Aesara Partners 

At Aesara Partners, our mission is simple: enable you to be the best version of yourself. We offer a range of focused services that unlock the potential of people, teams and cultures to maximise business performance. 

Collectively our Partners and Associates have decades of experience both in executive coaching and as board level leaders themselves working in multiple sectors across global markets.

Partner & Executive Coach

Doshisha University

Professor of Strategic Management, Global MBA Program

The CFO Coach K.K.

The CFO Coach K.K. is a boutique executive coaching firm specializing in developing High-Performance​ Financial Leaders and Teams.

Founder & Executive Coach

Kansai Gaidai University

•	Awarded President's Global Education Award (Teacher of the Year).

Professor of Leadership & Management

Benesse Holdings, Inc. (USD 4.5B; Tokyo Stock Exchange Code: 9783)

•	Member of the Board of Directors for Berlitz Corporation; Benesse Corporation; and Benesse Style Care.  Chairman of Audit Committee for Berlitz Corporation. Member of Benesse Holdings Pension Committee.
•	Global CFO covering all 40+ Benesse group companies
•	Championed and supported multiple cash generation initiatives including a CFO led "Save to Grow" initiative to improve Company Financial performance and to identify significant savings for business reinvestment
•	Enhanced Finance bench strength and hired a high potential team to start financial business consulting
•	Implemented several process and capability best practices to move group companies towards global standards

Global Chief Financial Officer & Corporate Senior Vice President

McCann Worldgroup Holdings

• Overall Responsibility for Operations (Finance, IT, Legal, and Administration - 10 legal entities) 
• Successfully turned around long term loss making lead agency by delivering double digit margin improvements within two years
• Delivered double digit margin improvements for all six MWG Group companies 
• Built a new Finance team and moved from Scorekeeping to Business Partnership and improved business performance
• Major projects within last two years include: 
  - Shared Service center creation/migration
  - New Financial System Migration
  - Acquisition & Divestiture
  - Business Turnaround
  - Retirement Plan consolidation/change
  - Office relocation/rent reductions

Group Chief Financial Officer, Executive Vice President, and Member of The Board

Becton, Dickinson and Company

• Led Finance, Procurement, General Affairs, and Rebates teams (43 staff) to deliver multi-million dollar cash and profit performance improvement for first year and beyond. Exceeded all budget expectations.
• Engaged Japan Management Team and Global Finance Leadership Team on company objectives to deliver best outcome (Finance Transformation initiative, Sales effectiveness improvement, Key Account Management, Business Continuity plan, and strategy/selection of backup distribution center).  Led process for 2012-16 Business Plan development
• Developed and executed Finance department strategy and vision to move from scorekeeping to business partnership. Implemented job rotation program and hired several high potential employees to improve bench strength.
• Championed multiple Finance and Procurement initiatives including definition and implementation of new 401k Retirement Plan; divestiture of non-core business; change of primary banks (reduced bank fees by over 30%); vendor reduction process, and new travel expense management system 
• Taught New Manager Essentials program and selected as leadership trainer for PEPFAR program in South Africa to teach Leadership and Change Management to African Health Ministry officials

Finance and Administration Director

Avon Products Inc.

•	Implementation project leader for Avon Sales Leadership Framework (ASLF) – Highest priority project for the Company to adapt to a new Sales Model.  Completed project implementation in record timing.  Awarded regional award as part of ASLF Team. Only person in Asia recognized for both Top-line and Bottom-line contributions in the same year.
•	Defined and executed new vision and mission and led Sales Support department to complete over 40 initiatives (within a six-month period) as part of Team’s new journey towards field motivational excellence. Incorporated new processes to deliver high impact incentives, and to create Sales energy and momentum for sales turn-around.    
•	Achieved highest employee engagement scores with Sales Support Department significantly exceeding country results in over 95% of categories.  Previously had also led Finance department to highest employee engagement scores.
•	Global Project leader for a high potential, multi-functional, multi-national team to study and recommend actions to improve Global Sales Incentive management/spending process.
•	Oversaw execution of a variety of Company and Public/Media events ranging from Sales Conferences to Philanthropic events including Annual Awards to Women, and Pink Ribbon Campaign support.

Executive Director and Member of the Board

•	Responsible for Financial policy making/implementation and reporting for Avon Japan as a public company (including statutory/public, and Board Meetings). All year-end financial documents audited with no comments/exceptions.
•	Defined and executed new department Vision and Mission, and recruited, trained and developed a completely new Finance team (80% new hires within a six month period) to move from scorekeeping to business partnership. Finance team formed core of country high potential list.
•	Consistently over achieved profit performance commitment under adverse conditions of sales decline by aggressively managing strategic business needs with cost cutting; Delivered zero overhead growth during all years; Japan winner of regional awards for best cost management performance, and for boldest transformation strategy.
•	Provided leadership and support for critical decisions and strategy development as Japan Leadership Team Member.  Actively led change management process within company.
•	Consistently achieved best internal control results in Asia-Pacific/Avon over a period of eight audits.  Japan one of only two countries with highest audit rating. Outstanding performance generated support to remove Japan from list of High Coverage countries.
• Co-developed strategic/financial business case, and obtained approval for number of campaign reduction in 2006 making Avon Japan only country ever in Avon to undergo campaign reduction. 
• Independently analyzed and provided strategic direction for Plant study which challenged and reversed previous recommendation by outside consultants on plant closure.
• Provided leadership in several restructuring initiatives by providing an achievable plan to achieve 12% people related cost reduction.  Played lead role in this study representing Finance, Supply Chain and HR 
• Consistently achieved highest performance rating and nominations to several high potential programs
• Elected (and re-elected) to Board of Directors

Executive Director, CFO and Member of the Board of Directors

Delphi

• Prepared Asia-Pacific regional messages / presentations for Delphi Strategy Board, and for Delphi Board of Directors.
• Supported development and implementation of critical Asia-Pacific strategies.  Performed competitive intelligence and other special studies to identify risks / competitive threats and outlined regional / corporate response.
• Provided Miller Heiman strategic selling process training to Asia-Pacific personnel to improve value propositions and increase sales effectiveness.

Director Asia-Pacific Planning

• Management responsibilities for Finance, HR, General Affairs, and Six-Sigma.
• Active member of the Japan Strategy Board and Japan management team.  
• Six-Sigma Deployment Champion for Delphi Japan.

Delphi Japan – CFO & Administration Director

Country Responsibilities:
• Managed all finance functions including accounting, budgeting / forecasting and treasury.
• Lead development of cross-functional and cross-divisional Internal Control Review Board.
• Lead and supported strategic initiatives including venture development support, site enhancement, competitive analysis, transfer pricing, and cost reduction studies.
• Represented Japan in Asia-Pacific Financial Task Team.

Regional Responsibilities:
• Coached country CFO and staff to implement common financial reporting processes.
• Supervised and provided training for engineering / commercial / plant / site analysts.  Coordinated regional financial training programs for the sector in the Asia-Pacific region.
• Coordinated the regional budget, business plan, and capital management process.
• Supported development of common financial practices among ventures including:  Loan monitoring, F/X and cash management, compliance with accounting principles, report submission, etc. Provided regional oversight of venture risk exposure.

Asia-Pacific Senior Finance Mgr.

Executive Coach | MBA Professor | Ex-Global CFO

I help senior leaders master complexity, elevate strategic impact, and lead with authentic authority.

I bring over 25 years of C-level and boardroom experience as a former Global CFO for a $5B publicly traded company, combined with a deep commitment to human-centered leadership development.

Today, I coach global executives, CEOs, and leadership teams — specializing in executive transitions, strategic leadership, high-performance teams, and Asian leadership development.

I am also an MBA Professor of Leadership and Strategic Management, blending research-driven frameworks with boardroom-tested insights to develop transformational leaders.

Based in Kyoto, fluent in English, Urdu, and Japanese.

Connect with me: arif@thecfocoach.jp

Website: www.thecfocoach.jp (please sign up on my mailing list to receive future announcements and newsletters)

Arif Iqball

The Leadership Shift: From Overwhelmed to Empowered.

Leadership can feel like a lonely and exhausting journey.

You might be:
• Putting out fires instead of focusing on strategic impact.
• Navigating cultural dynamics in a team that doesn’t quite gel.
• Feeling like you have to "perform" rather than lead authentically.

I coach executives and teams to turn these challenges into leadership strengths by focusing on emotional intelligence, psychological safety, and effective leadership habits.

With over 25 years of experience across 30+ countries, I’ve supported leaders at Cisco, Oracle, Salesforce, BNP Paribas, and ambitious startups navigating hypergrowth. 

Whether you’re scaling fast or feeling stuck, I help you:
• Lead with clarity and confidence, even in uncertain times.
• Build cohesive, high-performing teams across cultures and continents.
• Reconnect with your authentic leadership style and your purpose - so it feels good and performs even better.

The result? Less stress, more impact.
Stronger teams, stronger leaders.

✨ Ready for that shift? Let’s start the conversation.



Looking for a keynote speaker on topics around or related to
• How to tackle challenges faced by startup founders, 
• How to tackle your large team when you are manager of managers, 
• Unconscious bias Impact, 
• Keys to Leadership of the future, 
• Women in leadership 
• Emotional intelligence at the heart of any transformation.

Please contact keynote@wellbeingmatters.com


Trusted by Leading Global Brands, startups and small companies
• Cisco Systems, Oracle, Salesforce, EPSON, ServiceNow, Workday, Computer Centre, Computer Associates, BT, Vodafone, Murex, 
• Daspren, Malizen, PeppySport, Ochy, OLOE
• Axa, BNP Paribas, Société Générale.
• Diageo, Nike, Somfy, Tate and Lyle, Fosroc, SNCF Energie, Jones Lang LaSalle
• The African Development Bank, OECD, some United Nation NGOs spin-offs
• CHAS, Women & Health, 60000 Rebonds

Florence Divet ☀️

A lot of people think growth in leadership looks like this:

“I’ve seen it all.”
“I know the answer.” 
“Leave it with me.”

Quite frankly, that is usually the beginning of the decline.

Because the best leaders I know do not walk into the room trying to be the most certain.
They walk in trying to see what they are missing.

That is growth.

Just the ability to say:
“What else can I learn here?”

I think a lot of leaders get this wrong because early success rewards certainty.

You get trusted because you are capable.
You get promoted because you are decisive.
You get listened to because you move quickly.

And then one day, without realising it, those strengths start working against you.

You stop asking.
You start telling.

You stop listening.
You start defending.

➠ You stop growing.

The real shift in leadership is understanding that seniority should not reduce curiosity.
It should increase it.

The best leaders I’ve worked with do a few things brilliantly:

✅ They understand that leading well does not mean knowing everything in the room.
✅ They ask one more question than everyone else.
✅ They let the best idea win rather than their idea.
✅ They see feedback as fuel for growth.


And they are very, very good at saying:

“I hadn’t thought of that.”

That sentence has probably saved more teams than any leadership book ever written.

Because when a leader becomes unteachable, the team goes quiet.
And once the team goes quiet, the business is in trouble.

So if you want a practical way to measure your own growth as a leader, do this:

➤ This week, count how many times you said something that sounded like certainty.
➤ Then count how many times you asked something that created clarity.

One builds your image.
The other builds your collaborators, your team, your organisation and your growth.

The leaders who keep learning are the ones people keep following.

♻️ Repost to help more leaders grow
➕ Follow Florence Divet ☀️ for leadership people want to follow

📩 For leaders who value real growth → https://lnkd.in/e4zwNANS

I help CEOs, Senior Leaders and Teams lead with clarity, confidence and purpose. Leadership and Team coach. Follow for insights on Leadership, Career and Personal Growth.

Most teams don’t fail because people are incompetent.

They fail because people are scared.

Scared to look wrong.
Scared to disagree.
Scared to disappoint.
So they play nice… and pay later.

In The Five Dysfunctions of a Team, Patrick Lencioni is basically saying this:
A team is either built on trust
or it’s built on politics.

And politics always wins when trust is missing.

Here’s the ladder (and where most teams slip):

1) No trust → everything else breaks.

Not “I trust you won’t steal my laptop.”
Real trust = “I can be wrong in front of you and still be respected.”

2) No healthy conflict → fake harmony.

If trust is low, conflict becomes personal… so people avoid it.
Then the real issues go underground and grow teeth.

3) No commitment → endless meetings.

When conflict is avoided, decisions stay vague.
So everyone leaves the room with a different plan.
(And then you call another meeting. Congrats.)

4) No accountability → standards quietly drop.

If nobody truly committed, nobody feels entitled to call it out.
So mediocrity becomes the culture.

5) No results → ego wins.

People protect their image, their department, their “special projects.”
The team goal becomes a poster on the wall.

If you want extra tactics for each dysfunction, the visual is your cheat sheet.

But if you do only five things this week, start with this:

1️⃣ Trust: 
Start a meeting with “What’s one thing you’re currently struggling with?” (Leader goes first.)

2️⃣ Conflict: 
Add a rule: “Disagree with the idea, not the person.” Then invite the quietest voice first.

3️⃣ Commitment: End every meeting with: Decision / Owner / Deadline (written. visible. shared.)

4️⃣ Accountability: Make expectations public: “What does ‘good’ look like by Friday?”

5️⃣ Results: Pick one scoreboard number the whole team owns. Review it weekly. No excuses. Just reality.

You don’t “fix conflict.”
You build trust and conflict becomes useful.

If your team feels “nice” but stuck.
It’s not a motivation problem.
It’s a courage problem.

Knowing which dysfunction your team is going through right now is key.
So which one is it: trust, conflict, commitment, accountability, or results?

♻️ Repost to help more teams perform better together
➕ Follow Florence Divet ☀️ for practical efficient leadership models

For more: bit.ly/InsideOutNL

And comment TEAM if you want to find out how I approach this with teams.

Leadership & Team Coach. I help CEOS, Senior Leaders and Teams lead with clarity, confidence and purpose. Follow for insights on Leadership, Career and Personal Growth.

Leadership fails more from assumptions
Than incompetence.

Beware the one-sided story. It’s rarely the whole truth.

A client once told me:
"I’ve failed as a leader. My team is disengaged, and it’s my fault."

Sounds noble, right?
Except… it wasn’t the whole story.

Turns out:
↳ He inherited a team burned out by 3 restructures.
↳ Half the roles were unclear.
↳ He was never onboarded properly himself.

But he had internalised the entire failure as personal.

That’s the danger of a one-sided story.
You over-own the blame.
Or under-own your impact.
Either way, you distort the truth.

⚠️ And we do the same to others.

We label someone “difficult”. "Self-absorbed“. "Lazy”. 
But we’ve only seen them in one meeting.
One moment of stress.
One email.

We turn snapshots into stories.
And act as if they’re facts.

✅ Start questioning your assumptions 
Maybe they’re not rude → They’re anxious. 
Maybe they’re not ignoring you → They’re overwhelmed.
Maybe they’re not disengaged → They feel unsafe to speak.

Behaviour is a symptom.
Understanding the why behind it? That’s leadership.

So why do we fall for one-sided stories?

Because your brain is wired for shortcuts.
It hates uncertainty. It wants quick meaning.
So it fills in the blanks fast, not necessarily with facts.

This is called unconscious bias.
It’s not a flaw. It’s a brain feature.
But left unchecked, it hijacks your leadership.

🔑 The pause between knowing and assuming is where real leadership lives.

Next time, pause and ask:
↳ What’s the context?
↳ What’s their perspective?
↳ What assumptions am I making?

The truth usually lives in the middle.
That’s where growth lives too.

What’s a one-sided story you used to believe?
Drop 👇 

Save if for the next time you need it.

♻️ Repost to help your network reclaim their curiosity before rushing to assumptions

--
➕ Follow Florence Divet ☀️ for more Leadership insights that matter

📌 Like to learn and grow? Join my free newsletter: https://lnkd.in/ePitBSZv

Video Credit: The Guardian

Most leaders don’t have a storytelling problem.
They have a structure problem.

So, under pressure, they add more context and data.

And people leave remembering only the biscuits.

If you’re a CEO or leader, here are the 6 storytelling frameworks worth having in your back pocket.

Each serves a distinct purpose.

➤ 1. ABT: And. But. Therefore.
Use it for one sharp message, fast.

And = what we all know
But = the tension nobody’s saying out loud
Therefore = the move we now need to make

Perfect for board updates, all-hands openings, tough emails, and moments where you need to cut through noise.

If you can’t explain your message in ABT, you don’t have one yet.

➤ 2. 3-Act Structure
Use it when your message needs a full arc.

Act 1: where we are
Act 2: what’s in the way
Act 3: what changes now

Perect for keynotes, town halls, strategy rollouts, and major pivots.

Most exec talks skip the tension.
But no tension means no attention.

➤ 3. Golden Circle: Why. How. What.
Use it to inspire belief.

Why = the purpose
How = the principles
What = the decision, product, or plan

Ideal for culture, hiring, vision, and launches.

Beware: a why without proof is just a slogan.

➤ 4. STARR
Use it to build credibility with proof

Situation, Task, Action, Result, Reflection  

Best for investor updates, board meetings, crisis debriefs, and showing how a team actually delivered.

This is not the whole speech.
This is where trust is earned.

➤ 5. Monroe’s Motivated Sequence
Use it to drive action. 

Attention, Need, Satisfaction, Visualisation, Action  

Best for change programmes, fundraising, sales kick-offs, deadline pushes, or any speech where “interesting” is not enough.

Logic informs.
Visualised outcomes move people.

➤ 6. Hero’s Journey
Use it for transformation stories.

Normal world, Disruption, Trial, Lesson, Return  

Best for founder stories, customer stories, culture moments, and recognising someone’s journey.

Important bit: in business, the leader usually should not be the hero.
The customer, team, or employee is the hero.

You are the guide.

➤ Here’s how they differ:  

• ABT → clarity.
• 3-Act → flow.
• Golden Circle → meaning.
• STARR → proof.
• Monroe → action.
• Hero’s Journey → emotion.

No single framework does it all.

➤ A practical 15 to 30 minute speech mix looks like this:

Open with ABT so everyone gets the point.
Use Golden Circle so the strategy means something.
Run the body in Three Acts so it doesn’t ramble.
Drop in 1 or 2 STARR stories so you prove competence.
Bring in Hero’s Journey if the moment needs heart.
Close with Monroe so people know exactly what changes on Monday
morning.

Great leaders combine them to create meaning, build trust, hold attention, and drive action.

That’s why some speeches get applause. 
And others get results.

➕ Follow Florence Divet ☀️ for leadership people actually want to follow

📩 For leaders who want communication that builds trust and drives action → https://lnkd.in/e4zwNANS

Most people do not want leadership.
They want the feeling of being in charge.

From the outside, leadership can look attractive.

Being the one with the answers.
The one making the calls.
The one taking charge.

That is the fantasy.
The reality is less flattering and far more demanding.

Real leadership is staying steady when the room gets tense.

It is creating clarity when nobody has the full picture.
It is listening properly, instead of waiting for your turn to sound clever.

It is making decisions without pretending you feel certain when you do not.
It is holding standards without making people feel small.

It is having the hard conversation early, before frustration turns into damage.
It is taking responsibility faster than you take credit.

It is building enough trust that people tell you the truth, not the polished version.

That is where a lot of people get it wrong.

Leadership is neither performance nor dominance.
And it definitely is not looking the part.

It is emotional steadiness.
Clear judgement under pressure.
And behaviour people can rely on when things get uncomfortable.

Because anyone can look impressive when things are easy.

The real test is what happens when results dip, tension rises, priorities clash, and nobody is fully sure what to do next.

That is the moment leadership stops being a title and starts becoming a practice.

The best leaders I know are not obsessed with looking impressive.
They are obsessed with being useful.

They name the real issue.
They help people think.
They reduce noise.
They protect trust.

And they move things forward without creating unnecessary drama.

That is leadership.

Less ego. More clarity.
Less control. More responsibility.
Less image management. More self-management.

Most people are taught the left side.
The best leaders live on the right.

♻️ Repost to help more people experience true leadership.

➕ Follow Florence Divet ☀️ for leadership people actually want to follow

📩 Access all my infographics → https://lnkd.in/e4zwNANS

Most leaders say they want honest feedback.

Then they ask:
“What should I improve?”

And get absolutely nothing useful.

Not because people are dishonest.
Because the question is lazy.

It’s vague.
It puts people on the spot.
It invites polite nonsense like:

“Maybe communicate a bit more?”

That’s not feedback.
That’s verbal polite wrap.

The leaders who grow faster ask better questions.

They make it easier to be specific.
And safer to be honest.

Here are 4 that actually work:

➤ 1. The Impact Question

“What’s one thing I do that makes your job easier? And one thing that makes it harder?”

This works because it focuses on what you do, rather than who you are.
People don't have to guess and can answer from real experience, which makes the feedback clearer and more useful.

--

➤ 2. The Perception Question

“When I [specific behaviour], how does that land for you?”

Example:
“When I jump in with solutions in meetings, how does that land?”

This helps you compare your intention with someone else’s experience.

--

➤ 3. The Priority Question

“If you could change one thing about how I lead, what would have the biggest impact?”

This forces focus.
You get the truth and a clear priority instead of a vague list.

--

➤ 4. The Blind Spot Question

“What’s something I don’t see about how I’m showing up?”

That’s the question that gets the answer people usually hold back.

The difference between leaders who stay stuck and leaders who improve faster isn't openness.
It's precision.

--

Vague questions get polite feedback.
Precise questions get useful feedback.

➤ Pick one area that would make the biggest difference in your career right now. 
Then ask for feedback on that.

📌 Save for the next time you want to ask for feedback.

♻️ Repost to help leaders get feedback that actually moves them forward 

➕ Follow Florence Divet ☀️ for evidence-based leadership insights 

📩  Get my Strategic Feedback Framework : https://lnkd.in/erTV97Jp

International Women’s Day should do more than celebrate women.

It should correct the record.

Because many of the women who shaped the world we live in are still treated like side notes.

Take just three:

➤ Marie Curie did not just contribute to science.
She transformed it.
Her work on radioactivity changed medicine and helped lay the foundations for treatments that have saved countless lives.

 ➤ Rosalind Franklin’s work was critical to uncovering the structure of DNA.
Modern genetics would look very different without it.

➤ Ada Lovelace saw the logic of computing long before modern computers existed.
She wrote what is widely recognised as the first algorithm intended for a machine.

Three women.
Three breakthroughs.
And a reminder that progress has never been built by men alone, even if history often tells it that way.

What strikes me most is this:

Their work was not made to chase attention.
It was made to understand the world, push knowledge forward, and expand what was possible for humanity.

And it did.

Today, we live with the impact of that work every day.

In science.
In healthcare.
In technology.
In the future we are still building.

So today, yes, celebrate women.
But do more than that.

→ Credit their work.
→ Teach their names.
→ Tell their stories properly.
→ Make sure the next generation knows women have never been spectators in progress.

Not as a slogan.
As fact.

History does not just forget women by accident.
It forgets them by habit.

That habit needs breaking.

Tell me the name of one woman whose work changed your field, or whose contribution to science, leadership, or humanity deserves far more recognition than she gets, and what she actually changed.

➕ Follow Florence Divet ☀️ for leadership and growth insights rooted in science and humanity

P.S. I am such a big fan of Marie Curie that I wrote a post just about her: https://lnkd.in/enUdRd_h

Most candidates focus on getting hired.
Smart candidates focus on finding the right fit.

Most people only realise they joined the wrong company once it's too late.

I learned this the hard way and only realised once I had started that I joined the wrong department if not the wrong company and it changed how I interview forever.

Here are 15 questions that could save you years of career regret:

1. "What does success look like in the first 90 days?"
↳ Shows you're focused on impact, not just tasks
↳ Tests if they have a real onboarding strategy

2. "What's the biggest challenge the team hasn't solved yet?"
↳ Uncovers real problems behind the polish
↳ Shows where you can create immediate value

3. "How does the team handle disagreements?"
↳ Tests psychological safety in action
↳ Reveals if leadership walks their talk

4. "What made the last person in this role successful or unsuccessful?"
↳ Exposes hidden expectations
↳ Highlights the real success factors

5. "How does the company approach professional development?"
↳ Shows if growth is a priority or just PR
↳ Reveals true investment in people

6. "What surprised you most when you joined?"
↳ Gets past the recruitment pitch
↳ Reveals culture reality vs. promises

7. "How are decisions made when there's disagreement?"
↳ Tests real autonomy levels
↳ Shows if politics kill progress

8. "What's a recent win the team celebrated?"
↳ Reveals what actually gets recognized
↳ Shows if success is shared or stolen

9. "How has the company changed in the last year?"
↳ Tests transparency levels
↳ Shows adaptability in action

10. "What keeps you here?"
↳ Gets personal truth
↳ Reveals retention reality

11. "How does feedback flow in the team?"
↳ Tests psychological safety
↳ Shows if growth is blocked

12. "What's the most challenging part of working here?"
↳ Tests candor levels
↳ Reveals real pressure points

13. "How does the team handle missed targets?"
↳ Shows true accountability
↳ Reveals blame culture

14. "What differentiates top performers here?"
↳ Uncovers real success drivers
↳ Shows promotion patterns

15. "What haven't I asked that I should know?"
↳ Opens hidden doors
↳ Shows what they avoid

Remember:
Getting the job is only half the battle.
Getting the right job changes everything.

You're interviewing them as much as they're interviewing you.

Which question helped you dodge a bullet or find your ideal role? 
Share below 👇 to help others make smarter career choices.

💾 Save this before your next interview
♻️ Repost to help others get their ideal job

➕ Follow @Florence Divet ☀️for more career tips that matter
📌Join the waiting list for our “Next Chapter” programme, the practical roadmap to landing your dream job: https://lnkd.in/e98taHQG

Most people think they need to master AI.
They don’t. 

They need to learn how to talk to it properly.

That’s prompting.

And it’s quickly becoming a basic professional skill.
Even if you only use AI occasionally.

Think about it this way.

AI is not magic.
It’s a very capable assistant that follows instructions.

If the instruction is vague… → You get vague output.

If the instruction is sharp… → You get work that saves you hours.

The difference is the prompt.

A simple example.

Most people write something like:
“Write a marketing plan.”

Then complain the output is generic.

A better prompt (ORBIT) might look like this:

O utcome: → Create a 1-page marketing plan for a B2B SaaS startup.
R ole: → Act as a CMO with 15 years experience in SaaS growth.
B rief: → We sell to HR teams in companies with 100–500 employees.
I nstructions: → Focus on channels with the fastest lead generation.
T ype of output: → Bullet points with a 30-day action plan.

Same AI.
Completely different result.

This is why prompting frameworks exist.

They structure your thinking so AI understands:
• the goal
• the context
• the constraints
• the format you want back

Suddenly AI goes from a "novelty" tool to a serious productivity lever.

You don’t need to become an “AI expert”.
But you DO need to learn how to prompt.

Because the professionals who can ask better questions of AI produce better work, faster.

Think of prompting as the new version of:
“knowing how to Google well.”

The people who learn it early quietly gains a huge edge.

The visual shows 8 simple prompting frameworks that make AI dramatically more useful.

But the real trick is knowing when to use each one.

Here’s the quick cheat sheet:

• ORBIT → Your default prompt for almost anything
Use it when you want a clear, structured answer.

• RISEN → Launches and rollouts
Product launch, internal change, campaign plan.

• CREATE → Writing with a specific voice
Posts, emails, scripts, memos, brand content.

• COAST → Diagnosing performance problems
Low conversions, weak pipeline, poor onboarding.

• SCOPE → When everything feels messy
Too many priorities, team confusion, unclear direction.

• SOLVE → Turning strategy into execution
Operating cadence, decision systems, leadership structure.

• DREAM → Experiments and testing
Product experiments, behaviour change, growth tests.

• PACT → Hard decisions with trade-offs
Stopping projects, shifting strategy, aligning stakeholders.

Simple rule:

➤ Start with ORBIT.
➤ Then add a specialised framework depending on the situation.

AI doesn’t reward clever prompts.
It rewards clear thinking.

Frameworks just make that thinking visible.

Save the visual.
You’ll probably need it sooner than you think.

♻️ Repost to help more people benefit from the AI power
➕ Follow Florence Divet ☀️ for leadership people want to follow

📩 To access all my infographics → https://lnkd.in/e4zwNANS

The smartest CEOs in the room still make bad decisions.

Not because they lack intelligence.
Because they are human.

And humans do not make decisions neutrally.
They make them through mental shortcuts.

In leadership, those shortcuts are called cognitive biases.

In 2026, that gets expensive fast.

Because when AI is flooding you with data, markets move weekly, and everyone wants faster decisions, bias does not disappear.

It goes undercover.

Here are 9 cognitive biases that quietly distort executive decisions
and what strong leaders do to stop them:

1. Confirmation bias
You look for evidence that supports your view
and ignore what challenges it.
Antidote: Build a red team. Give someone the job of trying to prove you wrong.

2. Sunk cost fallacy
You keep funding a bad decision because you already spent too much to stop.
Antidote: Ask: If we had not started this already, would we choose it today?

3. Overconfidence bias
Past success starts whispering: You’ve got this.
Sometimes a bit too loudly.
Antidote: Run a pre-mortem. Assume the project failed. Then ask why.

4. Anchoring bias
The first number, opinion, or narrative becomes the invisible reference point.
Antidote: Define your criteria before hearing theirs.

5. Availability bias
One dramatic recent event gets more weight than years of actual evidence.
Antidote: Check the base rate. Trend or just loud headline?

6. Planning fallacy
Leaders underestimate time, cost, and complexity for one simple reason: optimism.
Antidote: Use reference cases. What happened in similar situations, not ideal ones?

7. Status quo bias
You stick with what is familiar because change feels riskier than stagnation.
Antidote: Flip the default. If the new option was already in place, would you switch back?

8. Groupthink
People protect harmony instead of protecting the decision.
Antidote: Let the most senior person speak last.

9. Fundamental attribution error
You judge people by character and yourself by circumstance.
Classic leadership trap.
Antidote: Before judging performance, list 3 contextual factors.

Here is the part most leaders miss:

Bias is not a character flaw.
It is a systems flaw.

The fix is not more confidence.
It is better decision discipline.

The best leaders I know slow themselves down with three master questions:

1. What am I missing?
2. What would make this decision wrong?
3. If a competitor looked at this plan, what is the first weakness they would exploit?

Because the cost of bias rises with seniority.
And so should the quality of your thinking.

♻️ Repost to help more C-suite executives make better decisions under pressure

➕ Follow Florence Divet ☀️ for practical CEO leadership insights.

📩 To access all my infographics: https://lnkd.in/e4zwNANS

You cannot build a high-performing team
on a reactive leader.

Most leaders try to fix productivity first.

But performance usually breaks
where emotional steadiness breaks.

Your mood does not stay with you.
It spreads through the team.

What you carry, your team feels.
What you normalise, your team repeats.
What you avoid, your team pays for.

That is why emotional regulation
is not separate from leadership.

It is leadership.

Here are 10 emotional habits high performers use to stay steady under pressure:

1. The 90-Second Rule
Emotions peak for 90 seconds.
What happens after that is your leadership choice.
→ Name it. Own it. Choose your response.

2. Strategic Unavailability
Being always-on drains clarity.
Protect space for deep work and steady thinking.
→ Block 2 hours daily. No exceptions.

3. Micro-Victories Journal
Small wins build resilience.
Your brain needs evidence of progress.
→ Write down 3 wins before sleep.

4. The Discomfort Ritual
Comfort does not build stronger leaders.
Small daily discomfort expands capacity.
→ Take 1 uncomfortable action a day.

5. Energy Auditing
Not everything deserves your energy.
Track what fuels you and what drains you.
→ Remove 1 energy leak each week.

6. The Silence Practice
Noise kills clarity.
Silence helps you hear what is really going on.
→ Take 10 minutes daily. No input.

7. Clear Boundaries Setup
Clear walls create a clear mind.
Boundaries protect your emotional consistency.
→ Start with 1 powerful “no” this week.

8. Emotional Maintenance Windows
Prevention beats repair.
Do not wait for burnout to reflect.
→ Schedule a weekly emotional check-in.

9. The Gratitude Reframe
Focus shapes emotional reality.
Challenges often carry useful instruction.
→ Ask: “What is this teaching me?”

10. Connection Capsules
Isolation weakens leaders.
Honest conversation restores perspective.
→ Make space for 15 minutes of real talk daily.

Your team does not rise to your intentions.
It responds to your emotional patterns.

Leadership is not just about driving results.
It is about regulating what your presence creates in the room.

Start with one this week.
One pause. One boundary. One honest check-in.

♻️ Repost to help more leaders lead with emotional integrity
➕ Follow Florence Divet ☀️ for leadership people want to follow

📩 To access all my infographics → https://lnkd.in/e4zwNANS

7 subtle signs you’re a brilliant leader (that no MBA will teach you) 

After coaching hundreds of leaders across 30+ countries, I’ve learned this:
Great leadership isn’t built in strategy decks or MBA case studies.
It’s revealed in the tiny and invisible moments, 
That people rarely notice but never forget.

Ever wondered why some teams instantly trust their leader and others don’t?
It’s not charisma. It’s biology.

When your team feels seen, their brain literally rewires in real time:
↳ Amygdala calms → less fear, less defensiveness, more openness
↳ Prefrontal cortex lights up → more creativity, better decisions

Google’s Project Aristotle found that psychological safety is the #1 predictor of high-performing teams.

What does it mean?
Psychological safety is the performance fuel.

7 subtle signs you’re leading brilliantly 👇

1️⃣ You defend your team when they’re not in the room
→ Trust multiplies when they know you’ve got their back.

2️⃣ You notice when someone’s “off” before they say a word
→ You spot the silence before the Slack message arrives.

3️⃣ You handle hard conversations with care, not power
→ Feedback lands when it’s human, not hierarchical.

4️⃣ You remember the small stuff: birthdays, coffee orders, kids’ names
→ People don’t quit bosses who make them feel seen.

5️⃣ You believe in connection before correction
→ Curiosity first: “Can you walk me through your thought process?”

6️⃣ You admit when you don’t know and invite others in
→ Humility is magnetic. It builds collective intelligence.

7️⃣ You celebrate their promotion, even when it means losing them
→ That’s how you earn loyalty that lasts a lifetime.

Why it matters:
Every micro-moment above tells your team:
“I see you”
+ “You matter”
+ “You belong”
= The foundation of high-performing teams

Because belonging isn’t soft.
It’s strategy. It’s retention and it’s results.

Knowing this is one thing. 
Leading with it is another.

Put it into practice:
Pick one sign from the list and practice it intentionally this week.

Example → Connection before correction:
“Can you walk me through your thought process?”
or
“What led you to choose this approach?”
Watch defences drop. 
Watch trust rise.

Your quiet power:
Great leaders aren’t remembered for their titles.
They’re remembered for how they made people feel.

Save this list and use it as your quiet checklist.
Because your team already knows if you’re nailing it.

Which of these seven signs is the one that truly makes a difference for you? 👇 
I read every comment

♻️ Repost to help more people experience feeling safe at work
➕ Follow Florence Divet ☀️ for practical leadership insights that matter

📌 Get my bite-size leadership tips: https://lnkd.in/ePitBSZv

Not sure how to start, comment "CHALLENGE" and I will send you a 7-day micro leadership (printable) challenge.

Image inspiration credit: Justin Wright

Using AI is not the edge.
Leading with it is.

In 2026, the gap is not between leaders who know about AI and leaders who don’t.

It’s between leaders who use AI casually and those who direct, question, and apply it strategically.

That gap is widening fast.

Many still treat AI like a clever assistant instead of a core capability to master.

That’s the mistake.
Once you grasp the basics, AI stops being a novelty.

It becomes a thinking partner, a decision-support tool, a system that helps teams move faster without chaos.

The real leadership skill today is not just “using AI”.

It’s knowing how to:
• ask better questions
• give clearer instructions
• build repeatable workflows
• turn AI into real business value

These 10 free Harvard AI lectures help you do exactly that.

They don’t just make you more technical.
They make you more effective.

1. Introduction to Generative AI
Understand what these tools really do.
Leadership use: make better calls, avoid hype, grasp the mechanics.
👉 https://lnkd.in/e9rWNjBE

2. Prompt Engineering
Learn how to think and instruct clearly.
Leadership use: ask sharper questions, get better outputs, model clear thinking.
👉 https://lnkd.in/e5nekvS2

3. Beyond Chatbots: System Prompts and RAG
See how AI becomes a system, not a toy.
Leadership use: build knowledge support and repeatable workflows.
👉 https://lnkd.in/exsX5tP7

4. Generative AI in Teaching and Learning
Discover how people adopt AI practically.
Leadership use: help teams learn faster and reduce resistance.
👉 https://lnkd.in/erdwPRvu

5. Teaching With AI in the Classroom
Less about education, more about integration.
Leadership use: improve onboarding and create shared ways of working.
👉 https://lnkd.in/eWXskwWG

6. The Basics of Generative AI
A simple, jargon-free foundation.  
Leadership use: lead better conversations and stop outsourcing judgement.
👉 https://lnkd.in/eSCJ62Bi

Bonus deep dives:

7. CS50x AI Lecture
See the bigger picture.
Use: Think more strategically and spot real value.
👉 https://lnkd.in/eYg6vdCr

8. CS50 Prompt Engineering
Understand how inputs shape outputs. 
Use: Improve clarity and get more reliable results.
👉 https://lnkd.in/eJH4DWQR

9. GPT-4: How It Works
Know AI’s strengths, limits and trade-offs.
Use: know when to trust AI and when to challenge it.
👉 https://lnkd.in/eeh7QXUM

10. Language Models and the End of Programming
Provocative insights on future roles. 
Use: rethink roles, work design, and capability building.
👉 https://lnkd.in/e3JbSFi7

The next leadership edge won’t come from more AI tools.

It will come from understanding how AI works, where it fails, and guiding teams to use it wisely.

Leaders who stand out won’t be the ones saying, “We use AI.”

They’ll be the ones whose teams quietly work better because of it.

Save this if AI is now part of your role.

♻️ Repost if more leaders need to move past surface-level AI.

➕ Follow Florence Divet for leadership that stays human in an automated world.

Most leaders want to be respected. 
But many start chasing something else: being liked.

Nobody likes to be disliked.
But in leadership? It’s inevitable.

If you’re doing your job right, you will upset someone.
→ The colleague who wanted you to approve a half-baked idea.
→ The team member who preferred silence over uncomfortable truth.
→ The executive who wanted harmony more than progress.
→ The friend at work who expected loyalty over integrity.

Leadership isn’t a popularity contest.
It’s a responsibility.

One sentence captures this better than anything I’ve read.
Brené Brown nailed it:
“Integrity is choosing courage over comfort; choosing what is right over what is fun, fast, or easy; and choosing to practice your values rather than simply professing them.”

Here’s the paradox:
The higher you rise, the more visible you become.
And the more visible you are, the more opinions people will project onto you.

Some will admire you.
Some will resent you.
Some will misunderstand you.

And if you try to please them all?
You’ll end up exhausted and invisible.

So what do you do when the fear of being disliked creeps in?

1️⃣ Anchor in your values.
If you know what you stand for, criticism loses its sting. People may disagree, but they can’t accuse you of being fake.

2️⃣ Choose respect over likeability.
Being respected for your integrity beats being liked for your compliance. Every. Single. Time.

3️⃣ Normalise discomfort.
Leaders who sugar-coat or avoid tough conversations aren’t protecting people. 
They’re paralysing them.

4️⃣ Build the right inner circle.
Surround yourself with people who tell you the truth, not just what you want to hear.

5️⃣ Reframe criticism.
Not all negative feedback is equal. Some of it reveals bias or resistance. Some of it reveals blind spots you can grow from. Learn to tell the difference.

If everyone likes you, you’re not leading, you’re performing.

The leaders I admire most aren’t the ones with universal approval.
They’re the ones who had the courage to stand in the storm: calm, clear, and committed.

Because leadership worth having will never please everyone.
And if honesty costs you a few “friends”?
It’s almost always the wrong ones leaving.

👉 When did standing by your values make leadership harder, but worth it?

♻️ Repost to help more leaders get the difference.
➕ Follow Florence Divet ☀️ for leadership people actually want to follow

If you want weekly tools for calm and clear leadership: 
https://lnkd.in/ePitBSZv

Before you judge a colleague’s tone…

Consider this:
You seriously have no idea what people are dealing with in their personal life.

None.

➤ The colleague who snapped in the meeting?
They might be running on two hours of sleep because their dad’s in the hospital.

➤ The person who seems “distracted”?
They might be quietly navigating a divorce while trying to keep payroll on track.

➤ The team member who looks “unmotivated”?
They might be carrying a burnout so heavy they can’t even name it yet.

This is what most leaders forget in the moment:
People don’t leave their “home self” at the office door.
They bring the whole messy, beautiful, complicated suitcase with them.

And you don’t get to see 90% of what’s inside.

That’s why the strongest leaders I know all practise the same underrated skill:

Kindness.
Not the soft version.
The practical version.

The version that says:
“I don’t know what you’re carrying, and you don’t have to tell me.
Just know I’m here, and if there’s something I can do to take weight off your shoulders, say the word.”

Kindness is not a luxury or a “nice to have.”
It’s a performance multiplier.

Teams think clearer when they feel safe.
They collaborate better when they feel seen.
They go further when they’re treated like humans.

And if you’re wondering what kindness sounds like in practice, save and keep these in your back pocket:

1️⃣ “No need to explain. Just know I’ve got your back today.”
2️⃣ “You don’t have to be ‘on’ with me. We all have heavy days.”
3️⃣ “You’re not adding to my pile. Let me help you sort yours.”
4️⃣ “No need to share details. Just tell me what would make this week easier.”

Now what does kindness look like in real situations?

➤ When a colleague snaps:
You take a breath instead of taking it personally.
Gently: “Hey… that didn’t sound like you. Everything alright?”
That’s kindness not assuming the worst.

➤ When someone seems distracted:
You don’t judge the drift.
You anchor the moment: “Is now even a good time for this conversation?”
That’s kindness giving space instead of pressure.

➤ When they look unmotivated:
You skip the lecture and go for the human check-in:
“I’m noticing your energy’s low lately. What’s happening?”
That’s kindness. Curiosity over criticism.

➤ When someone screws up:
You don’t jump to blame.
You ask: “What got in the way?”
That’s kindness revealing the real blockers.

Kindness isn’t softness.
It’s skill.
It’s the ability to stay human when everything around you gets noisy.

Everyone you meet is fighting something you know nothing about.
Your kindness might be the only moment they breathe today.

Imagine leading a team where kindness is the norm.
Now that is power.

➕ Follow Florence Divet ☀️ for leadership growth rooted in emotional intelligence.

📩 Get my free weekly Inside Out newsletter for lasting leadership insights → https://lnkd.in/e4zwNANS

Most leaders think saying no makes them look weak.

So they say yes to everything.

And wonder why their teams are stuck in reactive mode, burnt out, and their strategies never get executed.

Here's what the highest-performing leaders know:

Boundaries aren't walls.
They're the foundation of everything you build.

Because every yes to the wrong thing is a no to the right thing.

Here are the 10 sentences they use to protect what matters most:

1️⃣ "I need to think about this overnight."
Use when: Someone's pressuring you for an immediate decision.
Why it works: Stops reactive decisions. Buys you thinking time.

2️⃣ "That doesn't align with our current priorities."
Use when: Every project sounds urgent.
Why it works: Reminds everyone you have a strategy for a reason.

3️⃣ "I trust you to handle this without me."
Use when: Your team keeps asking for permission.
Why it works: Forces ownership. Frees you for strategic work.

4️⃣ "Let's schedule a proper meeting for this."
Use when: People ambush you with complex decisions.
Why it works: Protects your cognitive bandwidth for what matters.

5️⃣ "I'm not available until next week."
Use when: Your calendar looks like a game of Tetris.
Why it works: Creates space. Shows your time has value.

6️⃣ "What would you recommend we stop doing?"
Use when: Everyone wants to add new initiatives.
Why it works: Forces trade-off thinking. Addition requires subtraction.

7️⃣ "This conversation needs to happen between you two first."
Use when: People make you the middleman in their conflicts.
Why it works: Stops you becoming the company therapist.

8️⃣ "I don't have the context to make this decision right now."
Use when: You're asked to solve problems you shouldn't be solving.
Why it works: Honest. Prevents bad decisions in information vacuums.

9️⃣ "We'll revisit this in our quarterly review."
Use when: Everything feels like it needs solving today.
Why it works: Creates rhythm. Not everything is an emergency.

🔟 "I'm delegating this to [name] and backing their judgment."
Use when: Decisions keep flowing upward to you.
Why it works: Signals trust. Creates accountability where it belongs.

The difference?

Weak leaders say yes to avoid conflict.
Strong leaders say no to create focus.

And focus is what separates teams that execute from teams that just exist.

➕ Follow Florence Divet ☀️ for leadership people actually want to follow

📩 For leaders who want to say no without saying sorry → https://lnkd.in/e4zwNANS

Most leaders don’t lack empathy.
They lack empathy under pressure.

When the calendar is packed and the KPIs are loud, “empathy” turns into:
• advice too early
• fixing instead of listening
• nodding while checking emails

After 20+ years coaching leaders across 30+ countries, here’s the pattern:

Leaders judge empathy by intention. Teams judge it by impact.
That gap is where trust dies quietly.

Here are 7 ways to show empathy at work
without becoming everyone’s emotional sponge:

1️⃣  Stop solving. Start seeing.

When someone says they’re overwhelmed, don’t go straight to priorities or solutions
Say: “Sounds heavy. What’s the part that weighs on you the most?”

2️⃣  Listen for what’s being edited out.

“I’m fine, just busy” often means “I’m drowning but trying to look competent.”
Ask: “What are you holding back or not saying,because you don’t want to bother anyone?”

3️⃣  Validate before you redirect.

“I get why this is frustrating. Anyone in your position would feel the same."
Validation isn’t agreement. It’s permission to stay open.

4️⃣  Ask for needs, not status.

Swap Swap “What’s the update?”
for “What would make this feel manageable again?”

5️⃣  Use your face. Seriously.

Your face is your most underrated leadership tool.
People don’t feel heard by words alone.

Slow down. Look at them. 
Nod. Soften your eyes.
Lean in slightly.
Let the silence sit for a beat.

6️⃣  Don’t confuse empathy with rescuing.

Empathy is understanding, not carrying.
Try: “I hear how tough this is. What part do you want to take on, and where would support help?”

7️⃣  Follow up.
Two days later: “Quick check-in. How’s that situation now?”
That’s how people learn you meant it.

The key point:
If you skip validation, you can’t “logic” someone into safety.

Save this before your next tough conversation.

And if you had to pick one you’re worst at, it’s probably  #3 or #7.

If you want weekly tools for calm, clear leadership: 
https://lnkd.in/ePitBSZv

➕ Follow Florence Divet ☀️ for leadership people actually want to follow

Most leaders don’t fail because they lack ambition.
They fail because they try to change everything… all at once.

Kaizen is the opposite:
Tiny changes that compound over time.

Thanks to Chris Donnelly who captures that framework brilliantly in the attached graphic.

And yes, it’s annoyingly effective.
Improving 1% daily compounds to x37 for just a year.

This is what Kaizen looks in leadership:

1️⃣ Kaizen your presence before your strategy

If your team doesn’t feel safe with you, your strategy stays just an idea.

Try this after meetings:
Ask yourself, “What did I do in the first 90 seconds to set the tone?”

Then pick ONE tweak for next time:
→ start with clarity: “Here’s what ‘good’ looks like”
→ start with care: “Here’s what I’m seeing in the room”
→ start with ownership: “Here’s what I got wrong last time”

2️⃣ Kaizen your conversations (leadership happens here)

Most leadership problems are conversation problems.

Swap one autopilot phrase this week:
➤ “Any questions?”  → “What’s unclear or risky here?”
➤ “Keep me posted.” → “What do you need from me to move?”
➤ “We need to be more proactive.” → “What’s the smallest next step we can take this week?”

Your team will notice the difference immediately.

3️⃣ Kaizen your decisions (less drama, more data)

Leaders often wait for certainty.

Kaizen assumes you won’t get it.
So you learn faster, with smaller bets.

Micro-improvement:
Before a decision, ask:
“What’s the smallest reversible step we can take in 7 days?”

If it’s reversible, speed up.
If it’s irreversible, slow down.

This single rule saves careers.

4️⃣ Kaizen your culture (one behaviour at a time)

Culture isn’t what you “value”.
It’s what you tolerate.

Micro-improvement:
Pick ONE behaviour to reinforce for 30 days:

• “We name trade-offs out loud
• “We give feedback in 48 hours”
• “We disagree without attacking”
• “We close loops (owners + deadlines)”

And be shamelessly consistent.
That’s how culture shifts without a rebrand.

Where Kaizen is especially powerful in leadership:

• Scale-ups: when everything breaks weekly and you can’t “pause for transformation”
• Burnt-out teams: when big change feels like punishment
• Low trust environments: when people need proof, not promises
• New managers: when confidence comes from reps, not reading
• Exec teams: when small misalignments create expensive chaos

Kaizen is leadership that respects reality:
People don’t change because you made a speech.
They change because you made one small change that makes their life easier every day.

If you want to try it, do it the Kaizen way:
Pick ONE leadership behaviour you’ll improve by 1% this week.

Because compounding doesn’t care about your motivation.
It only cares about your consistency.

➕ Follow Florence Divet for leadership people actually want to follow

📩 For leaders who want progress that actually lasts → https://lnkd.in/e4zwNANS

Some people will praise your work.
Other people will place your work.

In a room full of opportunities, the difference is simple:
Choose people who will say your name when you are not in the room.

Because careers do not only grow on performance.
They also grow on advocacy.

Annoying? Absolutely.

But unfortunately
If nobody speaks your name in decision rooms,
your work stays stuck in delivery mode.

A sponsor does not just “like you”.
A sponsor will:
• put you forward for the stretch role
• attach your name to high-visibility work
• defend your credibility when you are not there
• take a small risk on you with their reputation

If you can’t name 1–2 people like this at work, you don’t have a performance problem.
You have a positioning problem.

The mistake most high performers make:
They assume “Great work speaks for itself.”

It doesn't.

Great work speaks.
But champions hold the microphone in the rooms that matter.

The practical playbook to nurture champions is:

--
1) Deliver work that makes them look good

Not flashy. Just solid: clear, on time, no surprises.
Sponsor fuel = trust + predictability.

--
2) Make your impact easy to repeat

If your manager had to sell you in 12 seconds, would they have the words?

Hand them the script:
“I shipped X.”
“It produced Y.”
“It solved Z.”
“Next, I can take on A.”

--
3) Build a “decision-room map”

Who influences promotions, projects, and visibility?

List:
• 3 decision makers
• 3 influencers
• 3 operators who know where the work actually happens

Your job is not to be liked by everyone.
Your job is to be known by the right people for the right things.

--
4) Ask for sponsorship the smart way

Not “Can you be my sponsor?”
Try:
“I want to be considered for [X]. 
What would you need to see from me in the next 60 days to put my name forward?”

Now the path is concrete.
And you’ve invited them into advocacy through evidence.

--
5) Become the person people trust under pressure

Opportunities get allocated when things are messy.
Deadlines burn. Stakes rise. Politics show up.

Be the calm one.
That's when champions are born.

Your next promotion isn’t only about how good you are.
It’s about who will say your name when the room is deciding.

Comment “𝗦𝗣𝗢𝗡𝗦𝗢𝗥” and I’ll send you a simple one-page Decision-Room Map + 12-second Impact Script.

💾 Save this to ensure you are ready ahead of the next promotion round.
➕ Follow Florence Divet ☀️ for practical career and leadership insights.

And if you don't want to miss out on tips, join: bit.ly/InsideOutNL

Your title won't save you. 
Your relationships will.

Most leaders invest in the wrong form of capital.

Research on relationship capital reveals a truth many miss: 
Decisions in organisations are rarely made by formal authorities alone. 
They flow through networks of trust and influence.

Let me explain.

Last month, a brilliant client presented a flawless strategy to her leadership team. Data-backed. Clear ROI. Perfectly aligned to company goals.

It was rejected.

Meanwhile, her colleague presented a less developed idea that sailed through approval.

The difference? Not quality. Relationship capital.

Every time you:
↳ Delivered bad news honestly
↳ Credited someone else's idea
↳ Admitted what you didn't know
↳ Showed up for a colleague in crisis

You weren't just "being nice." 
You were building the only currency that matters  when you need influence: relationship capital.

Decades of research, from Rob Cross, Ronald Burt, and McKinsey, confirms what many leaders overlook:
Decisions don’t follow titles. They follow trust.

The problem? Most leaders:
1. Chase authority rather than influence
2. Track deliverables more than connections
3. Optimise for transactions, rather than trust

Your greatest leverage doesn't come from your title. 
It comes from the network of people willing to support you when you have no formal power to make them do so.

These are the 4 steps my highest-performing clients use to build relationship capital:

1. Map the real influence network
↳ Identify the trusted voices in every department
↳ Note who gets consulted before decisions "officially" happen
↳ Watch who speaks last in meetings (often the true authority)

2. Invest before you need returns
↳ Build relationships during calm periods, not just crises
↳ Schedule relationship-building time as non-negotiable
↳ Aim for 3 "deposit-only" conversations weekly (no asking, just giving)

3. Master the three relationship currencies
↳ Resource currency: What you can tangibly provide
↳ Information currency: Insights others don't have access to
↳ Support currency: How you amplify others' priorities

4. Build bridges
↳ Connect with people across different departments
↳ Become known as someone who translates between silos
↳ Create value through coordination, not just contribution

The most valuable skill isn't technical expertise or even strategic thinking.

The most underrated leadership skill is building trust with people who don’t report to you.

Your title might get you in the room.
Your relationships determine what happens next.

If nobody trusts you, your strategy is just a document.

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♻️ Repost to help leaders build invisible and true influence

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