We help stagnant professionals fast track their careers for more impact, influence and income. DM me for a complementary strategy call.

Seeing 𝐬𝐜𝐢𝐞𝐧𝐜𝐞 𝐛𝐞𝐜𝐨𝐦𝐞 𝐫𝐞𝐚𝐥-𝐰𝐨𝐫𝐥𝐝 𝐬𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬 drives me, and I thrive on leading teams to make it happen—for patients who need it most.

𝐏𝐡𝐃-𝐭𝐫𝐚𝐢𝐧𝐞𝐝 𝐰𝐢𝐭𝐡 20+ 𝐲𝐞𝐚𝐫𝐬 𝐢𝐧 𝐜𝐨𝐫𝐩𝐨𝐫𝐚𝐭𝐞 𝐡𝐞𝐚𝐥𝐭𝐡𝐜𝐚𝐫𝐞, I accelerated my career quickly, building and leading international teams within just 2.5 years of starting in the corporate world. I’ve managed complex clinical and commercial projects, 𝐥𝐞𝐝 𝐜𝐫𝐨𝐬𝐬-𝐟𝐮𝐧𝐜𝐭𝐢𝐨𝐧𝐚𝐥 𝐢𝐧𝐭𝐞𝐫𝐧𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐭𝐞𝐚𝐦𝐬, 𝐬𝐡𝐚𝐩𝐞𝐝 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐚𝐭 𝐭𝐡𝐞 𝐞𝐯𝐞𝐫𝐲 𝐥𝐞𝐯𝐞𝐥, and ultimately served on the Board of Directors of a global organisation.

I thrive at the 𝐢𝐧𝐭𝐞𝐫𝐬𝐞𝐜𝐭𝐢𝐨𝐧 𝐨𝐟 𝐬𝐜𝐢𝐞𝐧𝐜𝐞, 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩, 𝐚𝐧𝐝 𝐢𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧—aligning people, simplifying complexity, and driving teams to 𝐝𝐞𝐥𝐢𝐯𝐞𝐫 𝐦𝐞𝐚𝐧𝐢𝐧𝐠𝐟𝐮𝐥 𝐫𝐞𝐬𝐮𝐥𝐭𝐬 that improve patient outcomes.

Ei-Ling Tan, Ph.D.

I help CEOs and leaders build AI-ready cultures that drive measurable results.

𝐀𝐮𝐭𝐡𝐨𝐫 𝐨𝐟 𝐑𝐞𝐢𝐧𝐯𝐞𝐧𝐭 4.0 | 𝐅𝐨𝐮𝐧𝐝𝐞𝐫 𝐨𝐟 𝐂𝐨𝐚𝐜𝐡 𝐀𝐝𝐝𝐲.𝐀𝐈 | 25+ years building high-performance teams at M1, HSBC, UOB, Standard Chartered

𝐓𝐡𝐞 𝐂𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞 𝐋𝐞𝐚𝐝𝐞𝐫𝐬 𝐅𝐚𝐜𝐞 𝐓𝐨𝐝𝐚𝐲 - 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐚𝐬 𝐮𝐬𝐮𝐚𝐥 𝐢𝐬 𝐧𝐨 𝐥𝐨𝐧𝐠𝐞𝐫 𝐚𝐧 𝐨𝐩𝐭𝐢𝐨𝐧.
•	Leaders face mounting pressure to deliver results in an AI-disrupted world
•	Organizations struggle to stay ahead of digital competitors
•	Teams need new skills but don't know where to start

𝐇𝐨𝐰 𝐈 𝐇𝐞𝐥𝐩
𝐌𝐲 𝐚𝐩𝐩𝐫𝐨𝐚𝐜𝐡: I design evidence-based learning journeys that are stackable, scalable, & sustainable. Each program is immersive & builds on the last, creating lasting transformation rather than one-time events.

𝐌𝐲 𝐟𝐨𝐜𝐮𝐬: Helping organizations find 𝐭𝐡𝐞 𝐬𝐰𝐞𝐞𝐭 𝐬𝐩𝐨𝐭 𝐛𝐞𝐭𝐰𝐞𝐞𝐧 𝐡𝐢𝐠𝐡 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐚𝐧𝐝 𝐩𝐬𝐲𝐜𝐡𝐨𝐥𝐨𝐠𝐢𝐜𝐚𝐥 𝐬𝐚𝐟𝐞𝐭𝐲 - where teams deliver exceptional results while feeling empowered to innovate and take risks.

Drawing from 25+ years of leadership experience across telco and banking industries, I've built teams that consistently deliver results in high-trust environments.

𝐌𝐲 𝐑𝐄𝐈𝐍𝐕𝐄𝐍𝐓™ 𝐌𝐞𝐭𝐡𝐨𝐝𝐨𝐥𝐨𝐠𝐲
Through my proven REINVENT™ framework, I help leaders & organizations develop a 𝐧𝐞𝐰 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐨𝐩𝐞𝐫𝐚𝐭𝐢𝐧𝐠 𝐬𝐲𝐬𝐭𝐞𝐦 for the AI era:

•	𝐑𝐞𝐢𝐧𝐯𝐞𝐧𝐭 their leadership approach for the AI era
•.      𝐑𝐞𝐯𝐞𝐚𝐥 hidden talents and authentic voices within their team
•	𝐑𝐞𝐟𝐢𝐧𝐞 cultures that attract, develop, and retain top talent

The result? Leaders who are equipped to navigate change & teams that deliver exceptional results.

𝐏𝐫𝐨𝐠𝐫𝐚𝐦𝐬 & 𝐒𝐞𝐫𝐯𝐢𝐜𝐞𝐬
𝐑𝐄𝐈𝐍𝐕𝐄𝐍𝐓™ 𝐅𝐨𝐫 𝐒𝐮𝐜𝐜𝐞𝐬𝐬  - Executive coaching and leadership development workshops
𝐓𝐞𝐚𝐦 𝐏𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐀𝐜𝐜𝐞𝐥𝐞𝐫𝐚𝐭𝐨𝐫™ - Transform your team's performance & collaboration 
𝐋𝐢𝐟𝐞 2.0 𝐀𝐜𝐜𝐞𝐥𝐞𝐫𝐚𝐭𝐨𝐫™ - Help professionals unlock their next chapter & navigate career transitions
𝐊𝐞𝐲𝐧𝐨𝐭𝐞 𝐒𝐩𝐞𝐚𝐤𝐢𝐧𝐠- Future of Work, Leadership 5.0, Career Navigation in the AI age

𝐖𝐡𝐲 𝐖𝐨𝐫𝐤 𝐖𝐢𝐭𝐡 𝐌𝐞?
✅️ICF Professional Certified Coach & Transformative Master Coach
✅️Certified Organisation Systemic Team Coach
✅️Certified Behavioural Coach (D.I.S.C)
✅️Certified Gallup Strengths Coach
✅️ Soundwave Global Coach & Zenger Folkman Certified Coach 

𝐑𝐞𝐚𝐝𝐲 𝐭𝐨 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦 𝐘𝐨𝐮𝐫 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩?
DM me if you are ready to reinvent for success.

Adeline Tiah

𝗠𝗼𝘀𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗮𝗿𝗲 𝗽𝗿𝗼𝗺𝗼𝘁𝗲𝗱 𝗳𝗼𝗿 𝘄𝗵𝗮𝘁 𝘁𝗵𝗲𝘆 𝗰𝗮𝗻 𝗱𝗼 𝗮𝗹𝗼𝗻𝗲.

But here's the uncomfortable truth — Gallup research shows that managers account for at least 70% of the variance in team engagement. 

Yet most leadership training still focuses on individual performance.

We're developing the wrong thing.

I spent 25 years in corporate leadership across some of the region's biggest organisations. And the higher I climbed, the more I realised -  𝘮𝘺 performance mattered less and less. 

What mattered was whether my team felt safe enough to speak up, step up, and deliver without me in the room.

That's not a skills problem. It's a culture problem.

Sir Richard Harpin's framework above captures 7 tools every leader needs. 

But in my years of coaching leaders, I've seen one thing quietly undermine all of them:

𝗧𝗵𝗲 𝗮𝗯𝘀𝗲𝗻𝗰𝗲 𝗼𝗳 𝗽𝘀𝘆𝗰𝗵𝗼𝗹𝗼𝗴𝗶𝗰𝗮𝗹 𝘀𝗮𝗳𝗲𝘁𝘆.

When people don't feel safe to speak up:

• Trust erodes even when leaders have good intentions
• Conflict doesn't get resolved — it just goes underground
• Blind spots never get surfaced until it's too late
  
The tools only work when the culture allows them to.

So before you implement any framework, ask yourself one honest question:

𝘋𝘰 𝘵𝘩𝘦 𝘱𝘦𝘰𝘱𝘭𝘦 𝘰𝘯 𝘺𝘰𝘶𝘳 𝘵𝘦𝘢𝘮 𝘧𝘦𝘦𝘭 𝘴𝘢𝘧𝘦 𝘦𝘯𝘰𝘶𝘨𝘩 𝘵𝘰 𝘵𝘦𝘭𝘭 𝘺𝘰𝘶 𝘵𝘩𝘦 𝘵𝘳𝘶𝘵𝘩?

That answer will tell you more about your leadership than any performance review. 

Follow Adeline Tiah for more content on leadership & reinvention.

The best investment my former company ever made in me wasn't a bonus.
It was a systemic team coaching programme (Organisational Relationship System Coaching) in 2021.

I was comfortable then; settled into a corporate career I'd built over 25 years. 

But as I began to witness the profound impact of team coaching, I saw a new possibility for my future. 
It was this excitement that eventually led me to 𝘀𝘁𝗲𝗽 𝗮𝘄𝗮𝘆 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝗽𝗿𝗲𝗱𝗶𝗰𝘁𝗮𝗯𝗹𝗲 and pursue a path of deeper purpose.

That excitement is what eventually gave me the courage to stop playing it safe and disrupt myself in 2022.

I didn't just leave a job. I made a choice to commit to this craft.

Today, receiving my (Ontological) Team Coaching Certification from The Coach Partnership is more than just a milestone for me. It’s a commitment to mastery and to the clients I serve. 

This is only the beginning of a new journey.

In the spirit of sharing that journey, here are four lessons on why team coaching is the ultimate lever for high-performing organizations:

𝟭. 𝗧𝗵𝗲 𝘁𝗲𝗮𝗺 𝗶𝘀 𝘁𝗵𝗲 𝗰𝗹𝗶𝗲𝗻𝘁, 𝗻𝗼𝘁 𝘁𝗵𝗲 𝗶𝗻𝗱𝗶𝘃𝗶𝗱𝘂𝗮𝗹𝘀. 
• High performance isn't just about brilliant people. 
• It's about what happens in the spaces between them. 
• Coach the system, and the individuals naturally grow.

𝟮. 𝗣𝘀𝘆𝗰𝗵𝗼𝗹𝗼𝗴𝗶𝗰𝗮𝗹 𝘀𝗮𝗳𝗲𝘁𝘆 𝗶𝘀𝗻'𝘁 𝘀𝗼𝗳𝘁. 𝗜𝘁'𝘀 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗮𝗹. 
• Without it, you don't have a team - you have people showing up and holding back.
• Trust is the oxygen that makes innovation possible.
• In this new world of work, transformation needs everyone on board and that only happens when people feel safe enough to try.
  
𝟯. 𝗖𝗼𝗻𝗳𝗹𝗶𝗰𝘁 𝗶𝘀 𝗲𝗻𝗲𝗿𝗴𝘆, 𝗻𝗼𝘁 𝗮 𝗽𝗿𝗼𝗯𝗹𝗲𝗺. 
• Tension doesn't need to be avoided. It needs to be redirected.
• Most teams are sitting on unspoken conversations that are quietly costing them.
• The best breakthroughs often live just on the other side of a conversation nobody wanted to have.

𝟰. 𝗚𝗿𝗲𝗮𝘁 𝘁𝗲𝗮𝗺𝘀 𝗮𝗿𝗲 𝗯𝘂𝗶𝗹𝘁, 𝗻𝗼𝘁 𝗯𝗼𝗿𝗻.
• Chemistry doesn't just happen. It's cultivated through the right conditions and consistent practice.
• Even high-performing teams have blind spots they can't see from the inside.
• A team coach creates the space for teams to do the work that day-to-day pressure never allows.

To everyone who has walked this journey with me since 2021 - thank you.

The certification is just the starting line. 
The real work begins now. 

And if any of this resonates with you, drop a comment or reach out. I'd love the conversation.

In the meantime, subscribe to my newsletter for content on leadership, reinvention and future of work.

Subscribe on LinkedIn https://lnkd.in/gx_xK6ZW

I'm refreshing my Talent Management certification (Proficient) with Institute for Human Resource Professionals (IHRP) and it's a good reminder of how much a single learning experience can shift the way you see things.

When I first took this program in 2022 through the Korn Ferry Academy, it added a new dimension to how I thought about people and performance. 

As a business leader, I had always been close to my teams - focused on developing people, not just driving results. But this program gave me something extra: the structured frameworks and systemic lens that HR professionals are trained to use.

I began to see what sits beneath the surface - the conditions, the culture, the design of work itself  and how all of it shapes whether people can truly thrive.

That perspective deepened my practice. 
It's part of why I do the work I do today.

Learning has a way of doing that - it doesn't just add knowledge. It quietly expands how you see the world.

𝗦𝗲𝗻𝗶𝗼𝗿 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗱𝗼𝗻’𝘁 𝗻𝗲𝗲𝗱 𝗺𝗼𝗿𝗲 "𝘁𝗮𝗹𝗸." 
𝗧𝗵𝗲𝘆 𝗻𝗲𝗲𝗱 𝗯𝗲𝘁𝘁𝗲𝗿 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀.

This Saturday, I sat down for a breakfast workshop with a group of senior women leaders from PHOENIXUS 

Between the coffee and the morning sun, we tackled a quiet but pervasive problem: 𝗧𝗵𝗲 𝗴𝗮𝗽 𝗯𝗲𝘁𝘄𝗲𝗲𝗻 "𝘁𝗮𝗹𝗸𝗶𝗻𝗴" 𝗮𝗻𝗱 "𝗵𝗮𝘃𝗶𝗻𝗴 𝗮 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻."

In the "old" world of work, we could get by on unintentional talk - status updates, reactive feedback, and surface-level alignment.

But in this new era of complexity, "getting by" isn't enough. To lead through uncertainty, teams need a different quality of conversation altogether

Here is the shift we explored:

𝟭. 𝗙𝗿𝗼𝗺 "𝗨𝗻𝗶𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻𝗮𝗹 𝗧𝗮𝗹𝗸" 𝘁𝗼 "𝗠𝗲𝗮𝗻𝗶𝗻𝗴𝗳𝘂𝗹 𝗗𝗶𝗮𝗹𝗼𝗴𝘂𝗲" 
Most teams confuse activity for alignment. 
We explored how to shift from reactive, surface-level exchanges to conversations that actually move things forward where the goal isn't just to be heard, but to think better together.

The outcome: Stronger stakeholder engagement and faster buy-in, without pushing harder.

𝟮. 𝗧𝗵𝗲 𝗣𝗼𝘄𝗲𝗿 𝗼𝗳 𝗗𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁 𝗩𝗼𝗶𝗰𝗲𝘀 
When the path ahead is unclear, the loudest voice isn't always the most useful one. 
We practised how leaders can deliberately draw out the quieter voices in the room because that's often where the real insight is hiding.

The outcome: When everyone feels heard, alignment happens faster and decisions stick.

𝟯. 𝗖𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝗜𝗦 𝘁𝗵𝗲 𝗪𝗼𝗿𝗸 
We don't build great teams first and then have good conversations. 
The conversations are how the team gets built. How well people talk to each other directly shapes how fast they can adapt when things get hard.y.

The outcome: Executive presence that gets people to listen up.

This morning session was full of positive vibes and fun as everyone lean in to the conversations, reflect and apply what they learned.

We end off with another exercise where we guess each other's personality from the DISC framework. A reflective moment as we uncover blindspot (The Johari Window).

A great way to kick start the weekend with lots of learning.


#Soundwave

In a world where everything is changing faster than most organisations can keep up, culture isn't a nice-to-have. 
It's the edge.

That was the heart of our conversation this Saturday at the 4th session of the PHOENIXUS CXO Innovation Lab, which I co-facilitated alongside Soo Yee LEONG Serene Ong Shwu- Yng .

Every session raises the bar, but this one felt particularly alive  and I think it's because we stopped talking about culture in theory and started examining what it actually looks like in practice, in this new world of work.

We were fortunate to hear two distinct perspectives in the same room. 
Jillian Wood  brought a Western lens to the conversation, while Tanie Eio, IHRP-MP grounded us with an Eastern one. 

Different contexts, different experiences but a shared conviction that culture is never accidental. 
It's a choice leaders make, or don't make, every single day.

It brought real generational depth to the dialogue and embodied exactly what Co-development Action Learning (#CAL) is designed to do: draw on collective wisdom, spark generative conversation, and let real people wrestle with real challenges together. 

Thank you Helen Eber for bringing your topic to the group — and to every leader who showed up with openness and generosity today. Culture by design starts here. 

In the spirit of International Women's Day and the theme of 𝘎𝘪𝘷𝘦 𝘵𝘰 𝘎𝘢𝘪𝘯, our senior leaders invited their mentees to join us and for the first time, we had Gen X, Y and Z all in the same room. 

And we have 3 more sessions for 2026. Do join us and experience this first hand.

Here's a preview

 ** 4 April: Redesigning Work in a Post-Hierarchy World: When old Org Chart doesn't work anymore, what does?

** 1 Aug: The AI-Human Paradox: How to stay connected and productive when AI changes everything?

** 12 Sept: AI + Humans Co-creation, Not Competition: Make AI Work for you not against you

Sign up via the link here. Check out the IWD promo too.

https://lnkd.in/gwupgWnD

𝗜 𝗹𝗲𝗳𝘁 𝗮 𝟮𝟴-𝘆𝗲𝗮𝗿 𝗰𝗼𝗿𝗽𝗼𝗿𝗮𝘁𝗲 𝗰𝗮𝗿𝗲𝗲𝗿 𝘄𝗶𝘁𝗵 𝗮 𝘁𝗶𝘁𝗹𝗲, 𝗮 𝘀𝗮𝗹𝗮𝗿𝘆, 𝗮𝗻𝗱 𝗮 𝗳𝗮𝗶𝗻𝘁 𝘃𝗼𝗶𝗰𝗲 𝗼𝗳 𝘄𝗵𝗼 𝗜 𝘄𝗮𝘀 𝗯𝗲𝗰𝗼𝗺𝗶𝗻𝗴.

That voice? It took courage to follow. It took lots of experiment and discovery.

Everyone cheers the exit. Nobody warns you about what comes right after.

𝗣𝗵𝗮𝘀𝗲 𝟭: 𝗧𝗵𝗲 𝗛𝗼𝗻𝗲𝘆𝗺𝗼𝗼𝗻 → 𝗥𝗲𝗮𝗹𝗶𝘁𝘆 𝗖𝗵𝗲𝗰𝗸 
The first few months felt like freedom. No meetings. No politics. 
But slowly, the silence got loud. 
Without the structure, the team, the role - I had to ask myself: 𝘸𝘩𝘰 𝘢𝘮 𝘐 𝘸𝘩𝘦𝘯 𝘵𝘩𝘦 𝘵𝘪𝘵𝘭𝘦 𝘪𝘴 𝘨𝘰𝘯𝘦? The liberation was real, but so was the disorientation.

𝗣𝗵𝗮𝘀𝗲 𝟮: 𝗧𝗵𝗲 𝗠𝗲𝘀𝘀𝘆 𝗠𝗶𝗱𝗱𝗹𝗲 This was the hardest part. I was busy. 
I said yes to everything. I filled my calendar. Experiments were important but I had difficulty saying No, without clarity of who I want to be.

𝗣𝗵𝗮𝘀𝗲 𝟯: 𝗜𝗱𝗲𝗻𝘁𝗶𝘁𝘆 𝗥𝗲-𝗼𝗿𝗶𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗟𝗮𝗻𝗱𝗶𝗻𝗴 This is where the real work happened. I had to remind myself to be grounded in values. Rooted in purpose. This is where I finally found my rhythm.

This journey made me reflect on longevity and purpose too.

We talk a lot about 𝗹𝗶𝗳𝗲𝘀𝗽𝗮𝗻 ie. how long we live. 
We're starting to talk about 𝗵𝗲𝗮𝗹𝘁𝗵𝘀𝗽𝗮𝗻 ie. how well we live physically. 
But there's a third dimension that doesn't get nearly enough airtime:

𝗝𝗼𝘆𝘀𝗽𝗮𝗻.
How many years do you actually 𝘧𝘦𝘦𝘭 𝘢𝘭𝘪𝘷𝘦 with purpose, connection, and meaning? Not just surviving. Not just staying healthy. But genuinely thriving in ways that light you up.

That's what I'm building toward. And that's how I came up with the 𝗙.𝗜.𝗦.𝗛. 𝗳𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 :

→ 𝗙𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 — Build flexible income streams. Multiple. Sustainable. So money gives you options, not anxiety. 
→ 𝗜𝗻𝘁𝗲𝗹𝗹𝗲𝗰𝘁𝘂𝗮𝗹 — Stay a perpetual student. Curiosity is a longevity strategy. 
→ 𝗦𝗼𝗰𝗶𝗮𝗹 — Go deep, not wide. Cross-generational connections. Relationships that truly nourish you. 
→ 𝗛𝗲𝗮𝗹𝘁𝗵 — Sleep. Nutrition. Movement. Your healthspan is the foundation everything else is built on.

This is a holistic approach to living well... most importantly with joy.

A long life 𝘸𝘪𝘵𝘩 joy — with people you love, work that matters, a body that carries you well, and a mind that keeps growing.

That's Life 2.0.

I put everything above into one cheat sheet — the transition phases, the mindset shift, and the F.I.S.H. framework — so you can refer back to it whenever you need a reset.

📌 𝗦𝗮𝘃𝗲 𝘁𝗵𝗶𝘀 𝗽𝗼𝘀𝘁 so you can come back to it. 
📥  Drop "LIFE 2.0" in the comments and I'll send you an ebook with questions to guide you as you Reinvent for Your Next Chapter. It is free! 

💬 And tell me — which phase resonates most with where you are right now?


𝘐𝘯𝘧𝘰𝘨𝘳𝘢𝘱𝘩𝘪𝘤𝘴 𝘢𝘥𝘢𝘱𝘵𝘦𝘥 𝘧𝘳𝘰𝘮 𝘮𝘺 𝘣𝘰𝘰𝘬 "𝘙𝘦𝘪𝘯𝘷𝘦𝘯𝘵: 𝘕𝘢𝘷𝘪𝘨𝘢𝘵𝘪𝘯𝘨 𝘓𝘪𝘧𝘦 𝘛𝘳𝘢𝘯𝘴𝘪𝘵𝘪𝘰𝘯𝘴 (𝘓𝘪𝘧𝘦 2.0)"

Most of us spent years learning how to 𝘦𝘢𝘳𝘯 money.

Nobody taught us how to 𝘴𝘱𝘦𝘯𝘥 it well.

That's what Morgan Housel, author of the wildly popular "𝘗𝘴𝘺𝘤𝘩𝘰𝘭𝘰𝘨𝘺 𝘰𝘧 𝘔𝘰𝘯𝘦𝘺" tackles in this short, punchy read. And it hit closer to home than I expected.

Here are 3 ideas that resonated most with me

𝟭. 𝗠𝗼𝗻𝗲𝘆 𝗶𝘀 𝗮 𝘁𝗼𝗼𝗹, 𝗻𝗼𝘁 𝗮 𝘁𝗿𝗼𝗽𝗵𝘆. "𝘛𝘩𝘦𝘳𝘦 𝘢𝘳𝘦 𝘵𝘸𝘰 𝘸𝘢𝘺𝘴 𝘵𝘰 𝘶𝘴𝘦 𝘮𝘰𝘯𝘦𝘺. 𝘖𝘯𝘦 𝘪𝘴 𝘢𝘴 𝘢 𝘵𝘰𝘰𝘭 𝘵𝘰 𝘭𝘪𝘷𝘦 𝘢 𝘣𝘦𝘵𝘵𝘦𝘳 𝘭𝘪𝘧𝘦. 𝘛𝘩𝘦 𝘰𝘵𝘩𝘦𝘳 𝘪𝘴 𝘢𝘴 𝘢 𝘺𝘢𝘳𝘥𝘴𝘵𝘪𝘤𝘬 𝘰𝘧 𝘴𝘵𝘢𝘵𝘶𝘴 𝘵𝘰 𝘮𝘦𝘢𝘴𝘶𝘳𝘦 𝘺𝘰𝘶𝘳𝘴𝘦𝘭𝘧 𝘢𝘨𝘢𝘪𝘯𝘴𝘵 𝘰𝘵𝘩𝘦𝘳𝘴. 𝘔𝘢𝘯𝘺 𝘱𝘦𝘰𝘱𝘭𝘦 𝘢𝘴𝘱𝘪𝘳𝘦 𝘧𝘰𝘳 𝘵𝘩𝘦 𝘧𝘰𝘳𝘮𝘦𝘳 𝘣𝘶𝘵 𝘴𝘱𝘦𝘯𝘥 𝘵𝘩𝘦𝘪𝘳 𝘭𝘪𝘧𝘦 𝘤𝘩𝘢𝘴𝘪𝘯𝘨 𝘵𝘩𝘦 𝘭𝘢𝘵𝘵𝘦𝘳."
This one stung a little. How much of what we buy is genuinely for us; and how much is for an audience?

𝟮. 𝗧𝗵𝗲 𝘀𝘁𝗮𝘁𝘂𝘀 𝗴𝗮𝗺𝗲 𝗵𝗮𝘀 𝗻𝗼 𝗳𝗶𝗻𝗶𝘀𝗵 𝗹𝗶𝗻𝗲. Housel is blunt: spending to impress others is expensive and ultimately disappointing. Social media has made everyone your neighbour and comparison an Olympic sport. The fastest way to feel poor? Keep measuring yourself against strangers online.

"𝘛𝘩𝘦 𝘮𝘰𝘴𝘵 𝘷𝘢𝘭𝘶𝘢𝘣𝘭𝘦 𝘧𝘪𝘯𝘢𝘯𝘤𝘪𝘢𝘭 𝘢𝘴𝘴𝘦𝘵 𝘪𝘴 𝘯𝘰𝘵 𝘯𝘦𝘦𝘥𝘪𝘯𝘨 𝘵𝘰 𝘪𝘮𝘱𝘳𝘦𝘴𝘴 𝘢𝘯𝘺𝘰𝘯𝘦."

𝟯. 𝗠𝗶𝗻𝗶𝗺𝗶𝘀𝗲 𝗿𝗲𝗴𝗿𝗲𝘁, 𝗻𝗼𝘁 𝘀𝗽𝗲𝗻𝗱𝗶𝗻𝗴. The real question isn't "should I spend?" -  it's "what will I wish I'd done when I look back?"

Sometimes that's a trip while your health is good. A dinner that costs more than it should. Time with people you love.

"𝘕𝘰 𝘰𝘯𝘦 𝘪𝘴 𝘨𝘰𝘪𝘯𝘨 𝘵𝘰 𝘨𝘪𝘷𝘦 𝘺𝘰𝘶 𝘢 𝘱𝘳𝘪𝘻𝘦 𝘧𝘰𝘳 𝘢𝘨𝘪𝘯𝘨 𝘸𝘪𝘵𝘩 𝘵𝘩𝘦 𝘩𝘪𝘨𝘩𝘦𝘴𝘵 𝘢𝘤𝘤𝘰𝘶𝘯𝘵 𝘣𝘢𝘭𝘢𝘯𝘤𝘦."

This isn't a book about spreadsheets. It's a book about self-awareness; understanding why we spend the way we do, and whether it's actually building the life we want.

Two moments from my own life stuck with me as I read this.

I once drove a BMW. It gave me a certain feeling. I felt the sheer pleasure of driving a luxurious car with high performance (actually there are similar features in cars of other made). A few years later, that feeling was completely gone. The car was just a car. All I need is a car that gets me from point A to point B safely. Today I still take the BMW (Bus, MRT & Walk) - a healthier option.

Then Covid-19 helped me discovered that what I truly value isn't 𝘵𝘩𝘪𝘯𝘨𝘴.  It's experiences, memories, and the freedom to choose how I spend my time.

That's when I decided to I leave a 25-year corporate career to pursue something I enjoy and the autonomy to do what I want and how I want it.

𝘛𝘩𝘢𝘵'𝘴 the richer life Housel is talking about.

For anyone navigating a career transition, or quietly asking what 𝘦𝘯𝘰𝘶𝘨𝘩 really looks like -  this one is worth your time.

This is one of my favorite read! 📚

𝘏𝘢𝘷𝘦 𝘺𝘰𝘶 𝘳𝘦𝘢𝘥 𝘪𝘵? 𝘞𝘩𝘢𝘵 𝘭𝘢𝘯𝘥𝘦𝘥 𝘧𝘰𝘳 𝘺𝘰𝘶?

Silent meetings in Asia aren't agreement. 
They're a warning sign.

Most C-suite leaders I work with apply Western psychological safety models to their Asian teams and wonder why nothing shifts.

The problem isn't the people.
It's the framework.

In high power-distance cultures across Singapore, Malaysia, Japan, and China -  speaking up publicly carries real social risk. 
Hierarchy is respected. 
Face is protected. 
Disagreement doesn't disappear. It just goes underground.

And that's where the business cost hides:
→ Innovation that never surfaces 
→ Talent that quietly exits 
→ Change initiatives that stall not because of strategy, but because people don't feel safe enough to engage 
→ Risk warnings that never reach the boardroom

Psychological safety in Asia isn't about flattening hierarchy.
It's about creating safe channels within it. 
I have been there.

What actually works: 
✅ 1:1s before group decisions: private space before public commitment
✅ Leaders sharing mistakes first: vulnerability from the top signals safety for everyone 
✅ Structured feedback channels: normalise input without requiring confrontation 
✅ Framing disagreement as collective problem-solving, not personal challenge

The leaders who get this nuance will unlock team performance that others can't.

In a world reshaped by AI and disruption;  psychological safety isn't a soft skill. It's your competitive advantage.

I wrote a deeper piece on this — East vs West, the business data, and what to do Monday morning.

Check out my latest newsletter 👇
What's one thing you've seen work  or fail when building psychological safety in Asian teams? 

I'd love to hear your experience.

Follow Adeline Tiah for more content on leadership, future of work and reinvention.

I've sat in both rooms. The high-energy Western-style town hall where the CEO invites challenge and someone in the third row actually does and is cele

Open article: Why Psychological Safety Looks Different in Asia — And Why It Matters More Than Ever for C-Suite Leaders by Adeline Tiah • 5 min read

Why Psychological Safety Looks Different in Asia — And Why It Matters More Than Ever for C-Suite Leaders

I am speaking again!
This time at the Inspiration Night.

Inspiration Night is not just another event. 
It is a community stage where change makers from all walks of life gather to share real stories, hard-earned lessons, and bold ideas on overcoming adversity, leadership, and the trends shaping our world.

This is my second time on this stage.

This time, I'm speaking on "𝗧𝗵𝗲 𝗧𝗿𝘂𝘀𝘁 𝗔𝗱𝘃𝗮𝗻𝘁𝗮𝗴𝗲 — 𝗪𝗵𝘆 𝗧𝗵𝗲 𝗕𝗲𝘀𝘁 𝗜𝗱𝗲𝗮𝘀 𝗦𝘁𝗮𝘆 𝗦𝗶𝗹𝗲𝗻𝘁" — drawing from the battle scars of 25 years in corporate life. 

From stepping into management at 26, to leading a business functions, these are the stories I wish someone had told me earlier.

If you've ever felt unheard, overlooked, or wondered why the smartest people in the room go quiet — this one's for you.

📅 𝗪𝗲𝗱𝗻𝗲𝘀𝗱𝗮𝘆, 𝟮𝟱 𝗠𝗮𝗿𝗰𝗵 𝟮𝟬𝟮𝟲 
🍽️ 𝟲:𝟯𝟬𝗽𝗺 — Dinner 
🎙️ 𝟳:𝟬𝟬𝗽𝗺 – 𝟭𝟬:𝟬𝟬𝗽𝗺 — 10 speakers take the stage 
📍 𝗬𝗠𝗖𝗔 @ 𝗢𝗻𝗲 𝗢𝗿𝗰𝗵𝗮𝗿𝗱, 𝗧𝗮𝗻 𝗖𝗵𝗶𝗻 𝗧𝘂𝗮𝗻 𝗛𝗮𝗹𝗹, 𝗟𝗲𝘃𝗲𝗹 𝟰

Use my coupon code "inspired5" for a special price

Here's the link to the tickets; https://lnkd.in/gwbV3vFX

Come for the stories.
Stay for the Connections.
Leave with a Spark that lasts.

See you there.

𝗠𝗼𝘀𝘁 𝗰𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 𝗮𝗿𝗲 𝗶𝗻𝘀𝘁𝗮𝗹𝗹𝗶𝗻𝗴 𝗔𝗜 𝗹𝗶𝗸𝗲 𝗶𝘁'𝘀 𝗮 𝘀𝗼𝗳𝘁𝘄𝗮𝗿𝗲 𝘂𝗽𝗱𝗮𝘁𝗲. 
𝗜𝘁'𝘀 𝗻𝗼𝘁. 

𝗜𝘁'𝘀 𝗮 𝗰𝘂𝗹𝘁𝘂𝗿𝗮𝗹 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻... 𝗮𝗻𝗱 𝗺𝗼𝘀𝘁 𝗰𝘂𝗹𝘁𝘂𝗿𝗲𝘀 𝗮𝗿𝗲𝗻'𝘁 𝗿𝗲𝗮𝗱𝘆 𝗳𝗼𝗿 𝘁𝗵𝗮𝘁.

Organisations are now accelerating the AI adoption - to boost productivity. 
And this leads to job reduction eventually or reduced hires.

Organisations lacks the ability to harness technology at the systems level to drive innovation.

This requires a shift in leadership mindset and culture. 
Building an entrepreneurial culture.

Most organizations have spent years rewarding people for getting it right, not for experimenting, learning, and moving fast.

So when teams are expected to behave like startups overnight, they freeze.

This is no longer business as usual. 
The leaders who will win aren't managing for predictability. 
They're building cultures where the question isn't "did we hit the target?" — it's "what did we learn, and how fast did we move?"

That means rethinking the metrics entirely. Forget output volume. 
Start asking:
• How many customer problems did your team identify and solve this quarter?
• How many experiments did they run? 
• How many ideas moved from concept to customer feedback in under 30 days?

These are the signals of a team that's built to adapt. And right now, adaptability is the only real competitive edge.

Want to go deeper on building this kind of culture? 

Check out my online masterclass series "𝗥𝗲𝗶𝗻𝘃𝗲𝗻𝘁 𝗳𝗼𝗿 (𝗢𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻) 𝗦𝘂𝗰𝗰𝗲𝘀𝘀", 𝗮𝘃𝗮𝗶𝗹𝗮𝗯𝗹𝗲 𝗼𝗻 𝗕𝗼𝗮𝗿𝗱𝗳𝗹𝘅

Use 𝗥𝗘𝗜𝗡𝗩𝗘𝗡𝗧𝟮𝟬 for the discount.

With Boardflix, you also get access to a series of content to be Board ready.

Check out the link to subscribe. 𝗵𝘁𝘁𝗽𝘀://𝗯𝗼𝗮𝗿𝗱𝗳𝗹𝗶𝘅.𝘀𝗴/Boardflix - the first on-demand e-learning platform for Board of Directors (BODs) and business leaders.

If you've been asking yourself "how do I lead differently in this AI-driven world?" - this is for you.

And if you are looking to prepare your team to lead for the future of work, do reach out to me to share more.

Follow 𝗔𝗱𝗲𝗹𝗶𝗻𝗲 𝗧𝗶𝗮𝗵 for stories on leadership, future of work and reinvention.

If I could send a letter to my 25-year-old self, it would start with one piece of advice: 𝗘𝗺𝗯𝗿𝗮𝗰𝗲 𝗱𝗶𝘀𝗰𝗼𝗺𝗳𝗼𝗿𝘁.

A recent radio interview with Joel Chua  - CNA 938 presenter,  got me reflecting on my journey: from 9 years in a "safe" telco role to the sharp edges of global banking and now the fast-moving world of fintech and AI coaching.

Looking back, the moments I felt most uncomfortable were the ones that actually accelerate my growth.

In my early career, I spent 9 years at a telco. 
I was promoted every 3 years and rotated functions. 
I knew the people, the processes, and the pitfalls.
It was comfortable. 

Then, a recruiter convinced me to join "The World’s Local Bank." - A Global Marketing Powerhouse.

I took the leap, and for the first few months, I truly struggled.
The culture was a maze. 
There were established cliques that felt impossible to break into. Navigating office politics was a "hard way" lesson I hadn’t expected. 
It was the most uncomfortable I had ever been in my professional life.
But that discomfort was the best thing that happened to me.

It taught me more about stakeholder management and cultural intelligence than any leadership workshop ever could. 
That "difficult" start gave me the tools to thrive for 15 years in banking, eventually leading me to the fast-paced world of a fintech startup and now, building an AI-driven coaching app to scale my impact.

And looking back, I had some of the best times in the banking industry, made meaningful connections, achieved several industry firsts, along the way, get up close with sporting celebrities like Tiger Woods, Phil Mickelson, Lorena Ochoa, Michelle Wie and many more on the HSBC LPGA's tours.

Every time I’ve felt "too comfortable," I’ve realized I was actually standing still.

Today, as a team coach, I bring that same business lens to the organizations I work with. 
Learning to navigate the unknown is what opens new doors.

𝗪𝗵𝗲𝗻 𝘄𝗮𝘀 𝘁𝗵𝗲 𝗹𝗮𝘀𝘁 𝘁𝗶𝗺𝗲 𝘆𝗼𝘂𝗿 𝗰𝗮𝗿𝗲𝗲𝗿 𝗺𝗮𝗱𝗲 𝘆𝗼𝘂 𝗳𝗲𝗲𝗹 𝘁𝗿𝘂𝗹𝘆 𝘂𝗻𝗰𝗼𝗺𝗳𝗼𝗿𝘁𝗮𝗯𝗹𝗲?

(𝘛𝘩𝘪𝘴 𝘪𝘴 𝘵𝘩𝘦 𝘧𝘪𝘳𝘴𝘵 𝘰𝘧 3 𝘬𝘦𝘺 𝘮𝘦𝘴𝘴𝘢𝘨𝘦𝘴 𝘧𝘳𝘰𝘮 𝘮𝘺 "𝘓𝘦𝘵𝘵𝘦𝘳 𝘵𝘰 𝘔𝘺 𝘠𝘰𝘶𝘯𝘨𝘦𝘳 𝘚𝘦𝘭𝘧." 𝘕𝘦𝘹𝘵 𝘶𝘱: 𝘞𝘩𝘺 𝘧𝘪𝘯𝘥𝘪𝘯𝘨 𝘫𝘰𝘺 𝘪𝘴 𝘢 𝘴𝘵𝘳𝘢𝘵𝘦𝘨𝘪𝘤 𝘢𝘥𝘷𝘢𝘯𝘵𝘢𝘨𝘦, 𝘯𝘰𝘵 𝘫𝘶𝘴𝘵 𝘢 𝘧𝘦𝘦𝘭𝘪𝘯𝘨.)*

For most of my career, comfort felt like success.
 
I had a job. The routine. The predictability.
 
But somewhere along the way, I realized — 𝘤𝘰𝘮𝘧𝘰𝘳𝘵 𝘸𝘢𝘴 𝘲𝘶𝘪𝘦𝘵𝘭𝘺 𝘤𝘰𝘴𝘵𝘪𝘯𝘨 𝘮𝘦 𝘮𝘺 𝘨𝘳𝘰𝘸𝘵𝘩.
 
That's been my north star ever since: 𝘄𝗵𝗲𝗻 𝗜 𝘀𝘁𝗼𝗽 𝗳𝗲𝗲𝗹𝗶𝗻𝗴 𝘂𝗻𝗰𝗼𝗺𝗳𝗼𝗿𝘁𝗮𝗯𝗹𝗲, 𝗜 𝗸𝗻𝗼𝘄 𝗜'𝘃𝗲 𝘀𝘁𝗼𝗽𝗽𝗲𝗱 𝗴𝗿𝗼𝘄𝗶𝗻𝗴.

And each time I felt that way, I will disrupt myself.
Take a career break to learn new skills
Take on a new project like publish a book
Take on a new role within the organisation or outside or even a pivot.
 
And in a world being reshaped by AI, economic shifts, and constant disruption — clinging to comfort might be the riskiest move of all.
 
Here's why getting comfortable with 𝘥𝘪𝘴𝘤𝘰𝘮𝘧𝘰𝘳𝘵 matters more than ever:
 
𝟭. 𝗖𝗼𝗺𝗳𝗼𝗿𝘁 𝗸𝗶𝗹𝗹𝘀 𝗰𝘂𝗿𝗶𝗼𝘀𝗶𝘁𝘆. When everything feels familiar, you stop asking "what if?" and that's where innovation dies.
 
𝟮. 𝗨𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻𝘁𝘆 𝗶𝘀 𝘁𝗵𝗲 𝗻𝗲𝘄 𝗻𝗼𝗿𝗺𝗮𝗹. Waiting for stability before taking a risk? That stability isn't coming. The people thriving now are those who learned to move 𝘢𝘮𝘪𝘥 uncertainty.
 
𝟯. 𝗚𝗿𝗼𝘄𝘁𝗵 𝗹𝗶𝘃𝗲𝘀 𝗮𝘁 𝘁𝗵𝗲 𝗲𝗱𝗴𝗲 𝗼𝗳 𝘆𝗼𝘂𝗿 𝗰𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝘆. Every skill I'm proud of today? I learned it when I was slightly out of my depth.
 
𝟰. 𝗬𝗼𝘂𝗿 𝗰𝗼𝗺𝗳𝗼𝗿𝘁 𝘇𝗼𝗻𝗲 𝘀𝗵𝗿𝗶𝗻𝗸𝘀 𝗶𝗳 𝘆𝗼𝘂 𝗱𝗼𝗻'𝘁 𝘀𝘁𝗿𝗲𝘁𝗰𝗵 𝗶𝘁. Staying still isn't neutral. It's actually moving backward.
 
𝟱. 𝗗𝗶𝘀𝗰𝗼𝗺𝗳𝗼𝗿𝘁 𝗯𝘂𝗶𝗹𝗱𝘀 𝘁𝗵𝗲 𝗿𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 𝘆𝗼𝘂'𝗹𝗹 𝗻𝗲𝗲𝗱 𝘁𝗼𝗺𝗼𝗿𝗿𝗼𝘄. The challenges ahead will be harder than the ones behind. Practicing discomfort now is how you prepare.

I didn't leave 28 years of corporate life because it was easy.

I left because staying had become too comfortable. 
And that scared me more than the leap.

What I didn't expect was how much richer life  and my thinking - would become on the other side.

 
What's one thing you've done recently that made you uncomfortable — and glad you did it?

Check out this article.

https://lnkd.in/gR4h6BEA

Open article: If you're too comfortable in your job, you may be taking too few risks in your career by The Straits Times • 3 min read

If you're too comfortable in your job, you may be taking too few risks in your career

Claude has become my go-to AI tool and now the Claude Cowork just take my partnership with AI to another level.

Reposting this to share with my community. The world of AI is fast evolving.

I am saving this for reference.

Claude Cowork is the most underrated tool Anthropic has shipped.

Point it at a folder, describe what you need, walk away.

Even people who use Claude well are still doing one thing manually: the actual work.

Claude does the thinking. You're still doing all the doing. 

Cowork collapses that entire loop.

It's a feature inside the Claude Desktop app that moves Claude from conversation mode into execution mode.

What it actually does:

→ Reads your documents and creates new ones
→ Builds spreadsheets with working formulas
→ Saves everything directly to your computer
→ Runs scheduled tasks in the background
→ Generates presentations in pptx format

Cowork gives you finished files.

But you need to know how to set it up properly.

Cowork sessions start fresh every time, so without context, you're re-explaining yourself on every task.

The fix is 3 small text files in your working folder. 

Cowork reads them automatically before every session. 

File 1: about-me .md — who you are, what you do, what your current priorities are, and what matters most to you right now. Your role, your team, your industry, your responsibilities.

File 2: voice-and-style .md — how you like things written and formatted. Your tone preferences, formatting rules, words you’d never use, examples of writing you like. This is the difference between output that sounds like you versus output that sounds like generic AI.

File 3: working-rules .md — your preferences for how Claude should behave. Should it ask clarifying questions before starting? Always save files in a specific format? Avoid certain approaches? This is your operating manual.

Unlike Claude's memory which captures fragments over time, context files let you design exactly what Claude knows about you.

Copy my exact templates here to properly set up Claude Cowork:
https://lnkd.in/eHvgJT3T

𝗧𝗵𝗲 𝗟𝗼𝘂𝗱𝗲𝘀𝘁 𝗦𝗼𝘂𝗻𝗱 𝗶𝗻 𝗮 𝗥𝗼𝗼𝗺 𝗶𝘀 𝗦𝗶𝗹𝗲𝗻𝗰𝗲

The scariest teams I work with aren't the ones arguing.
They are the ones who are completely silent.

In my one of my earlier post, I mentioned that every coaching journey starts with an "elephant in the room." But here’s the tricky part: usually, the elephant isn't a loud conflict.

It’s 𝗔𝗿𝘁𝗶𝗳𝗶𝗰𝗶𝗮𝗹 𝗛𝗮𝗿𝗺𝗼𝗻𝘆.

When I walk into a room to build "One Team," I’m not looking for shouting matches. I’m looking for the subtle signs if psychological safety has left the room:

𝟭. 𝗧𝗵𝗲 "𝗠𝗲𝗲𝘁𝗶𝗻𝗴 𝗔𝗳𝘁𝗲𝗿 𝘁𝗵𝗲 𝗠𝗲𝗲𝘁𝗶𝗻𝗴"
Everyone nods in the boardroom. But the 𝘳𝘦𝘢𝘭 decisions happen in the hallway, on WhatsApp, or in hushed one-on-ones immediately after. The formal meeting was just theater.

𝟮. 𝗪𝗲𝗮𝗽𝗼𝗻𝗶𝘇𝗲𝗱 𝗣𝗼𝗹𝗶𝘁𝗲𝗻𝗲𝘀𝘀
People are so afraid of offending each other (or the boss) that they withhold the truth. They value being "nice" over being effective. Innovation dies in the "nice" zone.

𝟯. 𝗧𝗵𝗲 𝗟𝗲𝗮𝗱𝗲𝗿 𝗦𝗽𝗲𝗮𝗸𝘀 𝗙𝗶𝗿𝘀𝘁 (𝗮𝗻𝗱 𝗟𝗮𝘀𝘁)
If the leader asks a question and everyone waits for them to answer it themselves... you don't have a team. You have an audience.

Addressing these behaviors is uncomfortable. It feels safer to just keep the peace.

But that peace is a mirage.

You have to break the artificial harmony to build real trust. 
It’s the only way to get to high performance.

𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻: Which of these three is the biggest "silent killer" in your experience?

𝗧𝗵𝗲 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 𝗶𝗻 𝗺𝗼𝘀𝘁 𝗼𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻𝘀 𝗱𝗼𝗲𝘀𝗻'𝘁 𝘀𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝗺𝗶𝗱𝗱𝗹𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁. 
𝗜𝘁 𝘀𝘁𝗮𝗿𝘁𝘀 𝗶𝗻 𝘁𝗵𝗲 𝗯𝗼𝗮𝗿𝗱𝗿𝗼𝗼𝗺.

Risk. Compliance. Financial performance. CEO evaluation. 
These have been the anchors of good governance for decades, and they still matter.

But here's what's changing: the Board's role in an AI-driven world isn't just to oversee the organisation. It's to help steer it into territory that has no map yet.
And that requires a very different kind of leadership from the top.

This is no longer business as usual. Boards that are serious about future-proofing their organisations need to start asking management different questions.

Instead of asking : "How do we minimise risk?"
Ask: "How do we take intelligent risks faster than our competitors?"

Instead of asking: "Are we hitting our numbers?"
Ask: "Are we building capabilities that will generate future numbers?"

Instead of asking "Is the strategy being executed?"
Ask: "Is the strategy learning and evolving based on market feedback?"

Want to go deeper on building this kind of culture? 

Check out my online masterclass series "𝗥𝗲𝗶𝗻𝘃𝗲𝗻𝘁 𝗳𝗼𝗿 (𝗢𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻) 𝗦𝘂𝗰𝗰𝗲𝘀𝘀", 𝗮𝘃𝗮𝗶𝗹𝗮𝗯𝗹𝗲 𝗼𝗻 𝗕𝗼𝗮𝗿𝗱𝗳𝗹𝘅

Use 𝗥𝗘𝗜𝗡𝗩𝗘𝗡𝗧𝟮𝟬 for the discount.

With Boardflix, you also get access to a series of content to be Board ready.

Check out the link to subscribe. 𝗵𝘁𝘁𝗽𝘀://𝗯𝗼𝗮𝗿𝗱𝗳𝗹𝗶𝘅.𝘀𝗴/Boardflix - the first on-demand e-learning platform for Board of Directors (BODs) and business leaders.

If you've been asking yourself "how do I lead differently in this AI-driven world?" - this is for you.

And if you are looking to prepare your team to lead for the future of work, do reach out to me to share more.

Follow 𝗔𝗱𝗲𝗹𝗶𝗻𝗲 𝗧𝗶𝗮𝗵 for stories on leadership, future of work and reinvention.

This post totally resonated with me.

I have spent the last 9 years honing my skills and coaching inhouse in organisations where performance coaching is tied to organisational goals.

Every year, I invested four to five figure to sharpen my saw and continue to work towards my MCC. 

And I have invested in building my coaching AI app (Coach Addy. AI) - trained on content from my book (Reinvent 4.0 and Life Transitions) and the frameworks I am certified on.

This is to support clients who needed a sounding board without paying) to scale my impact and freeing up my time to focus on working with the senior leaders in organisations.

And today 70% of my work is referred by past clients or people I know.

And to quote Rachel Turner 

"TAKEAWAY

If you're a founder looking for a coach, ask for references from other founders. 

Ask what supervision they have and what happens when they're out of their depth. If the answer is vague, keep looking. 

The good ones will welcome the scrutiny. 

The others will tell you that coaching is "about the relationship, not the credentials." 

Run."

Founder @ VC Talent Lab | Coaching & Leadership Development for Scale-Up Founders and Their Teams | Trusted by 2,000+ founders backed by Y Combinator, Accel, Atomico, BlackRock, and 30+ leading VC funds

I know this will make me unpopular with my own industry but I think the coaching world has a massive accountability problem and we need to talk about it:

There is no barrier to entry worth mentioning. 

Someone can do a weekend course, print a certificate, call themselves an executive coach, and start charging founders £500 an hour on Monday. It doesn't matter if they have no clinical training, no business experience, no supervision, and no ongoing development requirements.

Try that in therapy or medicine or law and you'd be shut down in a week.

But in coaching, we've built an industry where the credentials are optional, the outcomes are unmeasured, and the bar for entry is essentially "I read Brené Brown and I'm a good listener."

I say this as someone who's spent 20 years building a coaching practice. 

I've invested heavily in training, supervision, and professional development because the work demands it. 

When a founder sits across from me in genuine distress, navigating a co-founder breakdown or a potential company collapse, the stakes are real and the consequences of bad advice are real. 

The idea that anyone with a certificate and a LinkedIn headline can do this work safely is terrifying.

The founders I see who've been burned by coaching (and there are a LOT of them) weren't failed by the concept. They were failed by practitioners who didn't have the skills, the experience, or the self-awareness to work in this space. 

And the industry's response is always the same: 

"Well, not all coaches..." as if the existence of good coaches somehow excuses the complete absence of quality control.

We need standards, accountability, and to stop pretending that the market will sort this out, because the market is full of founders who can't tell the difference between a skilled practitioner and a confident one until it's too late.

TAKEAWAY

If you're a founder looking for a coach, ask for references from other founders. 

Ask what supervision they have and what happens when they're out of their depth. If the answer is vague, keep looking. 

The good ones will welcome the scrutiny. 

The others will tell you that coaching is "about the relationship, not the credentials." 

Run.

Cherie Tang, Speaker and ICF Certified (ACC)

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Ei-Ling Tan, Ph.D.

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