Palpable Mediocrity Uzair Hassan Ceo 3h Solutions Dubai

Success is overrated. Mediocrity, on the other hand, is underrated.
Mediocrity, is palpable. It’s all around us and its prevalent in every aspect of our lives. Most people are living in mediocrity and only the top few percent make it beyond that.

So, let’s start by understanding what mediocrity is. The official definition is as follows: “A mediocre is someone whom you cannot at any time speak of, as being great, poor or average.” So, you’re above average, not poor and surely part of the majority. A whopping majority at that. Most people tend to jive their lives in the yellow area.

omparative studies may suggest that success is achieved by moving out of mediocrity towards the high end top 20%. But success is what you make of it. “What holds us back is the picture in our minds, of what life should be like”. I truly believe in this and its profound


impact on our happiness. If your image of a perfect life is white picket fences, a dog, a high paying job and owning a private jet, then you will end up spending your entire life trying to achieve it. And, that may actually not be what would make you happy.

Let me be clear. By no means am I pushing mediocrity, or selling its potential as the place to be. It’s just not as bad as it’s made out to be. Sure, push harder, try to excel, make the sacrifices, pay the dues. But, as life plods into its latter years, one begins to realize that the roads paved with gold are not meant for the sizeable majority (80%) of people.

Maybe you merit more? Meritocracy has its own flaws, specifically the judgement of that merit and how it is meted out. So, if you feel you merit more than mediocrity, keep in mind that maybe you actually deserve more, but, the system simply did not process the merits according to the way it ought to have.

It may sound paradoxical, but, achieving more or being happy with what you currently have, do not have to collide.

The moniker of success is an uneasy one and it’s not there to stay. If happiness is what one is after, and already has it, then what’s the fuss. I am reminded of the story where a businessman is crossing through a small town and sees a man sitting on the pier fishing. He asks the man how many fish he catches every day. The fisherman replies enough to feed my family. The businessman says have you thought about getting a boat, because you would catch more if you were a little further out to sea rather than at the pier. The fisherman replies “why”? he says because then you could sell more and expand your network and business and hire more people and open offices for export. The fisherman again asked “Why”? Well then you could earn a lot more money and reach a stage where you could relax and go fishing without any worries. To which the fisherman replied, but that’s what I am doing.

The journey of our lives, the singular opportunity we are given, does not have to be spent in pursuing dreams that don’t match. One must look at the bigger picture and if they are happy, in their current state, the Now, then they have achieved more than the people spending entire lives trying to but not attaining their view of success.

We must break out of our comfort zones, push the envelope, stretch the boundaries of what is possible & shed our self-inflicted limits. That said, at the end of the day, we must also keep an open mind. We must revisit the paradigm of success as well as of mediocrity. In pursuit of an unachievable goal, we are pushing people into stress and unhappiness and building unrealistic expectations, creating erstwhile challenges.

Mind you, I am not selling mediocrity. Simply opening one’s mind to the possibilities of accepting it as a part of life. Maybe mediocrity’s time is now. Time to ditch the old norm and look at things differently? The world is changing around us at breakneck speed. Will you be on the right side of history?

The Growing Need to Focus on Mental Well being

by Maggie Williams

The Growing Need to Focus on Mental Wellbeing  n Covid Times in the Workplace

In these unprecedented times of Covid 19, when the whole world has been in lockdown, and society, governments and businesses have been challenged like never before, mental wellbeing is now at the forefront of many HR departments.

While wellbeing programmes are now common in company policy, there is still a long way to go for companies to take on board the need for mental health awareness and support! With companies closing by the minute, isolation through working from home, the fear of the virus, and the uncertainty of constantly changing government rules of what we all must do or not do, it’s no wonder that mental wellbeing is declining everywhere. Isn’t it time we all became aware of mental health and also how we can support those who are suffering right now?

Everyone has Mental Health!

What is Mental Health? Mental health includes our emotional, psychological and social wellbeing. It affects how we think, feel, and act, and how we handle stress, how we relate to others and make our life choices.  We all have it.

The term mental illness covers a broad range of mental health problems, which can involve changes in our emotions, behaviours and relationships with others. It’s associated with distress and problems functioning in our day-to day- lives. The great thing is that Mental Illness is treatable!

The Statistics

One in four adults experience at least one form of diagnosable mental health problem in any one year. It is a well known fact that half of all mental health problems are established by the age of 14. In England alone poor mental health has a social and economic cost of over 105 billion pounds per year. In Great Britain in 2018 there were 595, 000 cases of work related stress, depression and anxiety leading to 15.4 million working days lost. Think what is might be now in these very trying times.

Stigma and how it impacts Mental Health

One of the biggest challenge for companies who want to take mental health more seriously as part of their wellbeing strategy is to help employees overcome the stigma associated with mental health.

Stigma is one of the challenges to overcome in attempting to bring awareness and support within a company for mental wellbeing. The fear of being stigmatised often prevents employees from seeking the help they need. When the fear of stigma is in play there is a reluctance to seek professional support or to share feelings with family and friends, for fear of being, victimised, and or bullied. The mental stress involved may spiral out of control leading to a noticeable reduction in work performance.

Tips To Help Combat Stigma

  • Sharing reliable information with family and friends to improve their understanding.
  • Refrain from equating yourself with your condition
  • Join a support group to talk about stigma and relate to others
  • Organise local campaigns or get involved with national campaigns
  • Seek professional help – don’t let the fear of being ‘labelled’ with a mental illness stop you

Having a good Mental Health strategy in place in your workplace is a sure way to encourage staff to feel comfortable enough to come forward in the early stages of their anxiety. When they trust that they will not be stigmatised and they’ll get the right help and support from you, they’ll feel valued, respected,  and above all loyal to you.

Next month Implementing a great strategy in your company!

Only Time Will Tell If You REALLY Believe That Employees Come First Ron Thomas Dubai

There are only three agenda items at our executive meetings: People, sales, and profit.

In what order I asked? “That is the order,” was the response.

Everyone in the room looked on like an approving parent.

The conversation above was a Chief HR Officer for a major retailer in the region describing how his leadership extols the virtue of their workforce. They are people driven and proud of it. Their thought is that their people come first. They know, and rightly so, that they will in turn take care of their customers.

Employees first, customers second

A few years ago, Vineet Nayer penned the book, Employees First, Customer Second. His book was about this same concept.   Richard Branson recently said something similar. He does not buy into the mantra of the customer comes first. His thought is that he’s surprised more companies haven’t adopted an employee-centric management strategy.

Branson made this point:

It should go without saying, if the person who works at your company is 100 percent proud of the brand and you give them the tools to do a good job and they are treated well, they’re going to be happy.”

Branson’s formula is very simple: Happy employees equal happy customers. Similarly, an unhappy employee can ruin the brand experience for not just one, but for numerous customers.

This people-first mindset is going to be the big game changer for organizations going forward. I recently met with a client who gave me a tour of their premises. We were constantly interrupted by employees wanting to say hello to this executive. He introduced me to everyone who came near. Not only that, as he introduced me, he knew each of them by their first name.

“Why would I not know their names?”

When I brought this up later during a meeting, he kind of brushed it off and did not see it as a big deal. His remark was that “Why would I not know their names? They are my colleagues.”

That is the mark of a natural leader; they do it without effort.

Gallup recently issued a report that said that 70 percent of the engagement within an organization is determined by managers. If that is correct, those managers are the determinant of the engagement level within your organization.

The CEO I met is sending a message that to him the key competitive difference and the game plan for his organization to compete based on people. And from all indications, it is working perfectly.

The thought of “people first” scares a lot of business people today because they are very concerned with making the numbers at all cost. They do not feel comfortable with the people side and just pay lip service to the concept — and that is about it.

The “new breed” gets it

However, there is a new breed of CEO that gets it. They know, and feel, that they must take care of their important asset and connecting that to the bottom line and not the other way around.

I am a customer service watcher. When I go to a store or any type of business establishment, I take into account the level of connectivity when I ask a question or interact with a worker. I am looking to see if they are engaged with me, even for the smallest matter. I want to see the smile and see them having fun.

This past week I ran an HRBP certification class here in Dubai. For me as a facilitator, I have fun and I want all participants to have a fun time learning. One participants walked up to me afterwards and said.

I had basically given up on training because the trainers are all so boring. You really brought this material to life. We had so much fun laughing that on one of the breaks, the people in the other room, asked what type meeting was going on since they heard all the laughter.”

Do not ever become so jaded that you do not believe that it matters when you interact with people, because each of us can make a difference in the world by just striving to be a little more connected with what we do. If what you do is not allowing that to happen, well, maybe that is a sign that you are not connected to what you do.


Are your people looking forward to Sunday


My thought is that, “It is not about Sundays, it is about the job you are going to on Sunday.” The people that are looking forward to going in and giving their best are most likely going to a people-centric environment. All those wonderful perks some companies give have a minimum affect if the environment is not welcoming. It just might delay the inevitable.

So as you go into your next meeting. what is your level of discussion? Is it just the facts, or, is their interest in what your people are thinking? If it is the later, you are on your way to building and sustaining a great work environment and the facts will eventually show it.

Today as we are facing an era of uncertainty, it is paramount that we become more people centric.  You can’t be customer centric unless you drive people centricity. 

That is the new Pandemic Mindset.

Ron Thomas is CEO of Future Focus Group Dubai

July Spotlight Ron Thomas Strategy Focused Group Dubai

Tell us about your journey in the Middle East

I have been living in the ME now for approximately 5-6 years.  I left New York City where I managed Xerox HR Talent Solution for the consulting side.  Arrived in Riyadh, SA as Chief Human Resources and Administrative Officer.  From there I came to Dubai as CEO for Great Place to Work Middle East.  After completion of my contract, I started my consulting practice, Strategy Focused Group.  We now have an office in Dubai as well as Singapore.

How would you describe your business?

Our business is to provide talent solutions to organization from Leadership Development to Strategic Workforce Planning.  We offer bespoke solutions to our clients and not “off the shelf” development.  Our goal is to develop leaders.

What are the biggest challenges in the next 5 years?

We are adjusting our business model as it relates to development to an online model for the time being but gradually going back to face to face interactions later in the year.   We have developed over the years a stable of global clients that we represent here in the Middle East.

What is your Philosophy?

My philosophy is to always give and expect nothing in return.  The satisfaction of helping someone is priceless.

Ron Thomas is the Managing Director of Strategy Focused Group an international consulting firm based in Dubai and Singapore.

He is a visiting executive faculty member at the Global Human Resources Leadership Institute at Howard University School of Business in Washington, DC.  Certified @Leadership Architect by Korn Ferry.

He is also a senior faculty member of the Human Capital Institute, covering the MENA/Asia Pacific & Africa Region. Was selected as a Business Intelligence Board Member for Chief Learning Officer Magazine

Ron is the former CEO of Great Place to Work-Gulf and CHRO of Al Raha Group, based in Riyadh. He holds certifications from HCI as Global Human Capital Strategist (GHCS), Master Human Capital Strategist (MHCS), and Strategic Workforce Planner (SWP) as well as New York University

“The Seniority of Thought” Uzair Hassan 3hSolutions Group Dubai

Human beings are creatures of habit. Once a thought has been lounging around in your head for some time, it is difficult to dislodge it. Incubated over time, it becomes part of the way we approach people & situations and the way we live our lives. We start searching for news / people / social media posts etc. to cement that thought. It becomes stronger by its sheer “Seniority” and thus, new thoughts / ideas / concepts that may not support it become a sensitive, difficult and often sidelined element.

Thus, unlearning, takes on a whole new meaning. Without this, acceptance of fresh ways of looking at the same ideas is not a simple task. It does get done and for a lot of people, it is not a big deal. But for a large majority of people it is a grating feeling. It goes against the grain and the very foundations upon which the senior thoughts rest. Shaking it up would require an open mind, a thirst for improvement and a steadfast belief that change, in all its obfuscated existence, is good.

The seductive nature of the comfort levels provided by the senior thoughts is not something easily shaken.

A more granular approach provides insight into how the seniority of thought anchors all other thoughts that come after it and support it. It attracts and retains data / ideas / thoughts / concepts / peoples supporting opinions etc. into a neat blanket that cocoons the original senior thought. This buffering makes it a tough target to crack.

A second layer of complexity is the fact that we don’t even know that we are unconsciously leaning to one side. It’s like a scalpel disguised as a butter knife. It does its job without one realizing the sheer discrimination of it all. As Aristotle said “It is the mark of an educated mind to entertain a thought without accepting it”. Accepting it though, takes a little more.

The dichotomy is that although the strongest word in the arsenal of marketers is NEW, we are looking for OLD. The familiar. We crave the old, but seek out the new. This clash of sorts, is where seniority reigns supreme. We may “want” new, but “need” old. A great example is the rehash of old songs. These are new adaptations but remind us of the old days. We thrive on affinity. Our familiarity quotient is stronger than our desire for new.

Thus, we need to look at a critical timeline for these thoughts. If we do accept a thought / concept / idea, at some point in our lives, we must question its validity there and then. Its new and the acceptance levels are easily questioned. Once it is assimilated, accepted and ingrained, it is far harder to offload. We even look for supporting data, stories, experiences to ensure we are on the right track. This cements it even further, deeply embedding it.

Do we allow new thoughts to come into our sphere and breed, or do we suppress or squelch them? Our visceral leanings must be overcome with our ability to think things through.

Its about questioning, or, letting go of our Ingrained / deep rooted / embedded / established assumptions, letting in & opening oneself to new ideas and finally, keeping an open mind.

As the famous saying goes: “A mind is like a parachute. Best used when open”.

Uzair Hassan
EO 3H Solutions Group


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First,Second and Third Places AC (after corona) Ian Berry Strategic Heartistry

By Ian Berry

First place home, second place work, third place everywhere else. All have changed DC (during corona) haven’t they?

I sense more changes AC (after corona) as well as taking the good from DC (during corona) into the future.

First place Home

Many people are telling me that they have a renewed enthusiasm for family and a greater appreciation of family members. I feel that this will continue and contribute to a more peaceful world. You?

Second place Work

Will the workplace ever be as it was? I hope not. Many people have expressed to me the desire to continue to work from home. Of course this is possible for many of us. My sense is that less traffic by car, less plane travel, and less urban life would be good for people as well as the planet. You?

Third place Everywhere Else

BC (before corona) I met with my clients online and in person. Most of the in person was in coffee shops or hotels because people often wanted to get away from the office! I expect when we are allowed out this will continue.

Of course online Zoom has become the third place. I was already comfortable in the Zoom room. Now there’s more rooms because Zoom have added a great breakout facility. I have very much enjoyed my experiences using this addition to their offering.

I’m continuing to make my conversations online as human-centred as possible. No voice over slides is one way to do this. The conversation here was recorded on 3rd June 2020 with my colleague Susan Furness is a great example. Learn more about my first and third Tuesday’s and Wednesday’s online events here.

Link for video

Link for event here

My sense is more Zooming even AC (after-corona). You?

There is turmoil in many parts of the wider world at the moment. I believe this is largely about the self-centred and the self-righteous trying to hang onto a world that benefited them and not everyone else. I want to see this world end.

I cannot do anything about it directly though. What I can do is be better and wiser and more valuable in the world’s that I co-exist in both online and in person. You? When we all do this the wider world will benefit.

I wish you well in your world and the first, second and third places where you belong.

Be remarkable

Possibility Activist, Creator of Heart-leadership and Co-creator Strategic Heartistry
Helping leaders with heart to thrive AC (after-corona) without sacrificing anything at all in your personal life.
+61 418 807 898 you had your complimentary heart-leadership check-up this year?
Complimentary Sparkenation conversations every first and third Tuesday’s and Wednesday’s h July it’s the 2nd and 4th Wednesday!


June Spotlight Debbie Nicol business en motion

The person behind ‘business en motion’

With formative years spent in my native Australia, adventure was in my DNA. Some would describe it as youthful stupidity yet I always yearned to push my limits. Being at one with nature was central to all that I achieved along the journey from innocence to wisdom. From feeding the possums and kookaburras at the bus stop on the way to school, through to experiencing arctic, desert and aquatic extremes, I blazed trails that nourished the very depths of my soul, while igniting a need for more.

I couldn’t have planned my career any better than it has played out, with curiosity fueling every step of the way; it’s amazing how each career step set up the next. My first career was the teaching profession which allowed me to gain solid core employ-ability skills (organization, presentation and spatial awareness skills for group motivation) which I transferred into the business world of hospitality. That transported me into regional and international experiences where diversity presented to me so many learning opportunities to maximize and honour difference. With the resulting resourcefulness and resilience, I garnered the courage to enter the world of entrepreneurship 15 years ago and now only work with what I love; moving businesses and leaders ahead through change, offering services of learning, coaching and consultancy.

Til today, progression and performance, curiosity and challenge remain key drivers for what matters most, that being learning and change. It’s no surprize that these are central to my business success of today.

Tell us about your time in the Middle East?

My need for adventure has strengthened in direct correlation with the spectrum of cultural opportunities this vast region offers. My 25 years in the Middle East has been utterly life changing, empowering and full of surprizes providing so many insights from which I still draw today. Thankfully my curiosity prioritized a ‘first look’ of all surrounding countries in my first few years here (all except Yemen unfortunately). That provided an amazing kaleidoscope of first-time learnings – seeing mosques and churches sharing walls in Damascus, gracefully receiving the joys of Arabic hospitality in remote Jordanian village homes and experiencing nuances one may never see elsewhere. I have grown exponentially, adding an appreciation for diversity, a wonder for its virtues along with a strong sense of humility.

How would you describe the culture of ‘business en motion’?

I cannot breathe if I’m not learning, and when that learning comes through and with clients, healthy and strong professional relationships evolve. Clients of ‘business en motion’ are filtered and selected, with the first criteria aligned to open minds to learning. Our culture exists in a bubble of continuous improvement, connectivity and transparency, with hours spent on applying lessons learned.

Not only do I grow through client interactions but also my own professional development. My business investment mirrors my need for growth, thereby reflecting our cultural priority to change. Some illustrative examples include when:

  • I became a Certified Master of The Leadership Challenge to grow through its leadership practices while holding myself accountable to its leadership behaviors.
  • I became certified with the ORSC methodology, to experience the absolute joy that is embedded deep within diversity
  • I spent ten years developing a hybrid model of change called Pivot which revolves around structured curiosity and repurposing

What is your own ‘life and leadership’ philosophy?

I am a hard-core adventurist – life itself is an adventure, my business is an adventure, my every day is an adventure. I interpret life’s nudges as signposts for betterment so I commit to intuitively tapping into their life-force. I believe you must demonstrate you received the nudge, act the best you can with it and the rest will emerge. Demonstrate a commitment to learning and ‘becoming more’ – always.  Live, learn and lead in the moment. Appreciate nothing is final or finished but yet moving towards its next stage of evolution. That spirit is what powered my progress through the recent COVID-19 lockdown, a time of great development, learning and growth for me.

How does this philosophy nourish the region’s talent requirements?

Being our authentic selves allows us to show up well. When being authentic, you can display vulnerability without threat or fear, you can say ‘I don’t know, yet I’m keen to find out’ and you can work from a space of service, with shared values and open minds as a key source of power.

Today’s talent seems to have become de-programmed away from being authentic to becoming what the system demands, resulting in performance struggles and work being ‘all too hard’. Teams require trust to be reinstalled, and organizations require ownership and pride.

It’s time to reconnect. Adopt interaction priorities and purpose-driven process initiatives over disconnected, isolated activity-driven initiatives. Learn together and change together for common goals and common good. Indeed, its apt we end this interview here, as the driving force behind the birth of ‘business en motion’ all those years ago was, and still is, to reduce the amount of disconnection in the workplace.

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Visionary Leadership Gaj Ravichandran Dubai

Leadership is difficult! If it was easy, each one of us would have a clear vision of where we’re going and what needs to happen to get there. We would all have a greater awareness of our strengths and weaknesses, an ability to give up our insecurities, and a willingness to sacrifice our own convenience for the greater good.

It is this last point that I would like to focus on here – The Greater Good.

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#StayHome has been trending for many weeks across pretty much every social media platform. At the core of this campaign, the world is coming together to ask people to sacrifice their own ‘freedoms’ for the sake of our broader communities. The act of staying home is to help flatten the curve so that our health systems do not collapse under the pressure of too many patients requiring medical support, and to allow time for scientists to research vaccines and treatments.

In the 41 years of my life, this is the first time I have seen the entire planet being asked to do the same thing for the greater good. I am intrigued by why it has taken a virus, contracted from a bat in China, for the citizens of the world to come together to work towards a common goal. I am also fascinated by how both world leaders and business leaders have struggled, in some cases, to make decisions in the interest of the Greater Good. I suspect the two factors below are at play.

 A Vision with Blind Spots

Great leaders and visionaries of the past and present have held strong beliefs with one common value in mind:

  • Abraham Lincoln had to fight against systemic discrimination to abolish slavery in the U.S for the greater good.  
  • Nelson Mandela raised awareness of South Africa’s need to remove apartheid and free South Africa for the greater good.
  • Ellen Degeneres risked her own career to bring the discussion of the LGBTQI+ community to the forefront of social issues for the greater good.

A great vision starts and finishes with the greater good. However, most companies currently focus on a vision that is narrow and self-interested (i.e. being the best in the country/region/world at something). Where is the greater good in this vision? Perhaps leaders must ask how they are contributing positively to everyone and not just to a limited number of stakeholders at the risk of others? For example, should banks be able to be publicly listed to primarily focus on making money for their shareholders?

Without a vision, there cannot be clarity of direction. For instance, the world has witnessed decision-making from some Heads of State during this global crisis that is clouded by confusion and a lack of conviction. This happens because the vision is not clear and not in the interests of the Greater Good but instead benefits a small group of stakeholders.

Leadership, unfortunately, is no longer about mobilizing people behind a shared vision. Instead, storytelling seems to be the greatest currency for leaders, as the person who relays the best story to the masses in the most effective way is who many choose to follow. It is no longer about substance, but the delivery of content. 

 Leading Without Compassion

Without empathy and action, compassionate leadership is not possible. As the world has witnessed recently, compassionate leadership is what is required around the world when leading through any form of disaster or tragedy. We look to the compassionate leaders such as the Marriott International CEO, Arne Sorenson to demonstrate a connection to the industry, his employees and customers. His candid and emotional video address was honest, clear and hopeful – a true masterclass of leadership. On the contrary, the CEO’s of Harrod’s and Carnival Cruises, who demonstrated a complete lack of compassion in their leadership, left workers and bystanders feeling disconnected.

In the case of Harrods, their CEO, Michael Ward was seen to mock Coronavirus sufferers while dancing and fake coughing his way through a TikTok video with his daughter, Frankie. The video, of course, outraged many who branded his actions as insensitive or irresponsible. Had Mr. Ward acted with compassion, the video would never have been made and he perhaps would have used that time to advise his daughter on the power of using the TikTok platform and her audience for the Greater Good!

If we take anything from the ongoing COVID-19 pandemic, I believe it will be a greater understanding of how our actions can contribute positively towards the greater good. People understand that by simply staying home, they are helping to flatten the curve and making a difference to how long this plays out and how many lives are lost along the way. The action of staying at home – no matter how simple this seems – is the most powerful thing we can all do at the moment, with long-term benefits to the patient survival rate and global economy. 

What do you think? Will this pandemic experience leave us with a clearer vision and more compassion, that will benefit the greater good? Comment below – I’m interested in your opinion.

Thanks for Reading?

Co-Founder & Managing Partner, Consultant Psychologist, Leadership and Careers Specialist, Keynote Speaker

Gaj Ravichandra Reg Psych, MComm, MAICD

Executive & Team Coach

Co-Founder & Managing Partner

M: +61 415 365 210 (AUS)

M: +971 50 1047 002 (UAE)



A Survival Tale with a Developmental Twist Debbie Nicol Business en Motion

We Coronians are on the edge, and while it feels overwhelming right now, the edge is a great place to be.

Picture this. An ancient canyon carved between two very high, rugged cliffs. You are precariously positioned on the very edge of the cliff top, toes hanging over while you desperately focus on balance. You are acutely aware there are really only two choices right here, right now: do or die, sink or swim, balance or become extinct. Senses are heightened, survival mode kicks in and instinct tells you to move back to the safety of the land behind you, the plateau of comfort. Under no circumstances should you do so! 

The daunting task of moving to the edge took determination, grit and a pulsing, fearful energy.  Remaining on the edge continues to draw on courage, vulnerability and bravery. Welcome to the world of business transformation, where every moment, action and decision counts and where risk and change become the new norm. Decisions are laden with consequence and you can choose to remain ‘ready, willing and able’ – or not. 

Short term survival is the space that business occupies right now. It is undoubtedly essential for most, and while important, I suggest this is done with one eye on the future, the place we’ve already reached and where we’ll be working differently.

·     Perhaps loyalties will have changed

eg Your banking institution broke your spirt with ongoing hefty fees during tough times, breaking your desire to be loyal

·     Your support team focus may have shifted

eg Some people simply did not step up when assistance was most needed

·     Perhaps priorities will have changed, based on instinctive nudges received through the tough times

eg A rising responsibility for ethical practices infiltrate your internationally-connected business

·     Perhaps the filter that guided choices operated differently

eg A shared value for tolerance will now be introduced as you’ve seen such tangible benefit it brings

Those, and many other changes belong to your future; stay ‘on edge’ with them continuing to spotlight their value and honoring their presence.  Do not let them sink lower on your list of priorities because time takes its toll or because it’s all too hard to break relationships, tradition or existing processes.

We all are getting a great kick in the pants currently – and it’s hurting. What will you choose to do with that pain for long-term benefit?  How will your business have developed and evolved when we come out the other end? It’s imperative not to lose sight of Co-Vid19 beyond its presence, yet rather remember the purpose behind the pain it brought. Embed that purpose into your life force and business ethos while evolving a 3.0 approach to your future of business. Great lessons have been handed to us on the proverbial golden platter; don’t let its teachings be lost on you. Develop with the times and serve a resulting common good. 

Unfortunately, some can have very short memories; don’t let amnesia be the reason your business becomes a statistic in the near future.

Leading with Soul and Compassion A Conversation Gaj Ravichandran with Rohit Bassi UAE

Gaj and Rohit get together to discuss Leadership from a perspective of acting from our soul. When we connect to our soul, and our heart, we can begin to work with compassion in how we lead.

In this conversation Gaj and Rohit both heart based consultants, they discuss this topic and how it can bring feelings of discomfort to a business focussed individual. They discuss how being in the flow we are lifted into a state of non – judgment, non duality, which taps into leading with compassion and connected with your higher self. It’s the difference between being a HUMAN BEING and a human doing.

If you’d like to watch Gaj and Rohit discuss this fascinating topic and get your JIGRA going, then sign in and watch by clicking the link here:

If you missed the live event complete the form to get access to the recorded podcast

5 Ways To Build A Personal Brand That Can Boost Your Career Gaj Ravichandran

I have read a few articles about how 2020 is destined to be the year of clarity. This, of course, comes from ‘20/20 vision’ – the ability to see things more clearly and with razor-sharp focus. This idea got me thinking about workplace visibility and how something as simple as being seen can have a significant impact on your career progression. 

Throughout my coaching career, I have discovered that one of the main reasons employees are overlooked for promotions and raises is that they simply aren’t visible enough within their organization. Because self-promotion can be deeply uncomfortable, many people shy away from doing it, which results in unrecognized achievements. But as we move through 2020, I want to encourage each of you to think about how your ability to stand out from the crowd can help you get ahead in your career. Consider how you can use your unique ‘personal brand’ to your advantage this year, to get noticed by your peers, seniors and maybe even within your own industry to boost your chances of career success. 

What is personal branding?

Whether you know it or not, you already have a personal brand. It’s the reputation that you have amongst your friends, family and peers, and it’s also the way that others perceive you based on your online presence. Your personal brand is the unique combination of skills and experiences that make you, you, and what differentiates you from other professionals in your field. Whether you are a job seeker, a mid-level executive, an entrepreneur or the CEO of a billion-dollar company, you have a personal brand that needs to be managed.  

A good way of determining what your personal brand in the workplace is, is to ask your colleagues, former colleagues and manager what they think you are known for. Perhaps you are known for showing excellent leadership skills, being a team player or demonstrating strong organizational abilities. To understand what your online brand is, try Googling yourself. The results will give you a quick sense of what your personal brand is to those who are searching your name. Everything you have posted publicly will also give others an idea of your values and interests. 

Is how you are perceived by your colleagues aligned to how you’d like to be viewed within your organization? If not, here are some ways to build your personal brand and work toward being recognized for what you’d like to be known for.

5 steps to building your personal brand

  1. What do you want to be known for? Defining your brand requires careful thought and consideration. A trend I have noticed amongst the employed is that many of them have simply fallen into their careers; they may have taken a job opportunity and simply followed the designated path without giving much thought to their personal career objectives or areas of passion. They might work for 10 years and then wonder “how did I get here?” This is why you must be very intentional about what you want to be known for, and where you go in your career. A good exercise is to imagine that you are at a dinner party and you’re being introduced to a room full of strangers. How do you want the host to introduce you to the group? Maybe you want to be known for being a great photographer, or for your ability to connect with people. In my case, I want to be known as someone who spreads positivity and happiness wherever I go. I also want to be known as someone who adds value to those I coach and shares insights with those in my network through science to support them in their lives.
  2.  What makes you unique? Think about your natural talents, skills and areas of passion. Natural talents are things that come easily to you. What is naturally part of you that you don’t need to think about? Ask your friends, partner or parents as they will have a good idea of what you’re naturally very good at, whether it’s communicating, problem-solving or picking up a new language. Skills are things you have learned along the way. Think of it this way: If you were dropped in the middle of nowhere and needed to make some money, what skills can you use to earn a living? This could be project management, budgeting or playing an instrument. Passions are the things that interest you. Where do you lose track of time? When you walk into a bookstore, what section do you gravitate towards? What do you choose to do with a spare few hours on a Saturday? This could be reading professional development books, cooking a meal for your friends, or studying Martial Arts.
  3. What is your personal statement? Once you’ve decided on your natural talents, skills and passions, draft a personal statement that is unique to you. A good format to use is: “I use my natural talent of _____ and my _____ skills to have an impact in the _____ industry”. In my case, I could say: “I use my natural talent of problem solving and my performance coaching skills to have an impact in the professional development industry.”
  4. What opportunities excite you? Think back to your vision and think about the greatest opportunities you could undertake that will help you get to your vision. This could be what you need to learn along the way, and which opportunities you should be looking for. If you want to be known as the person in the office who can project manage like nobody else, then you could volunteer to help a team who is behind on a deadline, or offer to write a blog post for the company website with tips for managing a project effectively. You could speak to HR about delivering project management training at the next company meeting, or regularly share new technology that could make project management more efficient for your team. Perhaps you want to be considered for panel talks at industry events further down the line, so think about what kind of opportunities would make you a desirable panelist.
  5. How do you communicate your personal brand? Now you have a vision of where you want to be, your unique selling points, and a list of opportunities that excite you, you can begin communicating your personal brand. Update your Linkedin page and your resume with your personal statement. When you think about how your personal brand can be managed, think about who you are connected with on LinkedIn, who you follow, what status updates you put into the world, and what kind of stuff you share, like and comment on. Remember that your actions, and verbal and non-verbal communication will all play a role in how you are perceived, so be mindful of how your behaviour could positively or negatively impact your personal brand. 

I hope you’ve found this helpful! I would love to hear your thoughts. Drop a comment below and let me know what your personal statement is!  

Kompass Consultancy Co – Founder & Managing Partner, Consultant Psychologist, Leadership and Careers Specialist, Keynote Speaker

aj Ravichandra Reg Psych, MComm, MAICD

Executive & Team Coach

Co-Founder & Managing Partner

M: +61 415 365 210 (AUS)

M: +971 50 1047 002 (UAE)



Read My 5 Personal Branding Tips For Boosting Your Career Here

aj Ravichandra Reg Psych, MComm, MAICD

Executive & Team Coach

Co-Founder & Managing Partner

M: +61 415 365 210 (AUS)

M: +971 50 1047 002 (UAE)



Read My 5 Personal Branding Tips For Boosting Your Career Here


May Spotlight: Wendy Shaw mBrain Dubai

  1. Tell us about you, your experience and time in the Middle East?

I arrived in Dubai in October 2000 from the UK.  

I spent 6 years with InterContinental Hotels Group: Hotel Training Manager at Crowne Plaza Dubai, then Area Training Manager for UAE & Qatar.  I loved the role and then when my boss changed it was time to move on.  

I started with Matrix Training Solutions end of 2006 and focused on corporate training, coaching and co-delivering NLP Practitioner, Master Practitioner & NLP Coach certifications.  I got curious about Coaching and really enjoy working 1:1 as well as teams.  

I have trained thousands of Leaders, Managers, Supervisors and Employees over the years, and coaching added a new dimension.  I have added many different coaching modalities to my toolbox over the years and then discovered multiple Brain Integration Techniques.  It really resonated with me that we have intelligence in our heart and gut and I was “WOWed” with how powerful the results can be. I became the first trainer in the UAE.  In the last few years I have trained 50+ mBIT Coaches and in 2019 was launched as a community.  

I love collaborating and have partnered with many organisations.  I am an associate with iOpener and deliver programs for Business Schools around the globe.  I am also BNI Master Trainer for UAE & Qatar working closely with the regional team and providing training for 16 chapters with 560+ business leaders.  PRCA MENA and MENAcreate are also great platforms to offer trainings to their members.

  • How would you describe the culture of your business?

Right now it’s helping people feel connected in disconnected times.  I dedicated the month of April to helping and supporting as many people as possible and provided multiple webinars for Leaders, Managers and Teams.  I also created an online meetup 4-days a week for some positive conversations and to help people feel connected.  Afternoon PositiviTea continues every Mon-Thurs every week. 

Compassion, Creativity, Courage, Collaboration and Community is fundamental in all dimensions of

  • What are the biggest challenges in the next 5 years?

During and after this disruption, mental health & wellbeing is needed as everyone has experienced a loss of their “normal” way of life, so coaches are needed more than ever. 

This crisis is also going to impact how we do business, a shift in leadership skills and ways of working together moving forwards.  With working from home and online meetings, more options open up as to how we include remote working which will also impact team connections.

In the world of training & development, online programs are going to become more popular, which brings it’s own set of challenges in engaging participants.  

  • What are the skills and competencies that you would need to train in order to meet the region’s talent requirements?

In the corporate world: adaptability, resilience, teamwork and effective communication are all very needed.   Leadership decision making  and heart & gut based leadership is more important than ever. We can no longer be a head based world, businesses have changed and compassion and courage is now needed above bottom line results.  

My passion is training Leaders, Managers, Trainers, Coaches, Mentors – as they positively impact their teams and organisations creating a ripple effect.

The mBIT Certified Coach program must be delivered in-person because there is a key element of embodiment and we spend a whole day exploring calibration skills, which can’t be totally observed online as we don’t see below the torso and miss many gestures and other movements.  So it will be a few months until we develop more coaches.  As a community we have regular practice groups and there are global wisdom calls to continue the learning and 

5.What is your Philosophy?

To bring more compassion, creativity and courage to make this a better planet. Collaboration and Community is the way forward.  

www.mbrainingtheworld.comis a free website full of mBraining based resources to help people during these challenging times. 

Wendy Shaw

mBrainer, Trainer & Coach