The love hormone

Oxytocin is a hormone that plays a key role in feelings of love, friendship, trust, and loyalty. It can be stimulated by physical contact and acts of service. When we do something kind for someone without expecting anything in return, the reward is emotional rather than transactional, our bodies release oxytocin, making us feel good. This hormone not only benefits the giver but also the receiver, who experiences similar positive feelings. The more oxytocin we have, the more inclined we are to be generous, which helps foster social bonding. This is nature’s way of encouraging us to take care of one another, kindness begets more kindness.

 

What’s particularly interesting about oxytocin is that even witnessing or hearing about acts of generosity can trigger its release. I think that storytelling about kindness can be nearly as impactful as the act itself. Shared hardship can also produce oxytocin, strengthening bonds between people who face adversity together. This is why soldiers often feel a deep connection with one another or why families become closer after enduring a tragedy. However, in Western societies, many struggles are experienced individually, and without the support of a community, these hardships can intensify feelings of loneliness and despair, rather than fostering connection. Contact me via e-mail if you are feeling isolated, anxious, worried or stressed?


Encouraging feedback

Who is the real expert on corporate culture?

Is it the CEO or the people on the ground, particularly those from underrepresented groups? In my experience, it’s often the individuals from underrepresented groups who are most in tune with the subtle cues of culture. They can tell us a lot about what certain signals and statements mean in practice, and how they are thought of and treated within the organisation. Contact me via e-mail if you would you like us to at your organisations cultural landscape.


Advice to my younger self

I was recently asked what advice I would give to my younger self. I thought it was a great question, I paused and answered like this…

”When evaluating a brand, company or organisation as a potential employer, it’s essential to consider whether they nurture a growth mindset, and one way to gauge this is by observing the diversity within their workforce. A company that values diverse backgrounds and perspectives is often open to new ideas and committed to evolving through inclusion. Additionally, look for evidence of learning and development programs, as these initiatives show that the company is dedicated to continuous improvement and is invested in helping employees grow alongside the organisation. Finally, when speaking with recruiters, ask whether the company seeks only "geniuses" who already know everything or if they value individuals willing to learn and adapt. Companies with a growth mindset prioritise potential and development over perfection, creating an environment where growth is encouraged at every level.”

What advice would you give to your younger self?
Send me an e-mail, and we can arrange to have an informal 30 minute discovery call. No strings attached.


Ubuntu

Ubuntu describes a set of closely related Bantu African-origin value systems that emphasise the interconnectedness of individuals with their surrounding societal and physical worlds. The Ubuntu spirit embodies the idea that “I am because you are, and you are because I am.” It reflects the belief that our individual humanity is deeply interconnected. I think in essence, it means that we thrive through our relationships with others, and no one can exist in isolation. Ubuntu promotes a sense of community, where people look after one another and prioritise collective well-being over individualism.

“If you want to go fast, go alone, if you want to go far, go together.”
— African proverb

Anticipate shifts in the market

Leaders with advanced pattern recognition and strategic thinking skills are three times more likely to pioneer industry change. These abilities are not just leadership traits but essential ingredients for long-term success. Harnessing the power of strategic insights is crucial for leaders who aspire to drive transformation and leave a lasting mark.

Strategic insight occurs when you spot something before others do, whether it's a trend, anomaly, or a spike in data that signals an industry shift. To succeed in today’s business environment, it’s not enough to adapt; you must anticipate and create shifts in the market.

Unforeseen factors may impact your strategy, but staying agile in times of change requires actively listening to customers, analysing industry trends and competitors, and using that data to make informed decisions. Just because your plan may change doesn’t mean you shouldn’t have one.


Style never goes out of fashion

Have you mastered the art of non-verbal leadership?

Your personal style is more than just a reflection of your brand, it's also a powerful leadership tool. When your appearance aligns with the values you uphold, it amplifies your leadership message and strengthens both your personal and professional identity.

Here are a few ways you can harness the power of style as a form of non-verbal leadership:

•      Just like a well-thought-out strategy, a perfectly curated outfit commands attention and respect. It signals precision, intentionality, and a commitment to high standards—projecting leadership without needing to speak.

•      A consistent personal style communicates trustworthiness, and it conveys reliability and stability, which are critical qualities in leadership. When others can predict how you present yourself, it fosters a sense of dependability in your leadership.

•      Your wardrobe can skillfully balance authority with approachability. Choosing relaxed attire in the right context can make you more relatable, encouraging open dialogue and collaboration within your team.

•      Incorporating modern trends while staying true to your personal style shows flexibility and a forward-thinking mindset, which are both vital leadership attributes.


Before you speak, your appearance sets the tone, shaping perceptions and reinforcing your leadership presence. Style, when used effectively, is a silent yet impactful leadership trait. I think ultimately, personal style is a form of influence.


It's lonely at the top

Our brains like to fix things, so when you tell me your story I subconsciously begin to strategise and think of solutions. I’m really good at problem solving and I really like people so coaching seemed like a natural progression. I became the catalyst when I ask questions and bring observations into our conversations. And one of the things I listen for is what makes this a problem for this person? It’s often a perspective, a mindset, an idea, assumption or a belief and that’s what I’m listening for. The details of the story then become fuzzy as I am homing in to the person in front of me.


- What’s really going on? 

- Are you hurt and feeling betrayed? 

- Are you thinking things should be different than they currently are? 

- Do you have expectations that are just not happening?
- What are your fears? 

- What’s making you anxious? 

- What can’t you control?



You are not alone, there’s a lot going on for everyone.
Contact me via e-mail and let’s have a confidential conversation about what actions you think you should focus on.

“Quiet the ego and look for the lesson.”
— Unknown

Put out the fires and water the flowers

Yesterday it was a particularly hot day in Copenhagen, and I met an older woman while standing in the supermarket queue. She casually mentioned, "Remember to put out the fires and water the flowers." I found this brilliant as it perfectly captures how businesses should manage their relationships with customers. If you only engage with customers when they complain, you train them to speak up only when they have something negative to say.

When a company focuses solely on addressing problems, “putting out fires”, it risks creating an environment where customer interaction is driven by issues alone. Over time, customers begin to associate the brand with complaints. However, by also celebrating positive moments and rewarding loyalty, “watering the flowers”, the company will foster more positive relationships. By recognising and appreciating customers when they’re happy, the business encourages them to share their positive experiences, creating a more balanced and open connection.


Drop the ego

How do you connect with the younger generation?

I find it quite easy because the younger generation is also purpose-driven. Like them, I want to work with organisations that value human connection and prioritise human values. I want to engage on a personal level, sit down, have a conversation, and enjoy a cup of coffee (or tea), even if we eventually part ways professionally. It’s important for me to separate the business side from the human side, which can be challenging at times. But for me, the psychological aspect, I mean the human connection is what matters most.

In today’s digital world, where there is an obsession with smart devices and social media, everything is open and instant, which can add complexity. I focus on the emotional well-being of all employees, ensuring they are balanced. I think with social media, even small issues can escalate quickly, and criticism can spread widely, therefore, it's essential to stay emotionally resilient in such an environment. I’m there for you with a quiet ego and an open mind.


How do you know?

Where does your team fall on the cultural mindset continuum (e.g., fixed vs. growth mindset)?

  • How can you recognise cultural features through your organisation’s cultural artifacts?

  • How do you structure the start and end of your meetings?

  • In what ways do you praise or acknowledge your team members' contributions?

  • How do you approach situations when team members make mistakes?

  • What practices, policies, and norms do you have in place that shape your culture?

  • Are you open to discussing your organisation's culture with me?

Feel free to contact me via email for a cultural review.

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.”
— Bernard Baruch

Breaking patterns of behaviour

Diversity serves as a trigger as it makes people dig deeper, work harder and question themselves. There’s more conflict in these diverse groups – conflict of opinions and perspectives – and that leads to better outcomes. Don’t trust me, you can read the McKinsey & Co. reports.

i have been advised to be a little more active on LinkedIn to establish myself as a thought leader. This is my challenge for September as I have conditioned to believe that self-praise is no recommendation. I will give it a try…

“The moment you realise not everybody is going to like you is the moment you take back your power.”
— Burrellism

Together we grow

c/o Medium

What’s the most challenging part of your DEI job?

One of the most challenging parts is aligning individual perspectives with the broader goals of diversity, equity, and inclusion. For example, I once worked with a team member who was hesitant about implementing a mentorship program aimed at supporting women in leadership roles as they were concerned it might create unfair advantages. To address this, I shared an experience where we introduced a similar program in a previous organisation, and it resulted in not only more women in leadership positions but also an overall increase in team collaboration and performance. By framing the situation with concrete outcomes, I helped them see the bigger picture. My goal is not necessarily to change their mind but to broaden their understanding of why these initiatives are important from a DEI perspective.


What is coaching?

c/o ELLE magazine

The International Coaching Federation (ICF) defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximise their personal and professional potential. The process of coaching often unlocks previously untapped sources of imagination, productivity and leadership.

We all have goals we want to reach, challenges we are striving to overcome and times when we feel stuck. Partnering with a coach can change your life, setting you on a path to greater personal and professional fulfillment.


Behaviour creates results

A positive mind finds opportunity in everything, while a negative mind finds faults in everything. In addition to boosting productivity and promoting teamwork, coaching for performance can also help to reduce turnover rates and improve employee satisfaction. I think that when employees feel supported and valued, they are more likely to stay with your organization for the long term. Overall, when leaders focus on coaching for performance and creating a positive work environment, it becomes a smart investment in the future of your organisation. By fostering a culture of respect and inclusivity, your organisation will attract and retain top talent, drive innovation, and build a resilient workforce that is well-equipped to meet the challenges of a rapidly changing business landscape. Don’t take my word for it, check out the research from McKinsey & Co.


You are welcome

Traditionally, diversity focuses on the usual characteristics of gender, ethnicity, religion, sexual orientation, etc. I look forward to the day when diversity also incorporates individual values, experiences, knowledge, and ideas. I think that when organisations truly understand their employees, they can effectively target their focus areas by using employee surveys to gauge how employees feel across a broad range of indicators. These indicators can include areas like inclusion, wellbeing, the safety to speak up, hybrid working, strategy and purpose, and even customer-facing interactions and collaboration. Within this framework, organisations could ask a series of specific demographic questions to better understand how different communities feel.


Understanding kindness

We can restore humanity and dignity to the workplace by empowering people to take ownership of the process. With the right approach to continuous improvement, we can cultivate the humility, courage, and creativity needed to put things in their proper place. I think the key is to start by re-examining how we view humans, both in general and within the working context.

“I’m for the truth, no matter who tells it. 
I’m for justice, no matter who it is for or against. 
I’m a human being first and foremost, and as such I’m for whoever and whatever benefits humanity as a whole.”
— Malcolm X

Attitude determines altitude

Our attitude towards both our professional and personal lives will determine how far we go in business and in life. Attitude is a choice, not a skillset. By adopting an attitude of gratitude, you'll achieve greater success in business and experience countless blessings in life. So, change your attitude and stop making excuses.

“It’s your attitude, not your aptitude that will determine your altitude.”
— Zig Ziglar

Explain rather than excuse

I'm focused on deliverables, not just activity, so during our knowledge work team meeting about objectives, I want to emphasise results over excuses. Few of us have had the privilege of working on high-performance teams where we're genuinely excited to go to work, and that's the kind of environment I want to foster. What about you?

Not managing your time and making excuses are two bad habits. Don’t put them both together by claiming you ‘don’t have the time’.”
— Robert Foster Bennett