Almost every job interview starts with the same question: “Tell me about yourself.” This is simply a conversation starter, an invitation to tell the interviewer who you are and why they should want to know more. Before you answer, I think it is worth focusing on three things: your energy, your relevant experience and your impact. Show that you are engaged, curious and genuinely excited to be there. Share the parts of your experience that are relevant to the role, rather than reciting your entire CV. And talk about what you have done and, importantly, the difference you have made. Give a few examples that make the interviewer want to hear more.
Remember, it is not about showing everything you have ever done; it is about giving them enough to understand who you are, what you bring and why they should want to continue the conversation. Be genuine, show your enthusiasm, share what matters, and then let the conversation flow naturally.
Logic vs. Critical Thinking
Logic is the study of the principles of correct reasoning. It is concerned with how we construct arguments and whether the conclusion follows from the premises. For example: All employees who complete the leadership programme receive a certificate. Sarah completed the leadership programme. Therefore, Sarah will receive a certificate. Critical thinking, on the other hand, goes beyond whether an argument is logically structured. It is the ability to examine information objectively, question assumptions, consider different perspectives, evaluate evidence, and reach a reasoned judgement. For example, imagine a manager says: “Our employee engagement has increased because we introduced flexible working.” The statement may sound logical, but a critical thinker would not simply accept the conclusion. They would ask: What evidence supports this? How was engagement measured? Did anything else change during the same period? Could there be another explanation?
I think critical thinking is the broader cognitive skill, and logic is one of the tools we use within it. What do you think?
Reward chemicals
We are constantly exposed to an overwhelming volume of information, far more than we can consciously process. While the exact figures vary, cognitive science suggests that our conscious attention is limited to a very small fraction of the data we receive. The gap is managed by unconscious processes, a set of mental shortcuts and heuristics that allow us to function efficiently throughout the day. These mechanisms are essential, but they also introduce bias. In a workplace context, this has direct implications for how we interpret information, make decisions, and evaluate others. And for this reason I think it’s critical to create space for reflection. Taking the time to pause, think, and question our assumptions allows us to better understand where bias may be influencing our judgment. Without that awareness, it becomes difficult to move towards more objective and balanced decision-making.
What a wonderful world
How would the world change if we were more understanding of prejudice and stereotyping, and less tolerant of racism?
I think we would begin to recognise that prejudice and stereotyping are often rooted in ignorance and lived experience rather than malice. Racism, by contrast, is intentional and harmful. Yet we frequently treat prejudice and stereotyping as though they will inevitably metastasise into racism, rather than addressing them with curiosity and education. As a result, we cross the street before we need to, shutting down dialogue and learning before it has a chance to occur.
The 16 basic desires
Activate your chakras
Root Chakra – I am
I am grounded, safe, and free to shift into calm and peaceful energy whenever I choose.
Sacral Chakra – I feel
I feel at ease, trusting that life supports me and that I am allowed to experience joy and flow.
Solar Plexus Chakra – I do
I act from self-trust and confidence. I do not chase outcomes; I align with them.
Heart Chakra – I love
I love myself fully and treat my body with respect, care, and appreciation.
Throat Chakra – I speak
I speak my truth clearly and honour my boundaries with integrity.
Third Eye Chakra – I see
I see opportunities, abundance, and clarity in my surroundings and within myself.
Crown Chakra – I understand
I understand that protecting my peace sometimes requires letting go of people, patterns, or situations that disrupt my balance.
Goals vs. Systems
c/o “Atomic Habits” by James Clear
Goals describe the results you want to reach. Systems describe the processes, habits, structures, and conditions that create those results. A goal can set direction, but progress depends on the strength and consistency of the system that supports it. Improved results come from improving how you work, decide, behave, and organise, rather than from setting new targets. I think you do not rise to the level of your goals; you fall to the level of your systems.
Systems determine who succeeds, who is overlooked, and who becomes excluded. Well-designed systems distribute opportunity; poorly designed systems concentrate power. A system often protects the powerful long before it protects the marginalised, which is why systems must be examined, tested, and intentionally reshaped.
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.
Draw from that experience
One of the most powerful ways to make the past more valuable is to invest it into your future through reflection. Become a student of your own life, and learn to look back on your days, months, and years with curiosity and intention.
Take a few minutes at the end of each day to reflect on your experiences, and ask yourself:
· Who did I see or meet today?
· What did we talk about?
· How did those interactions make me feel?
· What happened, and why?
· Why did they say what they said?
· Why did I respond the way I did?
I think by exploring these questions, you gain insight, learn from your experiences, and make your past serve your future. What do you think?
The future is bright
The education system is filled with good people who care deeply, but it’s still shaped by a legacy built for another era. Its foundations were laid by industrialists who needed obedient, factory-ready workers and that legacy is hard to escape. To create real change, we need to teach resilience and most importantly, we must nurture curiosity. If we can inspire a generation to believe in their power to act, to question, to create, I think the necessary tools and opportunities will follow.
The game is unfair
Illustration by Nathalie Lees
Meritocracy assumes that everyone starts from the same position with equal opportunities, but this is clearly not the case for marginalized groups. Structural biases and systemic discrimination often limit access to resources, opportunities, and networks, making it more difficult for these individuals to succeed, even with talent and hard work.
How should I initiate conversations about DEI to effectively highlight these systemic inequities? What’s the best way to address the underlying structures that perpetuate these disparities? And why is removing these barriers essential to truly creating a fair and inclusive environment for all?
Work-life balance
Danish workers place a strong emphasis on work-life balance, meaningful work, and flexibility. They value workplaces that prioritise personal well-being, autonomy, and a sense of purpose in their roles. I think that companies that embrace these values, while fostering a culture of trust and transparency will be better positioned to keep their employees. Providing opportunities for professional growth, encouraging open communication, and supporting a healthy work environment can further enhance employee satisfaction and loyalty. In a competitive job market, companies that align with these expectations not only attract top talent but also build long-term engagement and resilience within their workforce.
Pay attention
People tend to focus on what is happening in their immediate environment and plan only for the near future. The problem with this approach is that they often neglect distant threats, which may have a significant impact in the long run. This is part of human nature as distant threats simply don’t evoke the same sense of urgency or fear as immediate dangers, such as a looming economic recession or a natural disaster. Future problems often feel too abstract for us to act on; for example, the effects of climate change may seem gradual and intangible, making it easier to delay necessary action.
““Knowledge isn’t free. You have to pay attention.” ”
Sartorial eyes
““The strongest of all warriors are these two - Time and Patience.””
The hard work starts now
Diversity, Equity, and Inclusion (DEI) initiatives are deeply rooted in principles of change management and organisational development, providing a structural framework for implementing systemic and lasting change. I think working in the DEI space can be emotionally demanding, requiring self-awareness and self-care to prevent burnout. DEI practitioners must remain introspective, recognise their limits, and prioritise their well-being to sustain their efforts. Additionally, expertise in DEI often stems from hands-on experience and a process of trial and error. Many traditional approaches and frameworks are not formally documented, highlighting the importance of continuous learning and adaptability.
Mindset affects your resilience
Which mindset do you have?
In her book “Mindset: How You Can Fulfil Your Potential”, Carol Dweck (author and psychologist) challenges conventional thinking by exploring the concepts of fixed and growth mindsets and how they shape our attitudes, behaviours, and outcomes. I think it’s an oversimplification to think that we can only have one mindset. Most people believe they either have a growth or fixed mindset, but research shows we possess both. At times, we operate with a fixed mindset, and at other times, we adopt a growth mindset.
““Be who you are and say what you feel because those who mind don’t matter and those who matter don’t mind.””
Building a new team
In any team project, the journey to success often involves navigating through distinct stages:
1st Stage: Forming, when the team members come together and start to understand each other's roles and strengths.
2nd Stage: Storming, this phase is often marked by conflicts and challenges as different opinions and working styles clash.
3rd Stage: Norming, where the team begins to resolve differences, establish norms, and work more cohesively.
4th Stage: Performing, the final stage where the team operates at its highest potential, efficiently and effectively achieving its goals.
At what stage is your team? Contact me via email if you would like some guidance on your journey.
““The only skill that will be important in the 21st century is the skill of learning new skills. Everything else will become obsolete over time.””
Build a culture of respect
Everyone has an inherent desire to feel recognised, competent, and accepted, and to be admired for their contributions. This is why it’s crucial to approach challenging feedback with careful consideration and sensitivity. I think when providing feedback, it's important to protect the "status-need" of your colleagues by directing your focus on the work or behaviour at hand, rather than making it personal. By critiquing the work and not the individual will help to engage your colleagues in a collaborative dialogue, encouraging the discovery of shared solutions which fosters a sense of partnership and teamwork.
Contrasting pairs
Introvert is not lonely.
Humility is not self-doubt.
Silence is not ignorance.
Authority is not influence.
Kindness is not weakness.
Generosity is not loyalty.
Wealth is not health.
Privilege is not entitlement.
Calmness is not acceptance.
Appearance is not happiness.
I think each pair of statements contrasts two concepts that are often misunderstood or conflated with each other. This structure effectively highlights the distinctions between them, emphasising that having one quality does not necessarily imply the presence of the other. What do you think?
““You don’t learn to walk by following rules. You learn by doing, and by falling over.””
Risk vs. yield
Why do we need data, facts and proof before we trust our intuition?
We have been educated to not trust our internal judgement and to seek external validation via data, facts and proof. I think this preference stems from a fear of responsibility for decisions, a desire for social validation, and an aversion to the perceived risks and biases associated with intuition. I hope that in the future we will move awaty from the command and control scenario towards trust and inspiration culture where diverse thought is celebrated in the decision-making process.
““To learn and not to do is really not to learn. To know and not to do is really not to know.””