As organisations re-evaluate their diversity, equity, and inclusion (DEI) practices, it's vital to broaden our understanding of what diversity truly means. Let’s talk about neurodiversity, it’s a powerful dimension of human diversity that deserves greater recognition and celebration. Neurodiversity refers to the diversity in how people think, process information, and interact with the world. Around 15–20% of the global population is neurodivergent, encompassing conditions such as dyslexia, ADHD, autism, anxiety, epilepsy, and Tourette’s syndrome. Each of these represents a different way the brain works, offering unique strengths and challenges compared to neurotypical individuals. Contact me via email for emotional intelligent leadership development coaching.
I see you
The term, neurodiversity was coined by sociologist Judy Singer in 1997, and challenges the idea that everyone should conform to a single "normal" way of thinking or behaving. Instead, it encourages us to embrace the diverse ways in which brains function and recognise the value these differences bring. For leaders, incorporating neurodiverse team members is not about accommodation alone, it’s about unlocking potential, for example:
- Neurodivergent individuals often bring unique problem-solving approaches, heightened creativity, or exceptional attention to detail.
- Clear, flexible, and personalised communication ensures everyone feels valued and understood.
- Create an environment where team members feel comfortable expressing their needs without fear of judgment.
- Sensory-friendly environments or hybrid work options can empower neurodiverse individuals to thrive.
- Equip yourself and your team with training on neurodiversity to break down misconceptions and foster inclusivity.
I think by embracing neurodiversity, leaders not only build stronger, more innovative teams but also create cultures where everyone can bring their full selves to work. Contact me via email for emotional intelligent leadership development coaching.
Seeing work as a game
A game, at its core, is a structured interaction involving multiple players, a set of rules, and potential outcomes. In any situation where we face decisions, we can frame it as a game to gain clarity and strategy. Games exist in every strategy, whether we acknowledge them or not. Here are a few universal truths about games:
You don’t need to enjoy a game for it to still be a game.
You’re often playing a game without even realising it, and recognising it as a game can significantly improve your ability to navigate it.
The outcome of a game isn’t necessarily tied to how much you want to win as desire alone isn’t enough.
Some games are easy to step away from, while others are perpetual and ongoing.
Importantly, no game stays static. The act of playing inherently evolves the game itself.
Viewing a project or a challenge as a game offers a unique advantage: it allows us to depersonalise our work. This perspective can reduce emotional entanglement, foster creativity, and encourage a more strategic mindset. I think by recognising the "game" in what we do transforms how we approach decisions and adapt to changing circumstances.
Understanding identity
©Monika Aichele c/o The New York Times
When the perception of an external existential threat fades, we often rally around our shared values and beliefs as a nation. It becomes easier to define and quantify what we stand for when we can clearly see what we stand against. However, in the absence of an external adversary, it becomes challenging to articulate our core values. This can lead us to search for something – anything - to oppose, as a way of understanding and reaffirming our identity. I think that when no external threat exists, we turn inward, leading to infighting within our own borders, as we lose the unifying force of a common external challenge to bind us as a tribe.
Leading diverse teams
c/o LinkedIn
The success gap between emotionally intelligent leaders and those who remain unaware is striking. According to Daniel Goleman, emotional intelligence accounts for 90% of the difference between exceptional leaders and average ones. However, while emotional intelligence (EQ) is essential, does it fully equip you to lead a diverse team effectively? I think EQ is vital for managing the challenges of navigating a group with varying opinions, values, and needs. Yesterday, I had an insightful conversation with a cultural intelligence (CQ) expert, which made me realise that building trust within a diverse team also requires CQ.
Layers of complexity
Leadership today is more challenging than ever, as it requires navigating the complexities of human anxiety, uncertainty, ambition, and egos - all at once. Leaders must also contend with younger employees who often project confidence, and assertiveness yet may still be uncertain about what they truly want. Millennials and Generation Z are unafraid to bypass their immediate managers to voice concerns directly, adding another layer of complexity. Furthermore, these generations tend to be less equipped to handle stress compared to their predecessors, underscoring the growing importance of effective and empathetic leadership.
Execution responsibility
Many people are conditioned to believe that being gracious means avoiding speaking up, especially when their boss gives instructions. This creates a false dichotomy: either stay silent or become overly critical by questioning and complaining about everything. I don’t think that either approach is effective. Instead, managers and leaders should focus on fostering accountability and encouraging conversations that matter. Holding your team accountable often serves as a catalyst for meaningful dialogue. I think by creating a space where employees feel safe to discuss how they can achieve the goals they were hired to accomplish, managers and leaders can cultivate a collaborative and productive environment.
Don’t chase the trend
We often protect what we believe we do, rather than grounding ourselves in the first principles of what we actually do. The question then becomes, how can I meet people where they are, offering them a meaningful path toward their aspirations, in a way that aligns with my values and leaves me proud?
I think the world is constantly evolving, and with each shift, there emerges an opportunity, a chance for a change agent to step forward and reshape the narrative. What do you think?
““In infinite games, like business, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or losers in an infinite game; there is only ahead and behind.””
Feeling Stuck?
Feeling stuck often stems from a lack of direction or purpose. When this happens, it’s worth reflecting on key areas of personal growth that might need attention:
Confidence – Do you believe in your abilities and decisions?
Mindset – Are your thoughts supporting or hindering your progress?
Boundaries – Are you protecting your time, energy, and values?
Discipline – Are you consistently showing up for your goals?
Communication Skills – Can you effectively express yourself and your needs?
Self-Respect – Are you treating yourself with the dignity you deserve?
If you’re ready to explore your next steps, contact me via email to arrange a free 30-minute discovery call.
Understanding the needs and expectations
Relationship management is the ability to build strong connections, communicate effectively, and collaborate with others. It is the most visible aspect of leadership, reflected in how leaders guide, influence, and inspire those around them. Effective leaders motivate others by articulating purpose and meaning in their work, fostering both individual and team success. I think they manage conflicts constructively, remaining calm and focused on solutions that allow all parties to thrive. Beyond achieving immediate results, great leaders are also invested in developing future leaders, helping others build their strengths and reinforcing the leadership foundation of their organisation for long-term growth.
Accurate perceptions of people
Social awareness is the ability to assess your environment and understand the emotions, needs, and perspectives of others, including how your organisation operates from a systems perspective. For leaders, what matters most is empathy, the ability to tune into the people around you, whether they are above, besides, or below you. Effective tuning in involves three key components:
1. Cognitive empathy – Understanding how others perceive a situation and seeing it from their perspective which is often described as “walking a mile in their shoes.” This includes sensing the language or mental models they use to interpret reality and communicating in a way that resonates with their inner framework.
2. Emotional empathy – Leveraging the brain’s social circuitry to instinctively and consciously connect with others. This allows leaders to sense what others are feeling, fostering real-time emotional alignment and keeping interactions on track.
3. Empathic concern (caring) – Going beyond understanding thoughts and feelings to genuinely caring about others. Leaders who demonstrate this ability build trust and rapport by showing that they value and support the people they lead.
Improvement is always possible
Self-management is the ability to regulate and control your emotions, thoughts, and behaviours effectively. It consists of four key components:
Self-control – Managing upsetting emotions to maintain focus and emotional balance.
Positive outlook – Seeing the bright side of situations, even in the face of challenges.
Adaptability – Adjusting to changing circumstances while embracing a growth mindset. It’s the belief that improvement is always possible.
Achievement orientation – Staying focused on meaningful goals despite daily distractions. Goal-setting also serves as a powerful tool for emotional self-management.
Self-awareness is key
Self-awareness is the ability to understand your emotions and how they shape your perceptions, thoughts, and impulses to act. Emotional self-awareness helps direct our attention, making it crucial to recognise what we are feeling, how intensely we feel it, and where it is guiding our focus - since attention ultimately shapes our reality. I think being aware of how emotions influence attention provides a valuable diagnosis of our current state. Maturity, in this context, involves widening the gap between impulse and action.
Although self-awareness is the least visible aspect of emotional intelligence, research indicates that individuals with low self-awareness struggle to develop strengths in other areas of EQ. By contrast, those with high emotional intelligence consistently achieve excellence across various domains.
The cornerstone of trust
Emotional intelligence (EQ) involves recognising, understanding, and managing one's own emotions, as well as influencing the emotions of others. Daniel Goleman's research indicates a strong correlation between high emotional intelligence and exceptional leadership performance. Unlike IQ, which remains relatively constant throughout life, EQ can be developed and enhanced at any stage. Harvard University emphasises the importance of emotional intelligence in leadership, offering programs designed to help leaders build trust, manage difficult discussions, and enhance team performance through improved emotional intelligence.
Over the next four days I will be writing about self-awareness, self-management, social awareness and relational management as these are the cornerstones of EQ.
Hypothesis testing
It’s the 1st January, and I think these are the steps to form a hypothesis:
Ask a question
Identify the problem or topic you want to explore.Conduct preliminary research
Gather background information to understand the context.Define your variables
Identify the independent (cause) and dependent (effect) variables.Formulate your hypothesis
Phrase it as an if-then statement to predict the relationship between variables.Test your hypothesis
Design an experiment or observation to collect data.Revise if needed
Based on data, refine and adjust your hypothesis if necessary.
Questions to ask yourself
As we are in the last day of 2024, here are some questions to reflect on:
What are you thinking right now?
What patterns or themes do you notice in these thoughts?
Why are you choosing to think this thought?
Is this thought serving you, or is it holding you back?
How does this thought feel?
What emotions are tied to it, and how are they influencing your actions?
What thought is causing the way I feel right now?
How can I reframe this thought to shift my mindset or energy?
As you reflect on these questions, take a moment to write down any insights or patterns that stand out. What shifts do you want to make heading into 2025? If you’re ready to explore these thoughts further and create a plan for the year ahead, contact me via email for a free 30-minute discovery session. Together, we can build momentum and set you up for success!
Mind the gap
It’s all about bridging the gap, whether that gap is about money, experience, or opportunity. At the core, it starts with respect and reverence for where we’ve come from, but it doesn’t stop there. It’s going to take a mindset shift, one that challenges traditional leadership to step up, open the gates, and create space for people to show up as their most genuine, unfiltered selves. I think real change management is meeting people where they are and walking with them toward what’s possible.
Message to self on my birthday
Be humble and kind, but know your worth.
Be honest - character is a door opener.
Be grateful - luck seeks the thankful.
Be generous - givers often end up with more.
Be courageous - artists believe in their craft.
Be forgiving - no one is perfect.
Be you - because you matter.
No fear
I’m not afraid to be vulnerable, therefore, I follow these three rules:
Do the right thing.
Do your best.
Always show people that you care.
Because until people know you care, they won't care to follow you.
Guidance and protection
Inclusion starts with intentionality, whether it’s the way I move through the world, interact with others, or create space for collaboration and growth. Just as my personal practices have taught me to trust my body and mind, they have also taught me to trust the value of diverse voices and experiences. The diversity of my being allows me to show up authentically, whether I’m working in a professional setting or connecting with others in my personal life. It reminds me that balance isn’t about perfection but about creating harmony and openness, both within myself and in the world around me.