Throughout my career I have seen far too many people promoted into roles they were not fully prepared for. This often leads to two outcomes: they either take away empowerment and lead with command and control, or they struggle with imposter syndrome, feeling unworthy of the position. The best time to prepare someone for their next role is before they step into it. Contact me via email if you would like to have a informal discovery conversation.
Cognitive complexity
I am a non-conformist not because I reject authority but because I refuse to blindly accept it. I have sat in rooms where two authority figures disagreed, and those moments shaped me: they taught me cognitive complexity and gave me the courage to challenge the status quo. When there’s no single “right answer” coming from above, critical thinking and responsibility become essential. And the one principle I hold onto: don’t let your ideas become your identity.
Don't overshare information
The key to remaining transparent and authentic lies in balancing honesty with professionalism. Being authentic means having clear values, believing in them, and acting in alignment with what you think is right. It doesn’t require sharing every emotion with everyone at all times. Transparency involves openness, and it must be exercised with discretion. I think you need to be honest, but never to the point where honesty crosses into unprofessionalism.
The golden rules
The 5 Golden Rules of Powerful Communication
Take Responsibility: Focus on your own actions and stay accountable.
Be Specific: Clarity and precision strengthen your message.
Ask the Golden Question: “How can I make this right?”
Avoid the Victim or Blame Game: No excuses, no finger-pointing.
Acknowledge the Other Person: Respect who you are speaking with and their story.
Are you available?
If someone watched you for a week, would they believe you are serious about your goals? Would they see discipline, effort and consistency? Or would they see distractions, procrastination, and wasted time? You don’t have to tell people what you want, as how you spend your days already does. Contact me via email for a confidential one-to-one meeting.
Small actions
Our mission in life should be to make a positive difference, not to prove that we are smart, and not to prove that we are right. Ego takes over when we become more focused on showing how smart or right we are, instead of focusing on creating real, positive change.
It’s important to market yourself and build credibility. And I think credibility must be earned in two ways:
1. You have to do great work.
2. You have to be seen doing great work.
These are two very different things, and both matter.
The 3 C’s of trust
How do I move out of a reactive state?
Coaching is a partnership designed to inspire creativity, openness, and curiosity. When I’m coaching, I focus on creating the conditions where people can step out of reactivity and into a more reflective, resourceful state. One of the key elements is trust—an emotion that signals, “Am I safe?” Without trust, it’s difficult for anyone to move from defence into openness. I think when trust is present, we can shift from reacting to creating.
I work with the 3 C’s of trust:
Competence - Does this person know what they’re talking about?
Coherence - Do they show up today the same way they did yesterday?
Care - Are they on my side? Do they genuinely see me as a human being, and does that matter to them?