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It's complicated

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Transforming entrenched cultural systems takes time and sustained commitment as they do not shift easily or quickly. True value often arises from scarcity; when something becomes widespread, its strategic significance tends to diminish. Leaders must ask: where are the real constraints, and how can we create value within them?

I think one should strive to be the kind of leader whose presence elevates the work, someone whose absence would be deeply felt. Bring emotional intelligence, critical insight, and seasoned judgment to every interaction. This is not about shortcuts; it’s about pursuing meaningful, lasting impact. If you are seeking an accountability or progression partner for your leadership journey, feel free to reach out via email.

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More speed less haste

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Most of what people are rushing to do isn’t actually urgent. And in today’s fast-moving environment, urgency can feel like the default setting. As a leader, your power lies not in keeping up with everything, but in your ability to slow down and think clearly when everything around you is speeding up. This is where emotional intelligence (EQ) becomes critical.

““You should meditate every day and if you don’t have time, you should meditate more.” ”
— Seth Godin

The tyranny of urgency

I think the difference between reacting and responding isn’t just about self-control, it’s about self-awareness. The first step is noticing what’s really going on, internally and externally. The second step is pausing long enough to process, and the third is choosing to move forward with intention. Unlike IQ, which is about logic and information processing, EQ is about navigating uncertainty, tension, and human complexity. And while artificial intelligence (AI) is getting faster, cheaper, and smarter, what makes you effective as a leader isn’t how much data you can consume—but how well you connect, adapt, and lead with emotional maturity. That’s the human edge, and it’s more important now than ever.

The power of the pause

I think if you want to grow your potential, you must know yourself: your strengths and weaknesses, your interests and opportunities. You must be able to gauge not only where you have been, but also where you are now. You can’t lead others well if you’re constantly reacting. You can’t create anything meaningful from a place of mental exhaustion. So maybe today, the most radical thing you can do is pause… and ask yourself: What do I actually need right now? Not to please others, not to perform but to feel human again.

Stop living in reactive mode

You were not built to constantly respond to other people’s priorities, notifications, or demands. You were not meant to go through your day passively reacting to what happens to you, instead of actively choosing how you want to show up. When you live like that for too long, you lose touch with what actually matters to you.

Your brain doesn’t need more cheap dopamine, it doesn’t need another scroll, another hit of urgency, or another crisis to solve. I think it needs presence, connection, sunshine, nature, rest, exercise and some good music.

What do you think?

Intellectual curiosity is the foundation of wise and adaptive leadership. It's about learning to search for grounded truth, not just what's comfortable or familiar. The best leaders remain open to changing their minds when facts or evidence challenge their prior beliefs. They understand that growth comes not from being right, but from being willing to learn. I think the strongest leaders are lifelong students as well as being lifelong teachers.

““Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” - ”
— Stephen Covey

Time is the great equaliser

AI generated image

I have always been fascinated by how people use their time, especially those who claim they don't have enough of it, because, after all, we all have the same 24 hours in a day. In the West, there's a deep obsession with productivity; we often judge ourselves and others by how much we get done. While I appreciate productivity and enjoy the art of intentional strategy and optimisation, I also value the ability to switch off and rest. For me, taking a break is an act of self-kindness. On the other hand, I recognise that when your sense of self-worth is tied to how productive you are, it can be incredibly difficult to embrace rest without guilt. Contact me via email for a “free” 30 minute discovery call.

Impress me

The only way to impress me, is by being a good person. I don’t care what you have, what you wear, where you live, or what you drive. I just have deep respect for people with pure hearts and good intentions.

““It doesn’t matter how good you are, people will judge you according to their own insecurities.””
— Unknown

The blueprint is believing in yourself.
The cheat code is discipline and consistency.
The truth is nobody is coming to save you.

The art of persuasion

What does it take to persuade people to act?

I think it comes down to three elements: Logos, Ethos, and Pathos.



1. Logos – Reason

People need to understand why they should act, the logic behind it, the benefits. Here’s the key: those benefits must be communicated from their point of view, not yours. This means the speaker must understand the audience’s assumptions, beliefs, and priorities and speak from there, not from their own agenda.


2. Ethos – Credibility

Who are you, and why should they listen to you?
 Credibility comes from two sources:

a) Who you are? Your background, authority, or shared values.

b) How you deliver? The tone, presence, and consistency of your message.

Even if your reasoning is strong, if you lack credibility, your message won’t land.


3. Pathos – Emotion

You can have logic and credibility, but without emotion, people don’t move. Your audience needs to feel something, for example, anger, pride, empathy, hope, even urgency. Emotion creates connection, and connection creates action.

When logos, ethos, and pathos are all present, your message doesn’t just inform it will inspires action.

Constant distractions

Why do we need constant distractions?
I’m not immune to the endless scrolling, the need to check something, watch something, fill the silence but I have started to notice it more. I remember being a child, sitting at the breakfast table reading the back of the cereal box just because it was there. I wasn’t in a hurry to escape my own thoughts and nowadays that kind of presence feels rare.

I’m not trying to eliminate distraction completely as that’s neither realistic nor necessary, but I do want balance. I want to trust my gut, make better decisions, and avoid being seduced by the wrong things for superficial reasons. And I’m aware that kind of clarity doesn’t come from wishing, it comes from practice.

You have to learn how to use your space.
You have to build the habits.
You have to create a sense of discipline.

Not because you can control everything, but because freedom often begins with structure. What’s your relationship with distraction?

Sitting with your thoughts

Why do we struggle to sit with our own thoughts?
We are constantly exposed to visual stimulation, from social media, advertising, curated images of success and beauty. This has made us hyper-focused on how we appear to others. Instead of living from the inside out, many of us live from the outside in. We measure our worth by how others perceive us. We seek validation and overvalue other people’s opinions, while our inner voice gets quieter. I think as a result, we don’t really know what we think or feel, apart from how we assume others see us. And this makes it so hard to be alone with our thoughts, because we are disconnected from them.

Service to others

Alina Grubnyak ©

I think leadership is not a spotlight, it’s a platform. Once you have done the work to manage your internal landscape, the next step is using your skills in service of others: your team, your community, and the mission you have committed to.

The best leaders I have seen are those who balance self-mastery with selflessness. They bring their whole selves to the table, not for personal validation, they show up to elevate others. In a world that often rewards noise, grounded leadership remains quiet, consistent, and powerful. What do you think would change if we led from that place more often?

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Mastering the mind

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Zyanya Citlalli ©

In a world of constant change, uncertainty, and pressure to perform, grounded leadership requires more than just technical skill or vision. It requires deep inner work and a commitment to something bigger than yourself.

I often encourage the leaders I coach to focus on two things:
1. Mastering the mind
2. Serving others

Mastering the mind isn’t just about mental sharpness, it’s about emotional discipline. Leadership will inevitably trigger moments of envy, ego, impatience, or self-doubt. The real challenge is learning to observe those emotions without letting them drive your decisions. I think mastery means developing the inner resilience to choose clarity over chaos, humility over pride, and purpose over impulse. It’s not about perfection, it’s about awareness, regulation, and growth. What do you think?

How I come across

I have always been drawn to behavioural psychology. In exploring ideas around status, I have come to understand that it’s not about being “alpha,” I think it’s really about self-esteem and deep personal transformation. I have never chased popularity or felt the need for external validation. Metaphorically speaking, I’ve never entered beauty contests, partly because I have never seen myself as beautiful.

The fear of change

I have been studying the fear of change, both in myself and in the people I coach. What I have discovered is as startling as it is deeply human: our resistance to change isn’t just a mindset. It lives in our nervous system, our habits, and even our sense of identity, because change often feels like a threat to our safety. Even when something no longer serves us, whether it’s a job, a relationship, or a way of thinking, we often cling to it simply because it’s familiar. Sad but true… If this resonates, contact me via email to book a free 30-minute discovery call.

““The free soul is rare, but you know it when you see it - basically because you feel good, very good, when you are near or with them.””
— Charles Bukowski

Speak up

Every now and then, I feel the need to simplify the DEI acronyms and today was one of those days.

Diversity refers to the presence of different people within a group or organisation, for example, people of different races, cultures, backgrounds, abilities, and identities.

Equity is about fairness and justice, for example, ensuring that everyone has access to the same opportunities by recognising and addressing systemic barriers.

Inclusion is the intentional practice of welcoming, respecting, and valuing people who have historically been excluded, whether due to race, sexuality, ability, or other aspects of their identity.

Trusted sparring partner

As an executive coach, 95% of my clients engage me as an accountability partner, someone who challenges them to follow through, think strategically, and stay focused. The remaining 5% primarily seek progression support, though I continue to offer accountability and act as a trusted sparring partner. I create a confidential, non-judgmental space where leaders can be vulnerable, gain clarity, and reflect openly. This approach is especially valued by those navigating high-stakes environments, leading complex teams, or undergoing personal transitions.

Social engagement

I work with leaders and senior executives to help them lead employees from marginalised and underrepresented backgrounds with greater empathy and confidence. I am not a performer, I’m genuine, grounded, and deeply curious about people. I build meaningful connections because I truly care about getting to know the individuals I work with. This curiosity has shaped my life and career.

I have been fortunate to work across learning and development, consulting, DEI implementation, and coaching. I create a safe, non-judgmental space where people can take off their masks, speak honestly, and share what’s truly on their hearts with the knowledge that they will be met with respect and understanding.

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Managing relationships

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I recently came across the concept of relational intelligence, described as the ability to understand, navigate, and effectively manage interpersonal relationships. I think this is how trust is built, inclusion is felt, and where safety becomes the norm rather than the exception.

Perhaps it’s time for leaders to turn to their HR partners and ask the deeper, more human questions:
- Do my team members, especially those with less positional power, feel seen, heard, and valued?
- How do I react when someone gives me hard feedback?
- Have I made space lately for challenge, dissent, or alternative viewpoints?
- Am I showing people I care about who they are, not just what they produce?

These are not just performance questions, they are relational ones, and they might be the key to unlocking safer, stronger teams.