Introduction. Most leaders do not decide to multitask. It develops slowly, shaped by trust, responsibility, and the unspoken expectation that you will be available, informed, and steady no matter what is happening around you. As roles expand, emails stay open because someone might need an answer. Meetings overlap because decisions need to keep moving. Messages are answered quickly because it feels respectful, professional, and efficient. For a long time, this way of working appears to make sense. You are responsive, visible, and trusted to keep momentum going. You become the person others rely on because you remain steady when pressure rises. In many organisations, that reliability is rewarded with more responsibility rather than less. Then the role changes. Not abruptly, but quietly. Decisions begin to carry more consequence. Fewer things are straightforward. The quality of judgement matters more than speed, yet the pace of the day remains exactly the same. The habits that once s...
Introduction. We talk a lot about improving weaknesses, but not nearly enough about building on strengths. When I say strengths, I do not mean skills you learned once and can repeat under pressure. I mean the qualities that give you energy and momentum. These are the parts of you that feel natural when you use them well, and they often hold the key to your best performance and your best self. I still remember sitting with my Strengthscope® results, coffee in hand, smiling as each word seemed to describe the way I naturally work. I have always been drawn to helping people understand themselves better. Becoming an accredited Strengthscope® Practitioner gave me language for what I had felt all along. Real confidence and progress begin when you understand what energises you. Strengths are not about ego. They are about energy. Once you know what fuels you, you can move through work and life with intention, rather than strain. That might sound like a small distinction, but it changes e...