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  Your calendar may not be overloaded because you have too much work. It may be overloaded because of how you behave when work reaches you. In the book ‘ Buy Back Your Time’ , author Dan Martell identifies 5 #TimeAssassins: 1.       The Staller waits for more certainty. 2.       The Speed Demon would rather do it himself than slow down and explain. 3.       The Supervisor delegates the task but keeps the control. 4.       The Saver protects money while consuming expensive leadership time. 5.       The Self-Medicator manages the stress created by overload without changing the system creating it. They are not all that bad actually … The Staller protects certainty. The Supervisor protects control. The Saver protects the feeling of being prudent. The Speed Demon protects momentum. Which means some time-management problems are not time problems at all. The...

  I am speaking at the FutureTech Expo today in Dubai  The speakers across the day will take the audience through the complete arc of Technology Trends > Industry Transformation > Cybersecurity, AI & Data Governance > Startup scaling > AI, Data & Emerging Technologies > AI Startups, Investment & Ecosystems > Leadership & Workforce Readiness > AI, Automation, Digital Skills & Workforce Transformation > Ethics, Governance & Long-Term Impact I have 2 opportunities to share my thoughts: 1. As a Panelist on the "Global Expansion of Tech Startups - Strategies for Scaling Beyond the World" panel; I will be sharing the stage with Charmaine Paris and Owen SP Sanchez CbMP, PMP, PME, MHRM, SHRM and Alnura B. I bring my AlwayzON lens to this topic. At AlwayzON, we are building the world's first always-ON Venture Access Infrastructure helping businesses with access to customers, capital, innovation and growth through global exposure and ...

  Everyone understands that the role changes as they climb the corporate ladder.  And they yearn for Leadership positions at the top. They miss out on the fact that Leadership starts at the bottom rung.  If they do realise that, they assuming that the next level is simply more of the same leadership, at a larger scale. It isn’t. As leadership scope expands, the job itself changes. You move from: Leading Self   Managing your own performance, discipline, judgment and credibility. to Leading Individuals / a Team   Creating direction, trust, accountability, feedback and development. to Leading Multiple Teams   Leading through other leaders, aligning priorities, creating operating rhythm and reinforcing culture. to Leading Cross-Functional Systems   Managing interfaces, trade-offs, competing priorities and dependencies across functions you may not control directly. to Leading a Business Unit   Balancing customers, people, opera...