BonaMente

Helping companies bring transformational ideas into Business-as-usual.
Powerful blend of Strategic HR experience, strong business acumen and passion for modern trends in people-centric Leadership and way of organizing.

Supporting business leaders and company owners on wide range of transformative journeys:
- Complex multi-dimentional change programs
- Business Performance turnaround
- Business model change
- Leadership paradigm shift
- Targeted organizational culture change
- HR transformation
- M&A integration, spin-off business transformation

Individual Entrepreneur, Business Transformation Consultant

LeanPeople

The multi-discipline expertise business service platform, dedicated to put strategies into practice. Everything a mid-size business needs to reach outstanding results:
- business and market positioning
- marketing and market intelligence
- people and culture
- organization and processes
- legal and finance
We take care of your organization in all means, so you could care of your core business.

Co-founder and Chief Transformation Officer

Electrolux

Effectively manage manufacturing, supply chain, and logistics for 20 factories, 34 warehouses, one supply chain fulfillment centre, a population of 15k, and 18 direct reports. Define and deliver major improvements for Employer Value Proposition. Address the coming needs of Industry 4.0 transformations regarding digitization and modern capabilities. Utilize leadership skills to fuel positive organizational change, experiment with the latest methods, and meet the needs of the VUCA environment. Travel 50–70%.
Key Contributions
Reached and maintained the strategic target for product delivery at continuously improving cost while growing employee engagement since 2016. The key success came from several turnaround initiatives allowing entire end-to-end Supply Chain to perform at best of capabilities:
•	Designed, implemented and continouosly growing the new leadership approach based upon trust, engagement, and realizing full team potential.
•	Accomplished several multi-year cultural change programs: Consumer-focused supply, cross-functional collaboration, talent-driven teams; new practices became the blueprint for success.
•	Realized major organizational setup changes in Quality, Supply Chain and Manufacturing; completely re-energized and transformed the teams into admirable, high-achieving and continuously improving.

HR Director Industrial Operations EMEA (from 2019 - Europe)

Fully supported all organization units located in the region (Sales & Service, Professional Equipment, Logistics, IT, Global Technology) leading an HR team of three that managed 250 staff members. Guaranteed timely turn-arounds on key projects. Streamlined the processes for leadership changes and paved the way for increased profits and growth. Built new capabilities and new culture while making the leap to drive business to the next level as an independent self-driving sales machine.
Key Contributions
•	Secured business continuity and increased HQ stakeholders’ understanding of situation.
•	Completely re-energized the team and seeded enthusiasm and self-esteem, assuring all are ready for stepping up the responsibility and taking all market opportunities
•	Ushered the company into an era of being a top player in the Russian and CIS markets.

Regional HR Director (CIS counties + Baltics)

Linde Gas

Oversaw four production facilities, two ongoing M&A projects, and an HR team of 10 that supervised 1k employees.  Developed and implemented new and improved HR policies, procedures, and processes that contributed to overall organizational success. Preserved cost basis and needed profitability after the financial crisis struck. Restructured processes, minimized hiring and training efforts, and developed key leadership teams. Oversaw large customer installation projects. Focused upon succession planning and preserving operational capabilities.
Key Contributions
•	Reached all targets and deliverables when completing two M&A projects.
•	Assured business continuity along economical crisis, delivering expected level of EBIT and ROI.
•	Successfully rolled out a critical SAP HR project.

HR Director

Samsung Electronics

CIS region was newly shaped organization in 2005, became independent and reported directly to HQ. CIS region included 8 subsidiaries: Sales, Service, and R&D functions. Population around 1.000 employees, HR team 8 people.
Main achievements:
-	Built up CIS Headquarter from scratch, including main holding function (among which HR)
-	Established all core HR processes from practically 0 levels or upgraded up to required international standard
-	Effectively installed localized Leadership team. Traditional Korean expatriates moved to "adviser" roles where needed, otherwise fully localized.
-	Reduced Employee turnover from 25% to 5%
-	Together with the Manufacturing unit completed due diligence study (people side) for the opening factory in Russia

CIS Region HR Manager

That was the project of integrating acquired PWC Consulting business into IBM. The idea was to find synergies between 2 businesses to move from Product- to Solution-based model. The population of ~100 consultants.
- Aligned all processes to IBM standard while keeping low turnover rate.  
- Consulting department got through several restructurings with overall headcount increase
- Reached project deployment ratio was 86%. 
- Re-tuned the educational system to allow consultants to use time without project for learning.

HR Manager. Business Consulting Services department (integration project)

Luxoft

My core responsibility was to build the software development team of around 200 people for the new business stream of Luxoft - dedicated software development centres for big corporate clients.
The pilot project I held was with super demainging Deutsche Bank who decided to outsource their USA and UK development centres to Luxoft.

The core responsibility was hiring initial team of ±100 people within a strict timeline of several months and expand it as per demand keeping speed, at uncompromised quality of candidates.

Along with the growth of the team, I was also involved into employee development, leadership development and team cohesion building activities.

Recruitment Manager

Unconventional Leadership Enthusiast | Creator and propagator of the "5E's of Leadership" | Empowering Leaders to Transform & Thrive in the Age of Change

With over 20 years in corporate HR, I’ve transformed underperforming teams into high achievers and turned potential into performance.

Like many managers, those I’ve helped have faced the complexities of leading teams through challenging changes and resolving deep-rooted issues.

Today, as a consultant, I elevate leaders from daily firefighting to strategic excellence, driving outstanding team results.

My Commitment. 

I empower you to:
- Elevate your teams to new heights.
- Synchronize structures, processes, capabilities, and culture.
- Unlock your team's full potential with a clear performance roadmap.
- Foster a culture of continuous improvement and learning, tailored to your needs.

Why Partner with Me?
I offer more than advice — I become your strategic partner, crafting a unique approach that fits your world. As a mentor, coach, advisor, and consultant, I provide the methods and insights to view your organization from every angle, connecting these elements into a holistic picture.

People are the core of business success and the central driver of growth. If you're ready to uncover and maximize your organization's potential, let's collaborate.

Your vision, combined with my expertise, will forge a path to outstanding team results. 
Reach out with a message or book a call (button at the top of my profile). Together, we’ll shape the future of your organization.

Mikhail Lvovskii

I remember a 7 a.m. meeting with a tired CEO.

Revenue slipped. Attrition spiked. A big bet was on the line.

We sketched the org on a whiteboard. 
Not the boxes, the work that actually moved value.

Then it clicked.

Only two seats see the whole picture: CEO and HR.

- The CEO sees customers, cash, brand, risk.
- HR sees talent, culture, org design, capacity.

Together, they see how money, people, process, and time fit. Like a single system, not a set of parts. 🧩
-> Sales sees pipeline, not burnout cycles.
-> Finance sees costs, not skill gaps.
-> Ops sees throughput, not trust.

Great leaders know this. 

The CEO sets the why and where. 
HR sets the how and who. 

Same map, different lenses.

So if you are facing change, do not fight alone.

Do not wait for a unicorn HR hire to land six months from now.

Start with an experienced sparring partner and organizational architect. 
The one who will pair with you and your current HR. 

You will build the plan, reduce the noise, ship the work. It is faster than you think, and not awfully expensive.

If you have run this duo well, what made it work?
If it failed, what was missing, clarity, trust, or time?

I am collecting real stories, wins and scars both. Drop yours below. 🤝
#Leadership #HR #Transformation

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(8) Arek Wawryszewicz | LinkedIn

li_at

Talks about #culture, #leadership, #management, #futureofwork, and #humanresources

Helping new CEOs/MDs install a leadership system in 8 weeks | From untapped potential to decisions at market speed

Every time I teach a senior team about leadership or business, I find myself starting in the same place—helping them unlearn complexity.

Funny thing is, I see the same lesson at home.

My son is seven. 
He’s curious, direct, and not weighed down by all the baggage grown-ups collect. 
This week he asked me, 
"Dad, why shouldn't I just keep saving money forever?"

Here’s the thing:
Kids see the world in straight lines. 
If they save, the number goes up. 
If they spend, it goes down. 
Simple math, simple logic, simple rules.

But somewhere along the way, as adults, we layer in a mess of stories, fears, and habits. 
Money stops being a tool and starts being a source of stress or mystery.

So when I talk to my son about money, I keep it as clear as possible. 
Money has a job: it helps you and it helps others move forward. 
When you use it well, everyone grows.

The same is true for leadership—at work or at home. 
The most powerful systems aren’t complicated. 
They’re built on clear, honest principles that actually get used.

I want my son to hold onto that simplicity—and maybe share it with others as he grows.
Maybe we overcomplicate what it means to succeed.
Maybe the next wave of creators will cut through the noise.

That’s the journey we’re starting. 
Less theory, more real talk about money, value, and impact.

Stay tuned for what comes next.

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2025 proved it: HR is a growth engine. 

What worked, and how I’ll scale it in 2026.

What 2025 taught us:
- Skills > roles for speed and mobility
- AI with guardrails = faster, better decisions
- Outcomes beat activity tracking
- Personalization lifts retention
- Finance + HR planning improves margins
- Internal gigs surface hidden talent
- Learning in the flow sticks
- Data ethics drives trust
- Flex needs clear team norms
- HR as product boosts ROI

What changed in H2 2025:
- Governed AI pilots, vendor consolidation, early ROI tracking
- More scrutiny on AI in hiring and performance
- “Office with purpose” days, fewer meetings, clearer decision rights
- Better skills inference from work and learning
- Tighter hiring gates tied to pipeline and margin

My expectations on 2026 moves to scale:
1) Institutionalize skills-based planning
2) Scale AI with governance and human-in-the-loop
3) Make outcomes the management system
4) Personalize benefits and learning at scale
5) Tie workforce plans to revenue math
6) Evolve talent marketplaces into career paths
7) Build 10-minute learning sprints into tools
8) Lock in people data ethics and audits
9) Refresh flexible work with clear team contracts
10) Run HR like a product with SLAs and NPS

Q1 2026, first 90 days:
- Map critical skills, set outcome goals
- Pick 3 governed AI use cases
- Upgrade internal talent marketplace
- Launch learning sprints for top workflows
- Stand up a people data council and pledge
- Tie hiring gates to pipeline and margin

If you want a one-page slide or a version tailored to your industry and headcount, comment PLAYBOOK or DM me.

Still mixing up "busy" with "effective" in your leadership system?

I see this all the time - especially with new CEOs and MDs stepping into fresh roles. 

The assumption is, if your team looks busy, things must be moving in the right direction.

But real progress isn't about noise or motion. 

It's about knowing which levers to pull, focusing on results that matter, and creating the kind of clarity that fuels decisive execution.

High-performing teams aren’t caught in non-stop activity. They’re intentional. Every leader in those organizations knows where to focus—and what to ignore.

If you just took on a top role, or you’re trying to get a transformation off the ground, ask yourself:
- Are you building a leadership system that prioritizes impact, or just activity?
- Are you measuring what actually drives change, or just keeping people busy?

Curious—what was the first intentional shift you made as a leader that actually moved the needle for your team? 

Let’s get real about what works. Turning execution from chaos to clarity is possible - with the right system.

Want to see how a high-performing leadership system looks in practice? Drop a comment or send me a message. Let’s talk about what would actually move the needle for your team.

Most turnarounds fail because leaders cling to old playbooks and chase surface-level wins.

Let's be honest—effective change leadership isn't about giving pep talks or fiddling with KPIs.

It's about going straight to the heart of the system and pressing reset, even when the team is beat down or wary.

Over the past three years, I’ve walked into the kind of post-crisis messes most people run from.
Places where “tradition” means inertia, and pressure comes from every angle.

Want to know what actually gets organizations out of this rut?
It’s not the fancy vision decks.
It’s not endless reorgs or another round of corporate slogans.

It’s this:
→ Unlocking energy from people who feel defeated and helping them channel it into real results.
→ Building leadership rhythms that force clarity and drive honest accountability.
→ Redesigning how a team works together, from the ground up.

Here’s what moved the needle in real life:
1. Letting people take on riskier projects - but with a safety net, not a lecture.
2. Breaking routines on purpose and rewriting the “how” every time the game changed.
3. Building empathy and flexibility into every process. Not just for show, but so teams survive the next wave.
4. Balancing urgency with patience. The best transformations keep the pressure on, but don’t burn everyone out.

I’ve seen CFOs turn skeptics into champions after getting involved in a messy ops project, just because we made it safe to try.
I’ve watched tired teams light up again, not because we set new targets, but because we let them build what mattered and own the outcome.

Here’s the catch:
-> Transformation is never about solo heroics.
-> It’s about creating a core group that’s half allies, half gentle rebels. People who hold you to the fire but never let you lose faith.

If you’re a new CEO or MD, don’t waste time counting “wins” just to show the board progress.

Instead, rip up the old rulebook.

- Get systems thinking into your leadership team.
- Let your people move from task-doers to system-builders.
- Make them obsessed with how things connect, not just what gets done.

That’s the DNA of organizations that last.

Ever wondered how to lead transformation when nobody thinks change is possible? Or when you’re surrounded by silos and old-school habits?

It’s not theory for me.
I’ve installed these systems in the toughest places.
What I’ve learned: The legacy isn’t just what you finish during your tenure.
It’s the staying power your systems give to everyone who comes next.

Ready to drive the kind of change that actually sticks?
Let’s talk.

Everyone loves to talk about “smooth turnarounds.”

But real transformation? It starts with a mess.

You roll out a new system. On paper, it’s clean, sharp, a beautiful blueprint. 
The boardroom nods. The exec team lines up. 
You hit the “go” button on Monday.

By Wednesday:
- Productivity drops.
- Frustration takes over.
- Suddenly, ops gaps you never knew existed are everywhere.

It doesn’t matter if you’re swapping software or reworking a 20-year-old org chart. 
The actual work looks ugly. 
People resist. 
Energy drips away into endless “alignment” talks and weird turf battles.

This is the part no one brags about — the chaos before clarity.

That “elegant” system? It gets battered during rollout. 
Old habits, broken trust, and missing steps bubble up fast. 
It’s almost like you took a step back.

Truth is, creating a high-performing culture has almost nothing to do with picking the right tech or copying another company’s org chart.

It’s about what happens when people feel threatened, uncertain, and overloaded:
- Do they own the chaos or hide from it?
- Will they stick with the plan after the first draft fails?
- Does the team grind through the discomfort, or does it just argue louder?

You want a culture that moves fast? 
You don’t get there by skipping the pain curve. 
You get there by walking into the storm, naming the issues, and working through them together.

Meetings, not speeches. 
Real, uncomfortable conversations. 
Admitting what isn’t working, even when it hurts.

If you want a business that really changes, don’t settle for glass-walled strategies or “instant-fix” initiatives. 
Real turnaround starts when your team faces the full blast of adaptation — not when the whiteboard is still spotless.

First comes the mess. 
Then comes less clutter, fewer excuses, and — finally — the momentum everyone wants.

So, if your “system” feels bumpy or your team is wrestling with chaos... you’re not failing. 
You’re just doing the real work.

What’s the ugliest part of a turnaround you’ve survived?

I’ve spent most of my career obsessed with one thing:
𝗺𝗮𝗸𝗶𝗻𝗴 𝗯𝗶𝗴, 𝗹𝗮𝘀𝘁𝗶𝗻𝗴 𝗰𝗵𝗮𝗻𝗴𝗲 𝗵𝗮𝗽𝗽𝗲𝗻.

The messier the challenge, the more fired up I get.

Looking back, I realize it’s always been about transformation - just in different forms.

-> First it was M&As and culture change.
-> Then leadership journeys.
-> Then came financial crises, restructuring, and the need to rebuild trust.

-> Then Covid hit - disrupting everything.
-> Business progress stalled, energy drained, and uncertainty ruled.

Then came the next wave - 𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗮𝗻𝗱 𝗔𝗜.
Suddenly, every old playbook was up for grabs.

The last four years of running my organizational transformation consultancy have been the most intense and rewarding of my life.
Each project, each turnaround, each leadership reset - a chance to rebuild something stronger.

And the wildest part?
We did it all in a world that seemed to reinvent itself every five minutes.

I’ve never been prouder - or more grateful - to have helped incredible teams thrive under pressure.

But a consultant’s mission always ends the same way:
when the team has the strength to run on its own, it’s time to step back and find the next turnaround.

Now, with 2026 around the corner and a solid pipeline forming, I’m getting ready for more - 𝗺𝗼𝗿𝗲 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻𝘀 𝘁𝗵𝗮𝘁 𝗯𝗿𝗶𝗻𝗴 𝗵𝗲𝗮𝗹𝘁𝗵, 𝗳𝗼𝗰𝘂𝘀, 𝗮𝗻𝗱 𝗿𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 𝗶𝗻𝘁𝗼 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝘀 𝘁𝗵𝗮𝘁 𝗻𝗲𝗲𝗱 𝗶𝘁 𝗺𝗼𝘀𝘁.

Let’s keep building what’s possible.
Who’s in? 💡

The future of people + work in the AI era is being built at Transform 2026 — where innovators, leaders, and changemakers come together to reimagine how work gets done.

If you’re passionate about the future of work, this is the place to be.
Ticket prices increase on Friday, October 24 — secure your spot now and save nearly 50%!

Learn more and register here: 
https://lnkd.in/dYe4tGuH

#Transform2026

When a new CEO or MD steps into the role, the clock starts ticking—fast.

One of the biggest mistakes I see? 

Leaders wait too long to install a leadership system that’s both decisive and human. Instead, they get pulled into endless firefighting or analysis paralysis. 

The truth: You don’t need 12 months to implement effective leadership systems. 
8 weeks is often enough to ignite rapid change—if you focus on clarity, accountability, and people-first practices from day one.

- What’s your approach in those first crucial weeks? 
- Are you building momentum with quick wins and candid conversations, or stuck recalibrating every detail? 

Rapid organizational turnaround isn’t magic—it’s deliberate structure, relentless feedback loops, and empowering your team to own the mission. 

I’d love to hear which tactics have turned things around fastest for you—or where leaders get stuck most often.

Most leadership "systems" aren't really systems at all. 

They're just checklists and wishful thinking.

New CEOs and MDs walk in with the best intentions. 

But too often, they inherit playbooks built for problems no one has anymore. 

The result? 
-> Lots of motion, not much progress. 
-> Teams disengage. 
-> Execution drags. 
-> Results stall.

If you want a high-performing, human-centric leadership system, you need to build it on purpose - not by accident.

Your first 8 weeks are your only runway to make real change. Not with forced optimism or top-down mandates, but with intent.

This means:
- Clear roles, so everyone knows their lane
- Radical transparency, so no one works in the dark
- Real feedback loops, not just performance reviews
- Accountability that feels fair, not forced

Most leaders skip this step. 

They shuffle org charts and hope for the best. 

But the teams that win? 

They make the system human and fast - so the right work gets done, and people actually want to show up.

If you had to rebuild your leadership system from scratch, would you stick with what you’ve got? 
Or is it time to scrap the old playbook and start fresh?

What’s one thing you’d do differently if you could start over?

Everyone talks about AI’s power to automate tasks.

But here’s what gets overlooked: AI is quietly breaking the old rules about what leadership even means.

We’re now in a world where productivity is no longer about how many people you hire—or how many hours they put in.

AI is cutting straight through the way work gets done.

Want results? You need to rethink everything:

→ 𝗩𝗶𝘀𝗶𝗼𝗻: Does your team know what the future looks like when AI is everywhere?
→ 𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲: Is your decision-making stuck in 2015, or are you building in real-time feedback loops, not quarterly reviews?
→ 𝗖𝘂𝗹𝘁𝘂𝗿𝗲: Are your leaders focused on control, or on unlocking experiments and accepting chaos as the new normal?

The biggest mistake I see from CEOs and executive teams?

They treat AI as another tech upgrade. A line item. Something "for IT to figure out."

But AI isn’t a new system. It’s a new set of rules for the entire game.

The truth: The transformation is already underway.

Some companies will wake up to find they’re suddenly irrelevant—because their culture and leadership style just can’t move as fast as the tech.

Others will realize this is their chance. Not just to optimize costs, but to build companies that work differently at the core.

The future’s not waiting. It’s happening as you read this.

How are you rewiring your leadership approach before someone else rewires your company for you?

Few months ago, I walked into a rescue mission most would call hopeless.

A residential trades company, staring down bankruptcy, 30% chance of making it four months. 

CEO looked at me and said, "We might not make it." 

I didn’t blame him for being blunt. Forty jobs on the line, and not a lot of daylight.

But here’s what we did, fast:
- Built a 13-week cashflow forecast, no fluff, just the numbers that matter. Each client transaction under focus.
- Checked with the bank, got a 3-month loan vacation. Sometimes survival is about buying time.
- Pulled management out of "margin per job" tunnel vision and got them focused on total gross profit. It’s not about being perfect on one job. It’s about making the whole system work.
- Rolled out training and best practices to boost win rates and get techs earning more per hour.

That’s week one.

What’s next?
- Pricing that matches reality, not wishful thinking.
- Improvement incentives. Money talks, but structure matters more.
- Manager incentives. If you want delivery, reward for it.
- Sales system overhaul - customers want answers now, not tomorrow. 

We’re building for same-day quotes and closes.
- Cutting fixed cost "fat". Every dollar counts when you’re in survival mode.
- Zero-based budgeting. Every cost back to zero, justify it or cut it.
- Cash collection. Commercial clients are great, but not if you’re their free banker.

The best part? 
We’re already seeing liquidity wins. 
Cash isn’t just stable, it’s growing.

Here’s the point: 
Most turnarounds don’t fail because people are dumb. 
They fail because leaders avoid hard truths or move too slow.

Want to survive? Be brutally honest. Move fast. Do the unsexy work. 
And don’t be afraid to change what “worked” in better times.

If you’re facing a turnaround, what’s one move you’d make first? 
What’s your gut reaction to a 30% survival chance?

Let’s hear it.

If you strip away the fancy language, most leadership "systems" boil down to a checklist and a prayer. 

I've watched too many new CEOs and MDs walk into the job only to inherit a playbook built for a world that doesn't exist anymore. 

They're told to "trust the process," but half the time, the process is just rearranging old problems and crossing fingers that the market won't notice.

-> Execution gets slow. 
-> Teams go quiet. 
-> Results flatline.

But real, high-performance leadership systems aren't born out of hope or recycled frameworks. 
They're put together on purpose, with people front and center.

Here's what actually works when the clock is ticking and turnaround can't wait:

- Clear roles, so everyone knows who's doing what (and why).
- Real transparency, even when it's uncomfortable.
- Fast feedback loops, where people get honest input and aren't left wondering.
- Accountability that's not just punishment—it's a culture where showing up matters, and people want to.

All in the first 8 weeks. 
No top-down edicts. 
No artificial cheerleading. 
Just focused change that puts the human part back in leadership.

If you had to start over tomorrow, would you rebuild your existing leadership system? Or is it time for something totally different?

Old playbooks don't create momentum. Precision and bold moves do.

So, what's the one thing you're doing right now that actually shifts the needle for your team?

Drop your answer or tag a leader who gets it.

If you want to turn a stuck leadership team into an engine of action, skip the icebreakers and psych quizzes.

Here’s what most new CEOs and MDs walk into: 

A room full of smart people who’ve learned to duck responsibility, delay tough calls, and nod politely while nothing really changes.

The real breakthrough? 
=> It’s not a fancy retreat. 
-> It’s not “discovering your working style.” 
-> It’s a practical, human leadership system built for speed and honesty.

Eight weeks. 

Three simple levers:

1. Decision rights get crystal clear. No more finger-pointing or endless meetings where nobody owns the call.
2. Roles and responsibilities spelled out in plain English. People know what’s theirs—and what’s not.
3. Open dialogue, every week. Direct, respectful, zero-blame check-ins. Issues get dealt with, not hidden. Rapid feedback becomes normal, not a “process.”

It’s unglamorous. 
It works.

I’ve seen teams go from cautious to bold in under two months - just by sticking to routines that encourage truth-telling and action.

Why do so many companies fall into the same trap? Because telling the truth and making calls together is WAY harder than making slides and dodging real decisions.

So here’s my question for anyone who’s been through a transformation (or watched one stall out):

Where do teams actually get stuck?
→ Is it unclear structure?
→ Mindset refusing to budge?
→ Or dropping the ball on follow-through?

What have you seen that really moved the needle? 
Drop your stories - or your battle scars - in the comments.

Last week I asked a new hire what surprised her most. 

She said, “People actually block focus time here, and leaders protect it.” 

That landed.

The future of work is not a place or a policy. It is a set of daily choices leaders and HR make, then repeat.

Here is what I commit to, and what I ask my peers to do with me:
- Hire for outcomes, not hours. Set clear goals, share the scoreboard, and remove roadblocks fast.
- Make meetings earn their spot. Shorter, fewer, with a written brief sent ahead.
- Treat flexibility like a contract. Clarity on availability, response times, and handoffs, so trust stays high.
- Design for energy, not just efficiency. Build in focus blocks, quiet weeks, and real breaks.
- Train managers like you train engineers. Coaching, feedback, conflict skills, and fair pay decisions.
- Use data to serve people, not police them. Track throughput and quality, not keystrokes.
- Promote in daylight. Share criteria, show examples, and run fair panels.
- Say the hard thing early. Psychological safety is not a poster, it is the next honest sentence.

If we want high performance, we need high care. Not perks, habits.

What is one small rule you changed that had a big effect? What would you ban in 2026, and what would you double down on?

Drop your best move or biggest miss below. I will share a summary of the top ideas next week. 💬
#FutureOfWork #Leadership #HR

Everyone’s still talking about “T-shaped” people.
But here’s the reality: the smartest teams have moved on.

Forget debating I, T, M, or V-shaped talent.

The truth? These are just labels after the fact.

What actually drives performance is talent that flexes and adapts as the business changes.

The market shifts every year - the shapes you need change, too.
So why are most leaders still trying to squeeze everyone into last year’s model?

Here’s what I see in the highest-performing teams:
- People who can move between deep focus and broad collaboration without missing a beat
- Leaders who build systems for rapid skill growth instead of static org charts
- HR that’s obsessed with potential, not just credentials

The old approach was: hire for the shape that’s trendy, then hope for the best.
The new approach is: build a system that helps people develop multiple edges, explore new disciplines, and step into what the business needs next.

If your talent development playbook still looks like a textbook from 2015, you’re already behind.
It’s not about the letter you hire for.
It’s about what those people can become when the system pushes and supports them in real time.

Who’s still hiring for T-shapes?
Who’s building shape-shifters?

Stop following trends. Start building teams that can win in any market.

People don’t stop caring because they’re lazy.

They stop caring because nobody cared when they did.

If you go around offices and listen the kitchen small talk, the following will be pretty common:
“I saved the company thousands (millions) - they thanked me with more work.”
“My idea doubled throughput - my boss took the credit.”
“They said, ‘We’ve always done it this way,’ so I stopped suggesting anything.”

These aren’t complaints.

They’re the early warning signs of organizational disillusionment.

When effort, creativity, and loyalty meet indifference, initiative doesn’t disappear - it just goes underground.

People stop thinking “How can I make this better?”
and start thinking “How can I survive this?”

Underappreciation isn’t a morale issue.
It’s a performance tax.
- Efficiency gains vanish into the noise.
- The best minds stop volunteering ideas.
- Mediocrity becomes the equilibrium.

What leaders call “a lack of ownership” is often just a lack of recognition for ownership shown before.

For any new CEO walking into a tired organization - this is the invisible barrier.
You can’t reignite performance until you fix the recognition deficit.

Every turnaround starts with people decisions.
This guide explains how to run them with speed and respect — no HR department required.
A practical framework for CEOs to restore momentum when the clock is running out.

If cash is tight and time is tighter, talent decisions define the outcome. I have used a simple approach to sort teams fast, keep momentum, and reset 

Talent Triage Without HR for a Turnaround: Who Stays, Who Goes, Who Can Grow

The transformation process normally starts with energy input....

...which leads to the production of email output. 

The kickoff is bold. 
The middle gets foggy. 
The ending quietly disappears in the noise. 

Change doesn’t die in meetings - it dies in momentum debt. 

- The small everyday delays. 
- The decisions were put off until the following week. 
- The updates that turn into presentations. 

Momentum debt grows at a faster rate than any financial obligation. 
And the only way to repay it is to restart. 

So here’s a Friday reflection:

💭 What specific areas did your team experience speed loss during this quarter?
💭 Who still has energy to fix it?
💭 What one ritual would bring it back?

The following transformation starts through this process. 
The organization needed to begin operations from scratch instead of implementing new strategies.

If you’re a new CEO or MD, beware: the first 180 days can make or break your legacy.

Too often, I see leaders waste precious weeks “listening and learning” with no clear agenda

Only to find that culture inertia and defensive mindsets have already set in. 

High-performing leadership systems aren’t built by accident; they require relentless clarity about what good looks like, the courage to challenge old norms, and an unmistakable bias for action.

My advice? 

Don’t wait for consensus to start making changes. 
- Use structured listening sessions to identify not just “what’s broken,” but who’s willing - and able - to help fix it. 
- Then build your core leadership system around those champions.

 If you focus your first 8 weeks on establishing daily rhythms of accountability, values-driven decision-making, and transparent feedback loops, everything else accelerates.

How did your 180-day journey as a new senior leader go? 
What do you wish someone had told you before stepping in? 

Let’s compare notes—there are no perfect playbooks, but so much power in sharing what *actually* works.

What's Your Story Slam

What’s Your Story Slam is Singapore’s longest-running and biggest live storytelling show, where real people share raw, unforgettable stories that inspire, engage, and connect.

What makes this different?
🎤 It’s not just a stage—it’s a platform. We give people a voice.
🔥 It’s not just storytelling—it’s storytelling that sticks. Every story is crafted, coached, and refined to make an impact.
🚀 It’s not just another event—it’s a movement. A community where leaders, professionals, and everyday people learn to own their stories.

How It Works:
✅ Storytellers pitch their idea → We shape it into something powerful.
✅ They take the stage → Delivering 5- to 6-minute stories that stay with the audience.
✅ Moments become movements → These stories don’t just entertain; they change perspectives.

Impact & Reach:
📍 5+ years of sold-out storytelling events.
🎤 100+ storytellers coached and featured.
🌍 Built a growing storytelling community in Asia.

Want to bring What’s Your Story Slam to your city or organisation?
WYSS isn’t just an event—it’s a format that works anywhere. We bring storytelling to conferences, leadership teams, and organisations worldwide. If your city, company, or community could use a stage where real stories inspire real change, let’s talk.

📩 DM me to host a WYSS in your organisation, or visit www.whatsyourstoryslam.com

Founder

WYSH - What's Your Story (huh)?

Wysh is a consultancy that uses applied theatre techniques in coaching, consulting and corporate training with teams and individuals to find and develop their stories/story strategies and create breakthroughs in communication, collaboration and agility using applied improvisation techniques. 

I coach teams and individuals in identifying their stories using various frameworks and techniques in how to frame their narrative. I consult with companies on their story strategy, creating a culture of storytelling, developing and maintaining their story banks. I also use theatre techniques and improv games to coach individuals/teams on how to deliver their stories/presentations with confidence, agility and style. 

WYSH produces What's Your Story Slam, a live storytelling competition in Singapore. The show features everyday folks to share their 5-minute personal narratives based on the show's theme on stage to a live audience.

Cartier Women's Initiative

I get to work with dynamic and inspirational female entrepreneurs in the social impact space. Together we work on their business plans on how to make their business scalable and sustainable in order to make the world a better place.

Business Coach

Latin America 

This was part social experiment, part personal challenge and part passion quest. 

Social Experiment: I decided to see if I could live in a city where I didn't know anybody or speak the language. I always wanted to learn Spanish and dance, so decided to move to Medellin at the start of my journey. 

Personal Challenge : I wanted to learn how to be comfortable with being uncomfortable so I traveled and hiked around Colombia, Peru, Argentina and Mexico. I learned Tango in Buenos Aires and volunteered as an English teacher in Medellin where I had to learn how to connect immediately with strangers. I then started challenging myself by getting over my fear of being up on stage by doing improv and storytelling. 

Passion Quest : Through this journey I would fly back and forth between the United States and South America where I discovered the world of improv and storytelling. It was during one of those moments on stage when I told a personal story for the first time that I realized this was what I was meant to do.

Living "La Vida Local" (My Sabbatical)

Standard Chartered Bank

I manage the business and provide support to the Global Head of Rates Sales in driving the performance of the business globally. Together, we develop the  story for the Global and regional Rates Sales strategy, ranging from priority accounts, growth strategy, people strategy (organizational structure) to alignment with different parts of the Bank, i.e. Trading, Coverage, Finance, Risk and other control functions

Basically , I had to wear a lot of hats to get things done.

Director, Business Planning Manager, Global Rates Sales

As Regional business manager, I support the Regional head of FM Sales in driving the performance of the financial markets business across Singapore, Malaysia, Thailand, Indonesia, Philippines, Vietnam, and Australia across all corporate and institutional client segments and products. Together, we built out the overall regional Sales strategy and draft the key initiatives and themes, and with this we are able to create the ASEAN story.

Director, Regional Business Manager, FM Sales ASEAN 

My first role out of business school in Singapore, I rotated within FM Sales and the COO office. It was my first time to work in a very international environment and in a large organization. It was a very steep learning curve and definitely put my OB learnings to good use as I learned all about soft power - how to get things done using persuasion and influence.

Associate Director, Financial Markets Sales

INSEAD

One of the most challenging and rewarding experiences to date. I completed my MBA with an amazing and driven group of global cosmopolitans. I was fortunate to receive the Asia Enterprise Scholarship. I graduated with a focus on Finance, Entrepreneurship and Organizational Behavior.

Amalgamated Investment Bancorporation

As Head of Treasury and Sales, I manage the team responsible for marketing the company's products and services, mainly fixed income outlets and investment banking products such as corporate issuances and IPO's. During my term, my team was able to exceed the target budget by 30% of assets under management. 

I also set up AIB's FX brokerage desk which provided a new revenue stream for the company. 

My team is also responsible for the treasury function in the firm. We monitor the company's fixed income investments and liquidity position.

Working in a small shop and setting up a new business within the firm, this was my first taste of being an intra-preneur.

Head of Treasury and Sales

Banco de Oro, Universal Bank, Inc.

I moved from money market sales to foreign exchange sales covering SMEs in Manila as well as business development work for accounts based in the Visayas and Mindanao region.

FX Sales

Metropolitan Bank and Trust Company

I set up the treasury sales desk in Cebu City which covered the Visayas and Mindanao region for the bank.

Money Market Dealer

Equitable PCI Bank

First job straight from university, I learned about the exciting world of treasury in the banking sector. I found my place in money market sales.

Creator & Host of What's Your Story Slam | Storyteller | Communications Coach | Applied Improvisation Facilitator

Great ideas don’t win. Great storytellers do.
I learned this the hard way.

Most professionals think that data, credentials, or titles make them persuasive.
They don’t. If your audience doesn’t feel something, they won’t remember you. And if they don’t know you, they won’t follow, promote, or buy from you.

I spent 15 years in banking, waiting for my work to speak for itself.
It didn’t.
The people who moved ahead weren’t always the smartest.
They were the ones who could communicate with clarity and conviction.

So in 2016, I left. 
No plan.
Just a one-way ticket to South America.
I learned Spanish. I danced. I took a break from ambition until I stumbled into storytelling.

In New York, I walked into an improv class. Then a storytelling show.
Then I got on stage, and everything changed. 
People leaned in. They laughed. They listened.
 
That moment taught me something I now teach others:
The ability to tell a story is the ability to own the room.

Back in Singapore, I couldn’t find a storytelling stage—so I built one.
What’s Your Story Slam (WYSS) started as a show.
It’s now a movement—one that helps leaders speak with power, presence, and purpose.

Since then, I’ve coached over 300 leaders 1:1 and trained thousands globally.

✅ Helped a founder and his team raise over US$200M by tying personal stories to their pitch
✅ Helped a senior finance leader go from under-the-radar to influencing the Group CFO—shifting from operational input to strategic impact
✅ Helped clients land board seats, TEDx talks, and career-defining promotions—by telling the right story at the right time

I’ve worked with Fortune 500s, high-growth scale-ups, and bold executives who are done playing small.
Together, we don’t just refine stories—we build influence.

Want to bring WYSS to your company or city?
It’s more than a show. It’s a platform for brave voices.
For leaders who want to inspire. For teams that need to connect.
For organisations ready to communicate with conviction.

📩 DM me to host WYSS, book a keynote, or coach your leaders.
Or visit www.whatsyourstoryslam.com

Anna Ong

You know that voice that whispers, “You should be doing something”?
Mine used to win. Every. Single. Time.

I used to think rest meant catching up on everything I’d been “meaning to do.”
Workouts. Content creation. Inbox zero.
Productive rest. Optimised downtime.

This week, I tried something different.
I decided to leave one island for another — Singapore for Bali.
A midweek escape that felt indulgent, almost guilty. Especially knowing everyone else was at work.

I did absolutely nothing that served a purpose.
Turns out, that was the purpose.

No agenda. No pressure. No pretending to “make the most of it.”

For the first time in months, I stopped measuring my worth in output.
And funny enough, I came back more energised, more creative, and—ironically—more productive.

Stillness works harder than hustle.

P.S. What would change if you gave yourself permission to be completely, unapologetically unproductive this weekend?

From Banker to Stage: I Help Leaders Command Any Room Through Storytelling + Improv | Creator, Grace Under Fire Workshop | Host, What’s Your Story Slam, Singapore’s #1 Storytelling Show

Every Deepavali, I feel the same thing — awe mixed with uncertainty.
How do you celebrate something beautiful that isn’t yours… without getting it wrong?

Case in point: I wasn’t even sure if it’s “Diwali” or “Deepavali” until I asked ChatGPT and Gemini.
(It’s “Deepavali” in Singapore, by the way.)

It reminded me of a friend’s wedding years ago — my first time wearing a sari.
One of his aunties saw me struggling, pulled me into the ladies’ room, and in five minutes turned chaos into grace.

That was my first sari lesson — taught not by YouTube, but by kindness.

Later I learned most of my Indian friends either have someone fold theirs or wear the ready-to-drape kind.
Which made me laugh — because while I may never master the pleats, I love the creativity of it.

Every fold. Every tuck. Every pleat.
It’s art. It’s expression.

Maybe that’s what celebrating across cultures is really about —
being curious instead of perfect,
and letting others guide us through kindness.

Happy Deepavali to everyone celebrating — may your homes and hearts stay bright long after the lamps fade.

P.S. What’s one tradition outside your culture that lit you up in an unexpected way?

Most of us don’t fail because we’re bad at our jobs.
We fail because we think we’re alone.

Early in my career, I was hired directly by a member of the C-suite.
It sounded like a dream until I walked into the office.

My department head greeted me with,
“If Mr X hadn’t endorsed you, you wouldn’t be here.”
That was day one.

Everyone at my level avoided me.
The managers didn’t trust me.
And I spent two years working twice as hard to be liked half as much.

When I finally quit, the treasurer—the same man who’d hired me—looked surprised.
He said, “Why didn’t you tell me you were struggling? I could’ve helped.”

That sentence gutted me.
I’d spent years wishing someone senior would back me—only to realise I’d had one all along.
I didn’t know how to see it.

Maybe I didn’t lack support.
Maybe I was blind to my champions.

That experience taught me something every professional eventually learns the hard way:
Help doesn’t just appear—you have to know how to ask for it.


The Office Survival Guide: How to Ask for Help Without Feeling the Ick

See them.
Champions rarely announce themselves.
Notice who opens doors, gives feedback, or says your name when you’re not in the room.
That’s not luck. That’s sponsorship.

Ask better.
Asking for help isn’t a weakness. It’s professionalism.
Try: “I’d love your perspective on…” instead of “Can you help me?”
Same request. Less ick.

Keep them close.
Share progress. Celebrate wins. Keep them in the loop.
You’re not reporting—you’re building trust.
That’s how allyship turns into advocacy.

You don’t always need a new mentor.
You need to notice the champion who’s already rooting for you—and let them in.

What support have you missed because you didn’t know how to look for it?

🎭 Improv Thursday: Why Presentations Fail Twice

You can feel it the moment it happens.
The air shifts.
Energy drops.

Blank faces.
Glazed eyes.
Someone’s checking their phone.

You push harder.
Add more context.
Crack a joke to win them back.

But it’s too late.
You’ve lost them twice —
once in structure,
once in delivery.

Just like in improv, timing is everything.

First loss: the story.
Too many ideas, no through-line.
Like cramming your 5-year strategy, Q3 results, and product roadmap into one 20-minute slot.
Your slides fight for attention.
Your message drowns in noise.

Second loss: the room.
You start soft.
Apologise for your slides.
Forget you hold the highest status while you speak.
This is where I used to fail completely.

I’ve been that person — boring people in the room, watching their eyes glaze over.
It’s the worst kind of silence.

I was reminded of it recently while coaching a group of startup founders getting ready for their demo day.
Brilliant ideas, but most lost the room before slide two.

Improv changed that.
It taught me to stay in the scene.
To follow one idea at a time.
To breathe before speaking.

In improv, it’s not about power.
It’s about presence.
You earn it by showing up fully present.

Great presenters don’t perform slides.
They play the scene.

What’s your go-to move when you realise you’ve lost the room?

🎲 When We Over-Plan the Magic Out

Ever been to a “creative” workshop that killed your creativity?
Slides. Timers. Objectives.
Everything structured — except the humanness that makes learning stick.

That’s why hosting #play14-singapore  this weekend feels like oxygen.
Also? Exhausting.

It’s Day 3.
Midway to the end.
And somehow, every session still feels alive.

No agenda. No keynotes. No slides.
Just circles, Post-its, and people willing to learn through play.

But here’s the part most don’t see:
Holding space takes energy.
You’re reading the room, catching every invisible thread, tending every edge.
It’s beautiful — and bone-deep tiring.

Here’s what I’m reminding myself (and any fellow space-holders out there):

🎈 1. Hosting isn’t control — it’s containment.
You don’t run the room; you hold it.
Set boundaries. Trust the group. Let magic happen.

🎲 2. The play starts before the games.
The moment people walk in, they’re asking: Is it safe to be silly?
A warm smile goes further than any facilitation technique.

🪄 3. “Yes, and” doesn’t mean yes to everything.
Say yes to the spirit — and no when you need to rest.
Rest keeps the rhythm.

💬 4. Reflection turns play into learning.
Sometimes it’s not deep.
Sometimes it’s just: I’m tired, but fulfilled.

🌍 5. The community is the content.
What makes #play14 special isn’t the games.
It’s the generosity.
People showing up curious, brave, willing to co-create.

Hosting an unconference is like jazz.
You set the rhythm. Others bring the melody.
Together, you make something that can’t be repeated — only experienced.

Halfway through, I’m reminded:
When we play, we connect deeper.
And when we rest, we come back ready to play again.

#play14 #AppliedImprov #Facilitation #LearningThroughPlay #Unconference #HoldingSpace

IMPROV THURSDAY 🎭

Ever had your mind go blank right when you needed it most?
Your boss throws a curveball.
Your client challenges your idea.
Your brain? Goes offline.

You try to fill the silence — with words, apologies, explanations —
and end up sounding scattered and unsure.

Here’s the truth no one tells you:
It’s not confidence that saves you.
It’s improv muscle.

Because improv isn’t comedy.
It’s recovery training.
It’s learning to stay in the scene when you want to run.

When your body says freeze — improv says breathe.
When your mind says abort — improv says yes, and...

Technology can predict what to say next.
Only you can stay present when everything goes sideways.

Because the leader who stays calm when things go wrong —
becomes the one everyone trusts when it matters most.

P.S.
When was the last time you had to improvise under pressure?
What did you learn about yourself in that moment?

Stop saying “I realised.”

I’ve coached hundreds of storytellers through What's Your Story Slam in Singapore.

The ones who move crowds?
 They never start with their life lesson.

Here’s the mistake every smart storyteller makes:
 They think their story is about what they learned.

But the truth is —
 Your reflection isn’t the story.
 The moment that inspired the reflection is.

When someone talks about burnout, I don’t want a summary on work–life balance.
 I want the night they cracked:

“It’s midnight. The inbox pings again. My body’s screaming to sleep, but I keep typing. Because stopping feels like failing.”

That’s the heartbeat of a story.

The storytellers who win consistently don’t start with wisdom — they build to it.
They show us their mess before they share their meaning.

Full breakdown of why “I realised” kills your story (and the simple fix that changes everything) in my latest newsletter.

What’s one story you tell that starts with the lesson instead of the moment?

If your story starts with “I realised…”, you’ve already told us the ending. That one phrase kills more stories than bad delivery ever could. I've coac

Open article: 🪞 The Reflection Trap: Why Your Lesson Isn’t the Story by Anna Ong • 3 min read

🪞 The Reflection Trap: Why Your Lesson Isn’t the Story

Ever told a story that made everyone laugh…
and then realised no one remembered it the next day?

You nailed the punchline — but missed the point.

In this week’s Behind the Slam, I break down why funny isn’t enough,
and how to make your stories stick long after the laughter fades.

Read: Funny Isn’t Enough — Why Laughter Alone Doesn’t Make a Story Stick 👇

You tell funny stories, but are they memorable? The Hidden Trap for Natural Storytellers At What’s Your Story Slam — Singapore’s live storytelling sho

Open article: 🧠 Funny Isn’t Enough: Why Laughter Alone Doesn’t Make a Story Stick by Anna Ong • 3 min read

🧠 Funny Isn’t Enough: Why Laughter Alone Doesn’t Make a Story Stick

Office Survival Guide:

You don’t need louder words.
You need sharper ones.

In every meeting, email, or pitch, people decide who you are in seconds—
long before they’ve seen your results.

These 8 swaps might look like semantics.
They’re not.
They’re branding.

Own your work without hedging.
❌ I think this might work
✅ This will work because…

Show confidence, not uncertainty.
❌ Does that make sense?
✅ What questions do you have?

Lead with solutions, not problems.
❌ I’m struggling with this
✅ I’m working through this

Replace apologies with appreciation.
❌ Sorry for the delay
✅ Thanks for your patience

Be direct, not passive.
❌ I was wondering if maybe…
✅ I recommend we…

Show expertise, not luck.
❌ I got lucky with that project
✅ That strategy paid off

Claim your ideas clearly.
❌ This is probably obvious, but…
✅ Here’s what I’m seeing

Frame requests as collaboration.
❌ Can I borrow a few minutes?
✅ Can we align on this quickly?

Because confident communication isn’t about being bold.
It’s about being intentional.

#communication #confidence

8 word swaps taht make you sound instantly more credible

Everyone wants transformation. 
Until it asks for something in return.

Someone signed up for my workshop.
Then the messages started coming in:
“I’m not sure where the venue is.”
“I get anxious about new places.”
“I want to get out of my comfort zone… but I don’t know if I can.”

I offered to jump on a quick call.
Answer questions.
Help calm the nerves.

No reply.
Just one message later:
“I’d like a refund.”

So I gave it.

And it reminded me of something important:
Readiness isn’t about confidence.
It’s about curiosity.

The people who get the most out of my workshops aren’t the ones who feel ready —
They’re the ones who feel uncertain but stay engaged.
Who ask questions instead of backing away.
Who show up scared but committed.

There’s a difference between growing pains and growing away.

I only want people in the room who choose to lean in —
Not because they’re fearless,
But because they’re curious about what’s on the other side of fear.

P.S. When was the last time your curiosity was stronger than your comfort zone?

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