Tag: Interviews

Performance is the metric that we are judged upon daily. Employees at Meta were told last month that more job cuts were incoming. “I’ve decided to raise the bar on performance management and move out low-performers faster,” CEO Mark Zuckerberg said. But what defines performance and does potential come into it at all? 

With companies making dramatic changes, the focus is on what employees can deliver in the here and now. Tough decisions are being made and people are scared. Because of this, employee growth is stymied. Employees don’t have a growth mindset as they are in fight or flight mode; and the C-suites of these companies don’t have one, either, as they are furiously changing their roadmaps. 

Growth should be sustainable

I would argue that growth should be sustainable. Mass hiring then mass redundancies aren’t healthy for anyone. Instead, hire people and emphasise to them that their role will change over time as the world around them evolves. Give employees a growth mindset – and by that I mean, the tools to develop and learn constantly; and to maintain their relevance as technology and world events transform every industry. As Till Leopold, Head of Work, Wages and Job Creation at the World Economic Forum said: “Trends such as generative AI and rapid technological shifts are upending industries and labour markets, creating both unprecedented opportunities and profound risks. The time is now for businesses and governments to work together, invest in skills and build an equitable and resilient global workforce.”

Future proofing

Having a growth mindset yourself – and helping foster it in others – supports this. Psychologist Carol Dweck said in her now legendary TED Talk on growth mindset: “People with a fixed mindset believe that their talents and abilities are fixed traits” while “people with a growth mindset believe that their abilities can be developed through hard work, good strategies, and mentoring.”

For me, it’s central to everything that I do and I have committed to life-long learning. Every single year, I do some type of executive training and in some cases, I redo them because I want to see how the thinking has evolved since the last time I did it. 

“Thinking does evolve – not just because of technological or political shifts – but because we are discovering more every month about how our minds work.” 

We know our brains are not fixed and can be changed. Before the age of 25 years old, our brain can rewire just by passive exposure to information. After that age, you have to actively pursue new information or carry out new activities to change your neural pathways. It’s a conscious choice. But why wouldn’t you? 

Co-creating

When I work with a team, I see the impact profoundly. During a client project recently, we were about to hit a critical point. I was focussed on creating and delivering value, but there was an amazing moment when my own insights lead the client towards their own – and totally unique – solution. This means that my growth mindset has encouraged the same in them. You end up as co-creators instead of just plugging away with a static approach. 

“The moment when you all land upon an idea that you hadn’t thought about before is magic.” 

No one has all of the answers, after all. Instead, be curious, be willing to ask questions and hone the ability to learn and change. As Albert Einstein is quoted as saying: “The measure of intelligence is the ability to change”. If you haven’t read it, look up Matthew Sayed’s book, Bounce, which is brilliant on this. 

With a growth mindset comes resilience, which feels pretty essential right now as the world of work changes at breakneck pace. Learn how to develop your growth mindset in times of calm so that when life throws a curveball your way, you have the knowledge and tools to deal with it. This is a way not just to cope, but to come through times of adversity stronger. Yes, growth mindset can be a buzzword.  And yes, it’s a topic that might well get some eye rolls when you talk about it. And yet, when the stakes are high, having a growth mindset will get you through – and you will be stronger than before. 

Have you ever been in a situation at work when you feel you’re not being listened to? Do you ever feel that there is no attempt at empathy in your team? Does it sometimes seem that success is at all costs? EQ (emotional quotient or intelligence) is a seriously undervalued attribute, in my opinion, even after years of being talked about. 

There seemed to be a change when employers started to finally realise that EQ is as valid an attribute as a degree from a lauded university. In the World Economic Forum’s Future of Work report for this year, analytical thinking was the top core skill for employers, with seven out of 10 companies considering it as essential. But resilience, flexibility, agility, and self-awareness ranked close behind and these are all attributes of EQ. 

Balancing act 

Empathy and active listening didn’t make it into the top ten, but they still received recognition. As the report’s authors state: “Skills that reflect the important role of technical proficiency, strong interpersonal abilities, emotional intelligence, and a commitment to continuous learning demonstrate respondents’ expectation that workers must balance hard and soft skills to thrive in today’s work environments.”

Yet, we are also seeing pushback – particularly in the tech world – where, as Forbes writes, “competition, dominance, and aggressive growth” have traditionally been “the backbone of success”.

EQ = adaptability

For a while, some of the big names in this space were obviously trying to rehaul their image and work on their EQ – something that some people find frustratingly hard. Not everyone has intrinsic EQ. I am a middle child of eleven siblings, so I learnt quickly how to negotiate and that you need to deal with a variety of personalities differently. My moves across three continents – for both personal and professional reasons – have shaped my perspective. I am attuned to culturally embedded work practices and traits, and my EQ has enabled me to adapt. 

“I am a middle child of eleven siblings; I learnt quickly that you need to deal with a variety of personalities differently.”

But the value of EQ seems to be being dialled back now. Morale is plummeting at companies where employees feel dictated to; unheard and unappreciated. They might still get the results, but staff turnover can reflect the lack of emotional intelligence from management. 

Intellect meets humanity

How do I know? I’ve seen it. EQ for me is a bridge between intellect and humanity. Yes, we need hard skills, but we also need to be able to do business, relate with, inspire and manage people. Let’s talk about this in the context of mergers and acquisitions. I have been in plenty of situations where we are combining two very different business entities. They might have different focuses, cultures or even languages. In this situation, emotions run high. I have learnt that to create the highest functioning teams, you are not looking necessarily for the smartest people – but must find the right balance between IQ and EQ. Both are equally important. 

“EQ for me is a bridge between intellect and humanity.”

I was brought on board to help wrap up a startup that had failed. Yes, I had lost money as an investor; but the founder had lost everything. To me, this wasn’t just a financial transaction – it was about understanding a person navigating a deeply challenging transition. Recognising their emotions and needs was essential to truly supporting them. 

Seeing things differently

People come to me with different mindsets – some are serious and focused, with a clear vision of what they want to achieve. Others are less certain and need more guidance. Everyone operates differently, and EQ allows you to recognise this and adapt your approach accordingly.  

But it’s not just about getting them to understand my perspective – it’s about meeting them where they are, assuming good intentions, and helping them navigate their own path. Practising the principle of charity means interpreting their words and actions in the best possible light, fostering a conversation built on trust and mutual respect.

“EQ is about self-reflection.”

EQ is also about self-reflection. You need to look at how you are behaving in your business interactions and be able to see when your approach isn’t working. Are you asking the right questions? Are you listening hard to the answers? Are you accepting feedback? For me, this is a constant exercise. You can’t work well with someone, let alone inspire them if they feel there is no emotional connection. If you lack empathy, the first crucial step is recognising it – only then can you begin to develop it. After years of navigating high-stakes, emotionally charged situations, I can say with certainty: it is impossible to lead sustainably without some level of EQ. 

Relationships in the business world can be pretty transactional. You want something from someone, and they want something in return. Quid pro quo. This means that connections can remain surface-level. I’ve seen this at play between investors and founders, but also within organisations. Many don’t understand how to be a connector; one that fosters the growth of meaningful relationships. 

Here’s something curious, a bit controversial and seemingly counter-intuitive. The headline has somewhat stolen the punchline. But I’ve learnt that the most powerful connectors understand when the right moment is to step back. You don’t need to remain in the thick of it. You don’t need to hand hold people beyond a certain point. And you don’t need to overstay your welcome. You need to put your ego aside, learn to trust in the ability of others – and have the confidence to walk away. 

Let me delve into this a bit more…

Beyond the shallows

Teams seem to work in siloes. As Nectar HR found, a mere 1.13% say that they have the chance for annual cross-departmental bonding. Interactions can therefore be stilted and sometimes even damaging. Research from the online learning platform, Econsultancy, revealed that 40% of employees feel colleagues in other departments don’t support them because they have their own agendas. Despite this, the Nectar HR survey also showed that employees are craving deeper connections. More than two-thirds of respondents said that they wanted to go beyond shallow interactions with their co-workers.

In my experience as a management consultant, advisor to the C-Suite, and investor, deeper connections unlock long-term value. But for this to happen, trust is essential. It plays a crucial role. According to a report by the Workforce Institute at UKG, 74% of employees would prefer to work for a trustworthy employer and 68% felt that low trust was detrimental to their daily effort and productivity.

“Deeper connections unlock long-term value.”

To build trust, there must be intimacy, proven credibility, and a genuine sense of motivation – recognising that few actions are truly altruistic, but we should strive for selflessness whenever possible. I need to be able to look a founder in the eyes and believe that they can execute the vision that they have shared. While they need to feel that I understand their strengths, weaknesses, hopes and fears so that I can support them. There shouldn’t be any ego in the interaction. 

The power of togetherness

The simple truth is that if only you – or the other party – benefits, the connection becomes transactional. Instead, the focus should be on collaborating to assess the people, ideas, opportunities, and resources at hand, ensuring mutual benefit for all involved. I’ve witnessed this in my most successful investments.

One founder came to me with a compelling plan. It was loosely sketched out but I could see the potential. I believed in the idea but I also trusted and believed in him. I could have just thrown my financial backing behind the idea. I didn’t. We worked together to create a cohort of 50 people who gave their varying talents, bringing the idea to reality. I was one of many involved. I didn’t seek out the limelight. It’s now a mid-market company. 

“There shouldn’t be any ego in the interaction.”

There are two important factors to emphasise here. Firstly, our relationship was not surface but deep, emotional and resilient. We had developed it over a period, but also both actively worked to understand each other; trust each other. Secondly, I had the initial conversation, I showed my interest but then I worked to forge connections for the founder. I thought about who would understand him and therefore help him. And who could form long-term relationships with him. 

I then stepped back and watched the magic happen. This may feel unconventional. Why would you take yourself largely out of the equation when great things are happening? I did because we had created the right network around the vision, and each person was working to their strength. I had done my part in bringing this together. Only my ego would have pushed me to seek out a further role when I wasn’t needed. I could see the long game and didn’t need the quick hit of endorphins that forcing my involvement may have given me. 

Beware quick transactional hits

This is just one example, but I’ve seen it repeatedly in the management consulting world, especially in the context of mergers and acquisitions – times that are often uncertain and destabilising. This is often when people are feeling most vulnerable and therefore really focussing on relationships that will help them. They are seeking out the transactional because they need a quick hit of support and might not feel they have anything to give in return. However, this approach doesn’t benefit them in the long run. I understand, though, that it’s a tricky situation – we all have different strengths.

“Being a connector needs to be exercised like a muscle.”

Some people are naturally empathetic, while others excel at effective communication. Growing up in a large family, I learned early on the importance of fostering relationships. I’ve always been comfortable sharing ideas and listening to others, but becoming a true connector is a skill I’ve cultivated over many years. It’s a combination of natural ability and learned behaviour – like any personality trait, it needs to be exercised like a muscle. The rewards are profound: instead of just building a network, you create trusted teams of collaborators who can achieve extraordinary results when united around a common goal. Being a connector is underrated because it’s hard. And yet, it’s also the most effective way of making an impact  

As Maya Angelou once said: “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”