Capgemini

Managing Consultant

Universitat Politècnica de Catalunya

Lecturer on the topic of Business Agility for a postgraduate degree.

Lecturer Business Agility

Talon Transformation

Managing and leading various global (Agile) transformation programs for our clients. 

- Implemented strategic OKRs in a government agency with 200,000 employees
- Assessed and improved various SAFe ARTs for multiple clients
- Helped a crypto company scale up from 5 to 15 teams, implemented Agile ways of working and coached leadership.
- Mapped and improved the collaboration between different departments, roles and teams in pharmaceutical clients, impacting 100+ people.
- Assessed the organizational maturity and delivered recommendation of improvement in multinational companies.
- Delivered workshops on Agile ways of working, impact mapping, team collaboration, ...

A.o. Almirall, Hipra, Socios.com, Kapsch, Marrocan ministry of education, Yara, ImaginBank.

Co-Founder & Agile Transformation Lead

Led the Agile Transformation in Caixabank from 4 to ~50 E2E development teams. Systemically scaling up the Agile product organisation, implementation of OKRs and flight levels together with key stakeholders and creating a culture of continuous improvement.

- Aligned the strategy and goals throughout the strategic-, E2E- and operational levels with the introduction of OKRs and organisational Feedback Loops.
- Defined and implemented specific Agile frameworks for different contexts in Caixabank and scaling of the Agile organisation (among others: Portfolio Management, Tribes, Chapters, SAFe, Scrum, Kanban).
- Helped the business and stakeholders in the process of managing their demands and involving teams in decision-making, Agile Leadership development.
- Set up, and continuous improvement of tribes and product teams through experimentation with best practices; team facilitation, training and coaching of Agile Coaches, Product Owners, Scrum Masters and teams.

Internally UST: Defined and set up the learning and growth paths for Scrum Masters and Agile Coaches within the Agile Transformation Practice.

Sr Agile Coach @ Caixabank

Lidl Digital

Responsible for the delivery (SAFe) of SAP S4 HANA and Hybris:
- Coordinated delivery in Scrum teams for the Order to Cash stream in LIDL's new European E-Commerce platform. (Transformation of ways of working, coaching of Scrum Masters, getting the business onboard.)
- Delivered a fulfillment solution as RTE  with 5 product teams.

Delivery Lead Ecommerce / RTE

Agile Coach / Scrum Master working with multiple international, remote, E-Commerce teams.

Agile Coach / Scrum Master

Nov 2017 – Apr 2018
Responsible for alignment between departments of the presales process for bids in the Corporate and LE market.

Sep 2016 – Oct 2017
Scrum project manager in large IT projects for various corporate clients of KPN.

Change agent in the Agile Transformation of the company.

Management Trainee | Young Talent Program

Loop - Business Models

Strategy and innovation consultancy for mostly multinationals and start-ups. Leading, and assisting in projects for creating new business models and new product- and service categories through the Design Thinking methodology.

A.o. RACC, CAF, Mocoffee, Aldi Spain

Business Innovation Consultant

Delft University of Technology

Coach and teacher in course Product Design at faculty of Industrial Design Engineering
Guiding students through the process of Design Thinking.

Coach & Teacher Product Design

Let's build effective IT organisations where people love to work!

For 10 years, I have helped organizations to improve (Agile) delivery.

I have led large transformation programs impacting all layers of the organization and up to 50 teams, and ran delivery programs of up to 15 SAFe teams where cross-team coordination is essential. My work involves aligning stakeholders and departments in transformation and delivery efforts.

I have a pragmatic and people-oriented approach, and facilitate change by building bridges between stakeholders and empowering teams to navigate resistance and adopt new practices that stick. My coaching supports personal growth, team maturity, and organizational resilience.

Previous I have worked in different roles like Transformation Lead, RTE and Executive Coach, and I know how to align many teams simultaneously. Also I am experienced in leadership development and have led multiple large delivery programs and Agile transformations.

SAFe Program Consultant and trained Co-Active and ORSC coach.

Anco van der Wurff

Helping B2B Consultants & Exec Coaches book 5 meetings a week without spamming | Founder-Led Marketing | Aussie living in Germany

Struggling to grow your consulting business? Let’s change that.  

As a new consultant or coach, you might face challenges like:  

- Feeling unsure how to market your services.  
- Struggling to find clients who are ready to pay.  
- Feeling overwhelmed by managing time and tasks.  
- Not knowing how to build trust with your audience.  
- Wondering how to stand out when the market is crowded.  
- Worrying about how to scale your business without burning out.

Starting and growing a consulting business is tough, but it doesn’t have to be.  

That’s where I come in!  

I help new consultants like you:  

- Build confidence in your skills and services. 
- Position yourself as an expert your clients can trust.  
- Create strategies to find and attract your ideal clients.  
- Manage your time better so you don’t feel overwhelmed.  
- Grow your business step by step without sacrificing your personal life.  

I’ve worked with professionals who once felt stuck and unsure where to begin. 

With the right plan and support, they now feel confident, attract clients they love working with, and are growing their businesses.  

Here’s the truth: 

You don’t need to figure this out alone. 
You just need a proven system that works for you.  

If you’re ready to take the next step, send me a DM or email me at daniel @ daniellock.com

Let’s build the consulting business you’ve been dreaming of.

Daniel Lock

People don’t resist change.

They resist uncertainty.

They need clarity, guidance, and a sense of control.

This simple framework C.H.A.N.G.E. makes transformations stick:

Convey → Make the vision clear
Hear → Listen and channel concerns
Align → Connect changes to goals
Navigate → Guide through uncertainty
Gather → Collect feedback and adjust
Embed → Make it part of daily rhythm

But frameworks aren’t enough.

You also need action:

1/ Understand human behaviour
→People resist uncertainty, not change.

2/ Use data
→Track progress, fix small issues fast.

3/ Provide support continuously
→Guide, train, show up consistently

4/ Personalize your approach
→ Tailor communication for everyone
Change isn’t a checkbox.

It’s a process.

Get it right and your team will follow.


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👉 Change Director & Founder, Million Dollar Professional | Follow for posts on Consulting, Thought Leadership & Career Freedom

Many change efforts fail before they even start.

Not because of strategy.
Not because teams don’t work hard.

They fail because no one asked the right questions.

That’s where the 7 R’s of Change Management come in.
A simple set of questions that reveal blind spots
before they derail your transformation.

Ask yourself and your team:
– What’s the Reason for this change?
– What Return do we expect?
– Who Raised the change request?
– What Risks are tied to it?
– What’s the Relationship to existing processes?
– What Resources are needed?
– Who’s truly Responsible for delivering and sustaining it?

Here’s how to apply it:

1/ Run through all 7 before launching anything.
2/ Pause if you can’t clearly answer one, that’s your red flag.
3/ Use them in team meetings to align everyone’s understanding.
4/ Revisit regularly to keep the change on track.

Why it matters?
The 7 R’s stop blind spots, create accountability, and
bring order to the chaos of change.

The best leaders aren’t always the ones with big ideas.

They’re the ones who ask the right questions before they act.

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You don’t need a new change model.

You need people moving in the same direction.

Many change efforts fail today not because the strategy
is wrong but because the organization isn’t aligned.

That’s where the McKinsey 7S Model still earns its place.

It helps you see how your organization truly works, beyond charts and titles.

𝗧𝗵𝗲 𝟳 𝗲𝗹𝗲𝗺𝗲𝗻𝘁𝘀 𝗮𝗿𝗲:

𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 – Your plan to win and stay ahead.
𝗦𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲 – How you organize people to deliver.
𝗦𝘆𝘀𝘁𝗲𝗺𝘀 – The daily routines and processes that drive consistency.
𝗦𝘁𝘆𝗹𝗲 – How leaders actually behave, not what they say.
𝗦𝘁𝗮𝗳𝗳 – The talent you hire, grow, and retain.
𝗦𝗸𝗶𝗹𝗹𝘀 – What your team does better than anyone else.
𝗦𝗵𝗮𝗿𝗲𝗱 𝗩𝗮𝗹𝘂𝗲𝘀 – The beliefs that tie it all together.

When one shifts, the others move too.
That’s why change often feels harder than it looks on paper.

Most leaders jump straight to strategy or systems.

Great change leaders take a different path.
They start with alignment.
They look at how each “S” supports the next.

They ask:
✅Does our structure enable the strategy?
✅Do our systems reward the right behaviors?
✅Are our shared values visible in daily work?

They understand that change sticks when every part of the organization moves together.

When values guide actions.
When systems reinforce habits.
When leaders model the style they want to see.

That’s how transformation becomes real, not just another project.

Which “S” do you think most leaders overlook first?

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Leaders worry about strategy during transformation.

That’s rarely what breaks it.

Most transformations stall for quieter reasons.

Here are 10 pitfalls that quietly kill organizational change:

1/ No Clear, Compelling Case for Change
⤷ People won’t act if they don’t understand what’s at stake.
⤷ Show the cost of doing nothing with real examples

2/ Rushing the Rollout
⤷ Speed without readiness breaks trust.
⤷ Pilot first, scale in phases and include feedback
gates before full launch.

3/ Ignoring Emotions and Resistance
⤷ Resistance isn’t obstruction, it’s information.
⤷ Run listening sessions and address the top 2–3 concerns visibly.

4/ Poor One-way Communication
⤷ Top-down memos invite rumors.
⤷ Build a two-way plan for team conversations.

5/ Leaving Out Users and Front-liners
⤷ Changes decided in a vacuum don’t stick.
⤷ Co-design with key users and frontline reps.

6/ Over-reliance on Structure and Systems
⤷ Org charts alone don’t change behaviour.
⤷ Pair system changes with coaching and clear behaviour anchors.

7/ Overlooking Informal Power Networks
⤷ Trusted employees quietly shape opinions.
⤷ Identify them early and involve them. When they’re on board, others follow faster.

8/ Not Enough Leadership Visibility
⤷ Delegated programs get deprioritized.
⤷ Require leaders to model behaviours weekly and report progress publicly.

9/ Lack of Skills and Resources
⤷ Without training or time, people fail.
⤷ Build a skills matrix, fund critical training, and protect practice time.

10/ Using the Wrong Metrics
⤷ Measuring output hides adoption issues.
⤷ Track both adoption and outcomes. Review quarterly.

Avoid these, and transformation stops being a struggle.

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Many change leaders confuse empathy with being “nice.”

But empathy during change isn’t about comfort.

It’s about clarity, honesty, and understanding what
people actually experience.

The problem?

Most leaders stop at surface-level sympathy.

They say “I understand” but don’t adapt their approach.
They acknowledge stress but don’t reduce uncertainty.
They want people to feel heard, but don’t act on what they hear.

Real empathy looks like this:

You make people feel seen.
You spot the fears behind resistance.
You create space for honest feedback early.
You see the change from people’s point of view.
You communicate in a way that reduces uncertainty.
You adapt based on what people actually experience. You understand how it impacts their day and workload.

Empathy is not softness.

It’s a leadership skill that removes resistance
before it becomes a roadblock.

The best change leaders don’t just understand their people.

They change their approach because they understand.

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Most change leaders think great ideas are enough.

But without a strong story, they hit a wall everytime

I’ve seen great strategies fall flat.
Watched investors lose interest.
Felt teams lose their spark.

It’s not about the data alone.

It’s about how you tell the story.

If you want to lead change that sticks,
you need the right storytelling frameworks.

These 6 will transform the way you communicate:

1/ The Golden Circle (Simon Sinek)
→ Start with WHY your purpose or belief
→ Then explain HOW you do things differently.
→ Finally, share WHAT you actually offer.

This inspires people to connect on a
deeper level and take action.

2/ The StoryBrand Framework(Donald Miller)
→ Make your customer the hero of the story.
→ Identify their problem.
→ Position your company as the guide with a clear plan.
→ Show how they avoid failure and achieve success.

Puts your audience at the center
and drives engagement.

3/ The Pyramid Principle (Barbara Minto)
→ Lead with your main message.
→ Follow with grouped supporting evidence.
→ Only then dive into the finer details if needed.

Perfect for pitching strategies, reports, or
complex ideas clearly.

4/ The Pixar Pitch
→ Set the scene: “Once upon a time…”
→ Describe everyday life: “Every day…”
→ Introduce a challenge: “One day…”
→ Show the consequences: “Because of that…”
→ Resolve the story: “Until finally…”

This builds emotional connection
and memorable narratives.

5/ What, So What, Now What
→ Start by stating the facts clearly (What).
→ Explain why it matters (So What).
→ End with recommended next steps (Now What).

Perfect for lessons learned, reviews,
or team reflections.

6/ The ABT Framework (And, But, Therefore)
→ Start with shared facts or agreement (And).
→ Introduce the problem or conflict (But).
→ Offer your solution or call to action (Therefore).

Keeps your message clear, concise,
and persuasive.

If you want to lead change, facts alone won’t cut it.

You need stories that inspire belief and move people to act.

Which of these frameworks do you already use?
Or which one are you curious to try next?

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Top change leaders aren’t born, they’re built.

Master the same elite skills for free.

Straight from the world’s best universities:

1/ Remove Barriers to Change – University of Pennsylvania
Master change management, leadership,
problem-solving, and organizational development.
Duration: 1–4 weeks | Beginner

2/ Organizational Analysis – Stanford
Decode behavior, drive change,
and lead organizations through tough transitions.
Duration: 1–3 months | Beginner

3/ Leading Transformations – Macquarie University
Step up your strategy, leadership, and change skills.
Duration: 1–3 months | Beginner

4/ Connected Leadership – Yale
Lead people, manage processes,
and build strong change-ready teams.
Duration: 1–3 months | Beginner

5/ Managing Emotions in Times of Uncertainty & Stress – Yale
Master emotional intelligence to guide
teams through uncertainty.
Duration: 1–3 months | Beginner

6/ Foundations of Project Management – Google
Get hands-on with change management
and leading complex projects.
Duration: 1–4 weeks | Beginner

7/ Exercising Leadership – Harvard
Tackle complex organizational challenges
with a fresh leadership lens.
Duration: 3 days | Intermediate

8/ Leadership in 21st Century Organizations – Copenhagen Business School
Adapt your leadership style for today’s
fast-changing business world.
Duration: 10–15 hours | Beginner

All free.
All online.
All from the best.

Know any other powerful courses?

Drop them below and share with the community.

Save this for later, your future team will thank you.

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Project managers and change managers often work
on the same initiative.

That’s exactly why leaders mix them up.

On the surface, they look similar.

Both plan.
Both manage risk.
Both work with stakeholders.

But they are solving different problems.

↳ Project management focuses on the work.
Tasks, milestones, scope and delivery.

↳ Change leadership focuses on people.
Behaviour, adoption, mindsets and trust.

↳ Projects have a clear end date.
↳ Change continues long after go live.

Here’s where they overlap.

1/ Shared goal
Both exist to improve the chances of success.

2/ Planning and execution
Both require structure, timelines, and coordination.

3/ Risk management
Both identify what could go wrong and reduce the impact.

4/ Stakeholder engagement
Both depend on communication and alignment.

Knowing the difference is what separates delivering a project from delivering lasting impact.

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Your culture isn’t in your values deck.

It’s in how your people feel at 8PM on Sunday night.

Dread?

Or purpose?

If it’s dread, start here

How To Build a Culture People Don’t Dread Returning To:

1. Show people they matter
→ Ask about what’s going on in their life
→ Remember the little things that are big to them
→ Acknowledge their efforts and say thank you often

2. Create emotional safety
→ Start meetings with open check-ins
→ Encourage dissent without consequences
→ Reward truth-telling, even when it’s uncomfortable

3. Make trust your default
→ Listen to understand, not just to respond
→ Stand by your team when things get tough
→ Give ownership, don’t hover over every decision

4. Help people grow on purpose
→ Learn what they want for their future
→ Offer growth conversations beyond annual reviews
→ Pair them with mentors and give room to try, fail, learn

5. Respect life beyond the job
→ Encourage real breaks, not just permission for them
→ Honour time off, no guilt, no side comments
→ Protect evenings, weekends, and personal space

6. Model what you preach
→ Be honest about your own stress, mistakes, and boundaries
→ Show it’s okay to be human at work
→ Walk the floor. Don’t lead from behind closed doors

Because culture isn’t built in the boardroom.

It’s built in every daily interaction.

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RIP McKinsey.

10 AI prompts that replace a $500/hr consultant.

1/ SWOT Analysis
Act as a business strategist. Create a SWOT analysis for [INSERT BUSINESS] in the [INSERT INDUSTRY], using competitive landscape data and internal factors.

2/ Value Proposition
Write a compelling value proposition for [BRAND or PRODUCT] that highlights customer pain, the solution, and key differentiators.

3/ Growth Levers
Identify 5 scalable growth levers for a [TYPE OF BUSINESS], focusing on revenue expansion, operational leverage, and brand amplification.

4/ Revenue Model Canvas
Build a lean revenue model for a business offering [PRODUCT/SERVICE], including ideal pricing, CAC, LTV, and monthly recurring revenue projection.

5/ Pricing Strategy
Act as a pricing expert. Suggest 3 pricing strategies for [OFFER] targeting [SEGMENT], using value-based pricing, tiering, and competitive positioning.

6/ Go-to-Market Plan
Develop a go-to-market strategy for launching [PRODUCT] to [TARGET MARKET], covering positioning, channels, acquisition, and launch metrics.

7/ 30-60-90 Plan
Create a 30-60-90 day performance plan for a new [INSERT ROLE] joining [COMPANY], including onboarding goals, KPIs, and early wins.

8/ KPI Dashboard Blueprint
List the 7 most important KPIs for a [BUSINESS TYPE] to track across acquisition, retention, product usage, and financial health.

9/ Churn Fix
Recommend 3 evidence-based strategies to reduce churn for a SaaS product serving [TARGET CUSTOMER], using customer behavior and feedback loops.

10/ Pivot Ideas
Suggest 3 smart pivot directions for a startup struggling with [SPECIFIC PROBLEM], including new customer segments, use cases, or product angles.

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Everyone wants the “perfect” leadership style.

But the truth? It doesn’t exist.

What works in one team can fail in another.

Great leaders know how to switch gears.

Here are 9 leadership styles you can adapt:

1/ Visionary Leadership
→ Paint the future so clearly your people can already see it
→ Works best when driving bold innovation or creating new markets

2/ Delegative Leadership
→ Hand over responsibility and trust your people
→ Useful when your team is highly skilled and independent

3/ Democratic Leadership
→ Invite input, weigh opinions, then decide with clarity
→ Helps when collaboration sparks stronger outcomes

4/ Bureaucratic Leadership
→ Follow structure, rules, and proven processes
→ Effective in industries where compliance can’t be ignored

5/ Autocratic Leadership
→ Make firm decisions without waiting for consensus
→ Critical in crises or high-stakes situations

6/ Charismatic Leadership
→ Inspire with vision, presence, and powerful words
→ Builds belief during times of change

7/ Laissez-Faire Leadership
→ Provide resources and broad goals, then step back
→ Perfect for creative teams that thrive on freedom

8/ Coaching Leadership
→ Develop people with questions, feedback, and guidance
→ Great when long-term talent growth matters most

9/ Servant Leadership
→ Remove barriers, support your team, put people first
→ Strengthens loyalty and culture over the long term

Leadership isn’t about sticking to one style.

It’s about shifting when the moment demands it.

P.S. Which style do you find yourself using most often?

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People don’t leave jobs because the work is hard.

They leave because the environment wears them down.

Leadership sets that environment.

A manager decides how pressure is felt.
How mistakes are handled.
How safe it feels to speak, ask, or pause.

That daily experience compounds.
Support reduces stress and clarity lowers mental noise.

Here are 5 Ways Leaders Shape Team Mental Health:

1/ Replace guessing with check-ins
↳ Ask one clear question weekly
↳ Capture themes before jumping to solutions.

2/ Make expectations visible
↳ Write what “good work” looks like before work starts
↳ Anxiety drops when people know how they’ll be evaluated.

3/ Reduce surprise pressure
↳ No last-minute urgency unless it is truly urgent
↳ Predictability protects focus and energy.

4/ Respond to mistakes in public, correct in private
↳ Praise learning openly
↳ Address errors one-on-one, with next steps

5/ Close the loop consistently
↳ Every request gets a response
↳ Silence creates stress. Clarity creates stability.

When leadership is strong, people don’t spend energy protecting themselves.

They spend it doing good work.
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Most leaders will run change the same way this year.

The ones who succeed will think differently first.

Here are 10 mindsets that set successful change
leaders apart in 2026:

1/ Purposeful
↳ Every decision is tied back to a clear “why”
that gives meaning and direction.

2/ Catalysts of Change
↳ They create momentum through small wins,
turning early progress into unstoppable movement.

3/ People-First
↳ Systems help, but people carry change.
They engage hearts and minds, not just hands.

4/ Curious
↳ Instead of pretending to know it all, they ask
better questions and uncover blind spots.

5/ Energized
↳ They manage stamina, celebrate milestones,
and keep teams fresh for the long game.

6/ Clear
↳ Complexity kills adoption. They strip ideas down
until the vision is simple and repeatable.

7/ Trustworthy
↳ Real change rests on trust, not control. They win
commitment, not just compliance.

8/ Adaptable
↳ Uncertainty doesn’t scare them. They pivot quickly,
learn fast, and adjust without ego.

9/ Visionary
↳ They don’t chase quick wins. They build legacies,
systems, habits, and cultures that last.

10/ Accountable
↳ They take responsibility for outcomes, and model
the behaviors they expect others to adopt.

Lasting change doesn’t start with tools or processes.
It starts with how leaders think.

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The fastest way to lose trust during change?

Move ahead without bringing people with you.

Your role as a leader isn’t just to roll out change.
It’s to walk people through it.

Here’s how to lead change with clarity, empathy, and trust.

PHASE 1: AWARENESS
“This is happening.”
Your role as a leader:
→ Explain the why behind the change, the business
need, the long-term vision.
→ Be honest about what you know and what you don’t.
→ Set expectations: what’s changing, when,
and how it affects them.

PHASE 2: UNDERSTANDING
“What does this mean for me?”
Your job as a leader:
→ Personalize the message.
→ Show each team or function how the change
connects to their work.
→ Acknowledge anxiety, don’t minimize it.

PHASE 3: ACCEPTANCE
“Okay… this is real.”
Your role as a leader:
→ Build belief through consistent communication and action.
→ Show visible progress.
→ Reinforce that they’re not alone in the transition.

PHASE 4: ADOPTION
“This is how we do things now.”
Your role as a leader:
→ Keep momentum high.
→ Address any lingering friction or confusion.
→ Publicly reward behaviour aligned with the new direction.

PHASE 5: EMBED & SUSTAIN
“This is who we are.”
Your role as a leader:
→ Keep the vision visible make it part of how
decisions are made.
→ Regularly revisit “why we changed” and celebrate
how far you’ve come.
→ Help new people integrate into the new way of working.

Change is not a strategy.

It’s a relationship between leadership and people.

And like any relationship, it takes communication,
trust, and time.

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A Leader’s Guide to Implementing Change

Most people think success is built on giant leaps.

Quitting your job. Landing a huge deal.

But that’s not it.

Real success?

It’s built with small, consistent habits.

The kind that don’t feel “life-changing” in the moment,
but add up to something massive over time.

Here are 15 small habits that can change your life
if you stick with them:

1. Wake up at the same time daily to build consistency
2. Prioritise your health like your life depends on it
3. Feed your brain—read 10 pages of a book daily
4. Track your energy levels, not just your time
5. Write down 3 priorities each morning
6. Apply the 80/20 rule to everything
7. Give yourself time before jumping into work
8. Each week, identify one habit or task to let go of
9. Break routine—try something unexpected each week
10. Use the two-minute rule to get things done faster
11. Send a “thank-you” voice note every day
12. Swap social media time for brain-engaging tasks
13. Reflect for 15 minutes each week on what you learned
14. Practice one act of kindness every day
15. Say “NO” more often – Protect your time and focus

Start with one. Stick to it.

Let consistency do the heavy lifting.

What other habits would you add to this list?

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If your job title disappeared today, who would you be?

Many professionals pin their future to a job title.

It feels safe.
But here’s the hard truth: your job isn’t your identity.

Because what happens when the company restructures?
When the role disappears?
When the title no longer exists?

People often confuse what they do with who they are.

That’s why so many feel lost when they think about building something of their own.

Stop attaching your identity to a company.
Start attaching it to a purpose.

Instead of:
→ “What’s my job description?”
Ask:
→ “What impact do I want to make?”

How to start making the shift:
1/ Define the mission you care about most.
⤷ What problem do you want to solve long-term?

2/ Audit your skills.
⤷ Which strengths can be packaged into solutions for others?

3/ Build visibility beyond your employer.
⤷ Start sharing insights, speaking, writing.

4/ Test your value in new spaces.
⤷ Side projects, consulting, collaborations.

5/ Introduce yourself by the value you create, not the seat you hold.

A company can give you a role.
Only purpose can give you an identity.

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High performers don’t apologize for being themselves.

They know their value.

They respect their own time and ideas.

They lead with clarity, not constant disclaimers.

Here’s the truth:

Every unnecessary apology chips away at your credibility. Your confidence. Your influence.

1/ Stop saying:
❌ “Sorry to bother you.”
Say instead:
✅ “Do you have a minute to discuss [specific topic]?”

2/ Stop saying:
❌ “Sorry if I’m being too direct.”
Say instead:
✅ “Let me be clear and direct.”

3/ Stop saying:
❌ “Sorry, this might be a stupid idea.”
Say instead:
✅ “Here’s an idea I believe is worth exploring.”

4/ Stop saying:
❌ “Sorry for asking again.”
Say instead:
✅ “Just checking in for clarity, can we revisit this?”

5/ Stop saying:
❌ “Sorry for the delay.”
Say instead:
✅ “The revised delivery date is [date]. Here’s our recovery plan.”

6/ Stop saying:
❌ “Sorry, I need to take Friday off.”
Say instead:
✅ “I’m taking Friday off. All pending items will be handled.”

7/ Stop saying:
❌ “Sorry, I can’t help right now.”
Say instead:
✅ “I’m focused on [priority] until 3pm. Let’s connect after.”

8/ Stop saying:
❌ “Sorry, but I see it differently.”
Say instead:
✅ “I have a different perspective to consider.”

9/ Stop saying:
❌ “Sorry, I just got lucky.”
Say instead:
✅ “I worked hard for this, and I’m proud of it.”

10/ Stop saying:
❌ “Sorry, can I ask a question?”
Say instead:
✅ "I’d like to understand"

Your words shape how others see you

and how you see yourself.

Speak with confidence. Lead without apology.

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Someone less qualified than you is living your dream.

Not because they’re better, 
but because they took action.

That’s the uncomfortable truth: belief plus action
beats talent plus hesitation every single time.

Employment is one path.
It gives stability, a paycheck, and predictability.

But it’s not the only path.

The people you look up to?
They chose to build.
They chose to own.
They chose discomfort.

Because the gap between where you are and
where you want to be isn’t knowledge, resources or luck.

The gap is:
→ Action: doing before it feels certain
→ Consistency: showing up after the excitement fades
→ Ownership: choosing to bet on yourself, not just your employer

If freedom is the goal, you won’t find it by waiting.
You’ll find it by building.

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Most meetings die in indecision.

Here’s one simple framework to fix that.

The 1-3-1 method.

It’s a simple decision-making framework to cut
confusion and move forward fast.

Perfect for managers who need to:
→ Tackle tough issues
→ Evaluate changes
→ Review options

Why it works:

It makes your thinking transparent, so your team
understands exactly how you reached a recommendation.

How it works:

1️⃣ One problem, clearly defined
→ What is the problem?
→ Why are we solving it?
→ What outcome are we aiming for?

2️⃣ Three possible solutions
→ Present 3 options.
→ Show you’ve considered different angles, 
not just one idea.

3️⃣ One recommendation
→ Explain why you chose this option.
→ Clarify your decision criteria.
→ Build trust by making your reasoning visible.

Confident leaders don’t guess in meetings. They guide.

The 1-3-1 method makes it simple.

PS — Have you ever tried this method?

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Culture isn’t built on perks.

It’s built on how people feel at work.

No one joins a company for the office décor.
Or stays because there’s free beer on Fridays.

What actually matters?

✅ Being treated with respect
✅ Having leaders who listen
✅ Working with honesty and transparency
✅ Feeling safe to speak up
✅ Knowing their work has purpose
✅ Having flexibility without guilt

That’s the culture employees care about.

The kind that keeps people motivated, loyal, and
proud to stay.

Because when the values are strong,
the gimmicks don’t matter.

And when they’re missing, no amount of pizza parties can fix it.

So if you want to attract and retain top talent:

Build a culture that actually cares.
Not one that just pretends to.

What's one thing you think truly makes people stay?

--
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Anco van der Wurff

Daniel Lock

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The Battle

Anco van der Wurff

Daniel Lock

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Daniel Lock's LinkedIn Performance

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