Where a growing circle of business leaders comes to share, learn, and inspire organizations to put people first

Whirling Chief


Sesil Pir

Sesil Pir

Great Leadership… a Path to Authenticity…

We have been thinking, talking, writing about leadership for centuries now. Collectively, there must have been over a 1000 studies conducted to determine the characteristics, competencies or ‘special gifts’ of enduring leaders over the years. Thank goodness, we have not singled this down to a one ‘perfect’ formula (just like parenthood) because I bet you we would all try to copy/ paste it into our realities, a recipe for a potential of disastrous experiences in our lives.

Our research findings with Stanford University’s CCARE on leadership only concur what we have been gathering from our readings and discussions over the years: Great leadership is about authenticity!

Before we go into how one can develop authenticity though, I really want to dig into the concept of ‘greatness’ because what we find in our study is that people often associate appreciation, recognition and success with admiration from others. Let me provide an example… If a friend uses a vacuum cleaner, for example, and tells us “it is great!”, we feel compelled to buy it, try it and use it. Even in cases where our experience may be contradictory, we often doubt ourselves versus the observation shared by our friend(s) and often talk ourselves into keeping the tool despite the value our true selves find in it.

Not only it seems we need a revised definition of success in our societies, we believe it is time for us to recognize ‘greatness’ in its context of leadership, which is about exploring our very own potential. We can NOT progress in our holistic ‘being’ if we are imitating someone else’s journey and/or paying lip service to what we read in the books. We can not become a better version of ourselves if we don’t live what we cognitively understand in our hearts. ‘Greatness’ is first and foremost about our very own journey.

The very first step in the journey is to come into terms with our ‘imperfection’ as human beings and grow a commitment to focus on our ability to learn over time. Steve Jobs was ‘great’ in his customer-orientation, which led him to explore very unique, simplistic, innovative design features; however, he was not all that ‘great’ in his people-orientation. Jack Welch was ‘great’ in his strategic-orientation, which led him to guide strategy execution very well; however, he was not all that ‘great’ in his emotional-orientation. The fact of the matter is we all have our own exploration to do and that doesn’t take away from us, our current or potential (to) ‘greatness’.

Human nature is not fixed and people are only willing to connect with us trustingly when we can share genuinely and authentically about who we are. The shared commitment to learn and grow together is what brings us closer to one another. This is also the reason why so many people in our workplaces have grown a deep sense of distrust with their leaders. It is because those who of us feeling ‘privileged’ in our roles find ourselves develop a sense of entitlement to our status (presence) and lose our sense of genuine wonder.

We need a new kind of business leadership in the 21st century. 

What we have been seeing in our research findings (and it is complimentary to some other recent leadership studies), enduring leaders truly emerge from their whole selves. They not only engage in constant soul-searching, they are willing to test their uniqueness through their life experiences with a growing hunger to become a better version of themselves. We could say – Consciously or unconsciously, they are leveraging their authenticity to grow competence that’d make them more effective in their multiplicities.

Throughout this week on our LinkedIn and Twitter pages, we will share one tip every day as to how we can all grow more authenticity as leaders of our time, please do follow us and share your own experiences and learning!


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  • 21 May 2018
Whirling Chief

HR Management, Video

Nº 182

Adjusting to a New Workplace… A Mutual Responsibility…


Starting a new role can be both exciting and stressful at the same time.

There is so much to take in…

Recruiters, first-line people leads, and HR professionals often work harder during this time to support new joiners. A good on-boarding plan becomes super helpful and yet, the desire to get acclimated into a new environment, new colleagues, small and large cultures, new expectations, new goals can still be overwhelming…

It is not uncommon for professionals to second-guess their decision nor to get adjusted in time. Either way, the initial 90 days is a critical time of  ‘mutual learning’ between an organization and the individual.

In order to help new employees gain momentum and confidence, we shared a list of ‘best’ tips for turning the time spent into a more fulfilling experience.

Whether you’re a new graduate or a seasoned professional in charge, it is worth to remind self that we have a choice!

Thank you for watching. Enjoy!

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  • 16 May 2018
Whirling Chief

Leadership & Team Development

Nº 181

“Why Should Anyone Be Led by You?”


We have been getting a ton of questions from our executive clients on definition of values lately:

“What does it mean to have a ‘value’?”

“Where do they come from?”

“How do we find our leadership values?”

“What’s the best way to find my values?”

Though it is hard to summarize it all in a single post, this is our attempt to answer a few questions at once.

As human beings, we all have our own values, beliefs and attitudes we have developed throughout the course of our lives. Our upbringing, family environment, close role models (parents, teachers, friends), communities and our experiences all contribute to the formation of who we are and how we see the world and interpret our view/ reflection.

What is a value?

Values are often referred to as core principles or standards we keep close or dear to our hearts. We like to refer to values as qualities that we as individual and/or a group of individuals hold in high regard. Values not only underline (and continue to shape) our core beliefs, they become a guide as to how we live our lives and how we make decisions.

Where do values come from?

Our values come from a variety of sources. The most common sources of our ‘dominant’ values include the way we are taught, the way we choose to learn, family, social influences, environments ranging from educational institutions, workplaces, communities, significant life events (personal and communal) and spiritual beliefs. That said, our values are also shaped by the kind of books we read, the music we listen to, media we expose ourselves to, cultures we explore, etc. Therefore, it is important we develop an awareness as to information we encounter and how it affects us and our thoughts.

Exploring your values

There are a long list of questions we can ask ourselves to identify our core values. Some of the most effective questions for identifying general values include:

  1. When do I feel the happiest?
  2. When do I feel the most proud?
  3. When do I feel the most satisfied?
  4. When do I feel the most fulfilled?
  5. Which experiences do I find help me grow integrity?

In answering these questions, it is equally important to recognise the difference between our values and our beliefs (pre-existing or current) and attitudes. Beliefs are precious because they reflect our current or past experiences and attitudes usually describe how we feel about something; they may be complimentary (often are) to our values yet they may not always reflect our values. To demonstrate integrity in our being, to build lasting relationships and to work effectively across different situations, it is critical we understand the relationship between these three and grow awareness of their individual and joint impact.

Respecting each others’ values, beliefs and attitudes

In addition to becoming more clear about our own values, it is equally important for us to respect each others’ values, beliefs and attitudes. We are all entitled to different ways of being. It is imperative we accept and respect that others may have different values than others; may have grown on different beliefs and have developed different attitudes. We do NOT have the right to impose our values on others, nor the right to expect others’ to ‘change’ their way of being.

Our values certainly feed our sense of purpose and there are many reasons as to each one of us exist. THAT is what makes us truly unique and beautiful – individually and collectively. Like a rainbow. All colours of a rainbow are equally beautiful and rainbow itself also.

Why does it at all matter??

One of the questions we love to ask leaders we coach is “Why should anyone be led by you?”

This question notably and naturally makes a lot of leaders pause and think…

More than often, lack of awareness or misunderstanding around our values results in an unintentional lack of integrity – despite the well intentions we carry in our hearts. We often think of ‘integrity’ as just being honest; however, integrity is so much more than speaking of truth… In fact, in a world where we are often subject to impartial truth, it is a lot more about keeping balance, our nature, neutrality and unity. The word ‘integrity’ stems from the Latin word ‘integer’, which refers to one being whole and complete. Integrity doesn’t only inquire of our honesty, it requires a true sense of ‘wholeness’ on our part. This is a lot easier said than done; however, honesty, accuracy and wholeness of one’s actions require intentionality and purposeful thinking. In other words, integrity requires consistency of our character in different (and sometimes difficult) circumstances.

When we are clear about our values, beliefs and attitudes, we are able to align all of our being accordingly and present ourselves in balance, in our natural state, in the most neutral way and always in unity. It is only then, people around us start visibly seeing our true way of being through our words, actions, decisions, ways of relating, ways of doing and in the outcomes we achieve on a day to day basis.

When we are conscious of our values and make a choice towards those values, we become able to offer the same experience of who we are regardless of our circumstances. We become US all the time.

Values-driven leadership enables us, as leaders to unleash our potential by serving as a catalyst for our personal growth, wisdom, and transformation. Further, research demonstrates that through this sort of personal development comes opportunities for our employees to engage their own values, drive a sense of purpose and intrinsic motivation to be part of something that contributes more positively to our organizations and societies.

Becoming us is simply liberating. For us and for those around us…

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  • 14 May 2018
Whirling Chief

Leadership & Team Development

Nº 180

Interested in a Life Experiment?


“I have booked myself into a lovely apartment with a view for three days. This is my attempt to take myself off of autopilot and see what happens.

Going in, I am aware that it is not going to be easy to stay clear of the “should“, the “need to“, the “must” and instead, focus on the “want.” I will be conscious of the way I think and react. Otherwise, the days would pass in a breeze, and I would leave the apartment none the wiser.

I intend to be present, observe simple behaviours, and see the balance of automatic motion against the selective action.

The reason behind it all is to evoke curiosity in fellow humans to explore how free we actually are in designing our own lives.

If we can’t even undertake a mundane task on free will, how are we expected to be the architects of our destinies?

Here we go…”

This is a blurb from a recent blog written by our dear colleague and partner at Awakening Humanity at Work program we are co-sponsoring with Stanford University’s CCARE, Asli Aker…

Asli is a long time colleague and a friend from my Microsoft years. She is an organisational development expert and an amazing executive coach! She is a rebel like many of us, often trying to make better sense of life and our shared experiences. Not to mention she is courageous enough to lock herself up in a hotel room for three days to test her way of ‘being’ – her mind, her body, her senses…

Today, a wonderful, playful summary on a Life Experiment!

We hope you enjoy.

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  • 30 April 2018
Whirling Chief

Organizational Development

Nº 179

A Human Way of Leadership


We all know someone who was a strong individual contributor and once promoted to a role of people management, genuinely struggled to survive. We observed them to either cling onto ‘old’ ways of working, not having sufficient emotional agility built up, being unaware of presence impact or fail at gaining the respect of peers… Does it sound familiar?

Marry the act of managing people the way one manages a task with demands of our modern day work environments and top it with day to day existential struggles of any human being and voila… You get a mess…

It is no secret leadership is more of an art than science. After all, there is no single widespread common trait to effective leadership. There are a variety of technical skills, a variety of cognitive abilities, a variety of competencies that go into making a person effective. Even the personalities and styles vary vastly. There is one commonality, however, we have found in our research – that’s a leader’s ability to connect to humanity. Their own humanity as well as others’.

Is this a new discovery?

Absolutely not! When one considers the Delphic oracle advice of ‘know thyself’ from thousand years ago or Marx’s philosophy to work from hundred years ago, this is, by no means, a discovery. We have known about the importance of topics such as self-awareness, self-connectedness, self-regulation to live fulfilling lives for centuries now. We have studied the impact of these measures in the workplace from a variety of angles. We know, for example, self-awareness (when practiced right) can drive learning and self-regulation can feed emotional agility.

Yet, despite the value of having more self-awareness, self-connectedness and self-regulation or other fundamental traits in the work place, many organizations fail to consider these aspects when they look for potential and/or engage in promotion decision making.

Why does connecting to our humanity matter?

As we progressed in the society and advanced our ways of working, we brought upon humanity independence, rationality, and pace that has and continues to stretch the mental and emotional capacities of our workforce, which in return, makes us feel isolated, anxious and exhausted. As Erich Fromm would say “Modern man still is anxious and tempted to surrender his freedom to dictators of all kinds, or to lose it by transforming himself into a small cog in the machine, well fed, and well clothed, yet not a free man but an automaton.” The inspirational video we shared back a few months ago received one of the largest hits on social media because it truly depicts current reality in terms of our relationship to our very own humanity. Further, in our collaborative research with Stanford, we confirmed 70% of business leaders report no longer living in the present. 7 out of 10 of us – people leaders (!!), though present in body some place, are mentally or emotionally disengaged.

It is almost like we have grown our cognitive capacities to exist and cope with 21st century demand and our hearts have remained in stone age.

Because our DNA has not changed in the last two hundred thousand years and because we don’t know how to better manage ourselves, it seems we have chosen to put ourselves on an auto-pilot to cope with the demands of our modern day lives. Think of it as carrying an ‘evolutionary baggage’ around with us all day, every day.

The unfortunate part of this is that when we feel isolated, anxious or exhausted inside an environment that stretches our boundaries, our autonomous response is to stimulate sympathetic nervous system, which triggers responses of withdrawal. When we withdraw, our capacity shrinks and our productivity starts to decline.

What’s your new concept of leadership?

Before going into the new model, we first have to understand leadership is different than management; but not because of its elevated status or because people in those positions are “special”, not at all. Leadership has nothing to do with “charisma” or a sexy job title or a X number in span of control. It is also not a home for a few chosen individuals. Nor it is better than management. Management and leadership simply are different and equally valuable parts of a larger system.

Management is about driving order and reducing complexity. It requires proper planning. It involves organization and problem solving skills. It is about “doing” things… To aid the organization.

Leadership is about adaptability and driving change. It involves vision setting through inspiration. It involves alignment and influence skills. It is more about “being” a certain way rather than “doing” something – executing power and/or authority, for example… To drive the organization forward.

Again, despite increasing focus on importance of leadership in the current discussions, we fail to acknowledge the importance of developing certain attributes for becoming an effective people leader in practice. Then, when people fail in so called ‘leadership’ roles, we take them out and often, do not even offer them the opportunity to go back to their previous positions.

If we want to create better work environments, we have to start thinking about leadership in a different way!

To help us rethink the definition of leadership, I want to share with you some key principles around our revised definition of leadership. In the future of work:

  1. We have to stop thinking about leadership as an elevated status and/or specific ability limited to a number of people in a handful of positions. A leader can be anyone, who holds self accountable for finding potential in people and in processes. Leadership is no longer about power or status—awakening humanity at work requires us to awaken potential everywhere. Leadership is a concept available to anyone.
  2. There is a pre-requisite to becoming a leader, which is self-leadership. One can only effectively lead others after one masters self-awareness, self-connection and self-regulation. Leadership of others that fully awakens humanity in everyone is a result of disciplined and knowledgeable self-leadership first.
  3. Leadership is not just about inspiration as management is not just about execution. They are interchangeable in each other. It’s a well-used phrase that leaders must win over the hearts and minds of those they hope to lead, but in the new world of work leaders must also consider that human beings are whole people with many choices over what they do and how they do it. Leadership requires us to be curating messages that speak collectively to the heart, mind, body and hands of others.  
  4. Years and years of multi-disciplinary studies show us that we, human beings, are designed to connect. Under that primary drive, we have 3 specific motivations: 1. self-interest, 2. our need to care, 3. our need to have purposeful and meaningful lives. Unfortunately, we have built a system of capitalism on the pillar of self interest alone and forgotten the other motivators. We need to feed our humanly needs to help each other better cope and to build resilience. Leadership is as much about meaning and connection as it is for execution.
  5. Leaders, who embrace their humanity not only connect to their core purpose to communicate from there, they make it a priority to grow their wisdom, becoming genuinely committed to continuously growing their competence and resilience while become invested in nurturing others.

The kind of leadership that was born in the industrial revolution, and its implicit relationship to humanity at work, is gasping for its last breaths in today’s economy. Business today needs leaders who understand how to bind communities together, heal differences between people, and design work that enrich people’s lives. A new humanity at work is coming of age.

Do we dare?

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  • 25 April 2018
Whirling Chief

Leadership & Team Development

Nº 178

Awakening Humanity at Work: A Leadership Model for 21st Century


In our recent post, ‘The Birth of a Movement‘ summarizing our notes from Work Human Conference 2018, we shared news around forming of a wonderful community around ‘making work a more human experience‘.

Today, Whirling Chief is excited to announce our collaboration with Stanford University’s Center for Compassion and Altruistic Research and Education (CCARE) in building a new leadership framework that offers a unique and practical program focused on cultivating compassion, wisdom, and well-being.

Awakening Humanity at Work: A Leadership Model Cultivating Compassion, Wisdom, and Well-Being in a New Age!

It is no doubt humanity is undergoing a huge transformation, and our businesses are in constant flux. With artificial intelligence, robotics, and “smart” technologies on the rise and power change faster than ever. For some of us, this new era has ushered in prosperity and the potential to address some of humanity’s most vexing challenges in creative new ways. For others, this era of technological and social change has ushered in isolation, loneliness, and fear. While we are more interconnected than ever, we are also stretched for our mental and emotional capacities. And while we have more promise to end poverty, cure disease, and create wealth than ever before, global surveys tell us that most of the workforce continue to feel disengaged, distracted, and unappreciated.

The success of businesses that hope to take advantage of these new technologies depends, paradoxically perhaps, on their capacity to awaken the humanity of their organizations; our research shows that a human-centered view of business increases the performance of the organization along with individual well-being.

In this powerful program, we will use the latest research in neuroscience, the bio-physiology of compassion and well-being, and dynamic findings from organizational behavior and psychology to build resilience and create thriving organizations that also improve the well-being of their workforce.

We will explore how a neuro-scientific and physiological approach to building an organizational culture of compassion and well-being changes what you think you know about the basics of human and organizational psychology. Along with like-minded fellow travelers on a journey of evolution, we will participate in a discussion about how to develop new qualities within ourselves and within the organizational ecosystems where we live. Together we will create action plans that inspire our own compassion and well-being as we share the honor of connecting with other recognized leaders from around the globe who are focused on creating thriving, compassionate, truly human workplaces.

For more information on our pilot program, please visit our workshops page and/or download our pilot program brochure.

For custom programs, you may inquire via whirlingchief@gmail.com and to stay informed on our other initiatives coming up, you may subscribe to our digital platform at our home page.

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  • 18 April 2018
Whirling Chief


Nº 177

Can Work Feel Like Not Work?


A few months back, following WEF 2018, in attempt to provide organizations with some tangible ideas as to how they can map out job transition pathways and consider re-skilling opportunities, using the power of digital data to help guide workers, companies, and governments to prioritise their actions, time and investments, we posted a guiding report in collaboration with other experts.

While the conversation around robots taking over current jobs continue, we have a beautiful opportunity to consider how we can skill up and skill differently across our global workforce.

The VP of Innovation and Strategy at UPS,  David Lee says that we should start designing jobs that unlock our hidden talents and passions – the things we spend our weekends doing – to keep us relevant in the age of robotics. “Start asking people what problems they’re inspired to solve and what talents they want to bring to work,” Lee says.

The quality of our future work experience truly depends on our choices today. The more we can bring human aspect into design conversations, the more we aim to build environments, where people can bring their whole selves to work, the more humility we can demonstrate to share and learn together, the better our work experiences are going to be – individually and collectively.


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  • 16 April 2018
Whirling Chief

HR Management

Nº 176

The Birth of a Movement!


Wow, what an amazing experience I had at the recent Work Human Conference last week!

It is true… We are not the only ‘crazies‘ at Whirling Chief out there trying to champion humanity back into the workplace. 🙂

The Work Human Conference, sponsored by Globoforce is a growing community with a powerful mission: to galvanize more leaders worldwide to harness the transformative power of people for the next generation of Human Resources.

Together, we want to recognize and celebrate breakthrough organizations building and rebuilding human-centric workplaces, where employees achieve their fullest potential, in turn leading organizations to reach their fullest potential.

To our cause, we have been incredibly fortunate to hear from the most inspirational speakers and academics, including the most daring Brené Brown, the most graceful Selma Hayek Pinault, the most passionate Simon Sinek, the most humble Shawn Achor, the most vigorous Amal Clooney and the most willing panel of Tarana Burke, Ronan Farrow, Ashley Judd and Adam Grant.

My biggest takeaway from the conference (and I encourage you to write down my words) is this: We ARE starting a #WorkHuman movement!

There are enough of us with a burning desire to design a different kind of business and a completely different kind of work experience for all of us around the world. I wholeheartedly believe we will make it.

What is it that we so desperately want?

We want to create environments, where more of us can experience feelings of inspiration, safety, joy, and receive recognition for their true value and contribution.


We imagine businesses built around a core moral purpose – a purpose that’s serving more than our immediate selves, focused beyond the profit aspect.

We imagine leaders clear about their purpose, not only driven to serve that unique individual cause, and also excited to role model their inspiration and their spirituality (liveliness) onto others.

We imagine employees clear in their purpose and genuinely excited to get out of bed, wanting to serve something more significant and interested in being a part of something bigger than their individual cause.


We imagine businesses free of asymmetry of power. We want to see a key aspect of business coding to be grounded in providing physical and psychological safety for ALL its constituents.

We imagine leaders clear in their core values, demonstrating day-to-day courage to support, not afraid to exercise empathy, and willing to stand up for their key principles.

We imagine employees standing in for each other’s rights, free of judgment and fear, willingly and actively lending a hand to pull each other up.


We imagine businesses free of apathy. We want to see businesses become better balanced, providing both grit and happiness at the same time because, as Shawn Achor stated in his presentation, “Without happiness, work just becomes a grind.”

We imagine leaders connected to their humanity, growing wisdom, humility, and compassion for those they are surrounded by, as well as their natural surroundings.

We imagine employees actively building connections, understanding that happiness is not an individual choice, rather an interconnected one.


We imagine businesses appreciating the “worthy adversary,” a concept introduced by Simon Sinek referring to an evolutionary view of both the ecosystem and competition, and willing to show flexibility for sharing the spotlight from time to time.

We imagine leaders motivated to be a better version of themselves rather than focusing on others’ journeys.

We imagine employees comfortable in their uniqueness, able to bring their whole, authentic selves to work, wanting to make an impact every day.

Of course, we recognize this is a huge transformative journey. We are by no means naive about the evolution this journey requires. Yet, we are willing to begin. I was born into a multi-cultural, multi-religious family. I spent my childhood years in poverty with an abusive adult parent. I have been an immigrant the majority of my life. I have lost my father, my uncle, my grandfather, and my best friend, all to unexpected circumstances. I may have less than 40 years of life, yet I have a very close relationship to two states: suffering and joy. I can smell suffering from far away with eyes closed and I can feel joy in my bones when I see it. Having worked in Human Resources organizations of eight Fortune 100 companies across 18 years, and more recently serving many Fortune 500 companies, NGOs, and beyond, I can tell you now with confidence that we DO need a different approach to work.

In the US alone, though we leverage 25% of worldwide resources, we are far from being enriched.

The poverty and inequality we turn our faces away from robs people of their dignity; the institutional discrimination we allow – whether in gender, religion, race, or other – inside our organizations robs people of their spirit through despair and hopelessness.

As leaders of 21st century, we need a whole new capacity to care, to nurture and to grow. We need a completely renewed definition to success.

If we can step out of our traditional roles, we will no longer be constrained to our current realities. Every human being has a right to flourish, to have dignity and respect, and to thrive. Every organization is capable of growth.

Let us reimagine business and work experience together.

To learn about our very first initiative, a wonderful collaboration with Stanford University’s CCARE reimagining the future of leadership, a model aimed at Awakening Humanity at Work, please refer to our pilot program brochure here.

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  • 11 April 2018
Whirling Chief

Leadership & Team Development

Nº 175

A Value… A Living Thing…



I think by now many of us realize values play a key role in creating and maintaining fulfilment and satisfaction in our experiences.

Although motivation, values and emotions have been studied by philosophers, psychologists and neuroscientists for decades now; there’s still some confusion around what a value is/not… and how to define it… As a result, we find many leadership values are not making their way into people’s hearts and many organizational values await sitting hang up on some wall not supporting the culture an organization may aspire to create.

A ‘value’ is a concept that describes the beliefs of an individual or a culture. These are things we believe are important in the way we want our experiences to come to life and in the way we choose to take part. They help us determine our priorities, serve as a primary tool for grounding our decision making, and when things get muddy, they play an active role in reconnecting us to our true being.

A set of values may certainly be placed into the notion of a value system. This is how we typically live our leadership values inside an culture. Generally, values are considered to be subjective and expected to vary across people and cultures. There is no right or wrong to values. In other words, we don’t get to judge anyone or any culture on their chosen values. Values are also expected to evolve from circumstances with the external world and tend to change over time. Types of values could include ethical/moral values, doctrinal/ideological (political, religious) values, social values, and aesthetic values, etc.


There is a difference between an emotion and a value, this is where we often get stuck. It is in action. 

Without an action, a value (any value) becomes just an aspiration rather than a way of being. 

Every time we create a choice and take a decision, we either feed into a value or take away from it.

Let’s take courage as an example.

We could define courage as our willingness to be vulnerable against uncertainty, risk and emotional exposure. Yet, when we think of courage or courageous leaders, we often imagine them being fearless. This is absolutely untrue. All of us, without an exception experience fear. Even those people we look up to. If you don’t believe this, please take the time to listen to some interviews of world-known musicians, athletes and read a few biographies of our world leaders. We all experience fear. The difference is courageous leaders are making a choice to show the will, they are willing to act despite their fear.

There are many emotions we find to be unconditional and life-giving…

Trust. Love. Joy. Gratitude. Awe. Hope. 

All require boundaries and all have consequences and yet, they are bountiful.

The power of taking an emotion and turning it into a value is that you know it when you see them in action, you rarely need leadership books to concur to. 

Reach for what defines your being, soak yourself in the emotion, find your way to live and measure it, and allow yourself the opportunity to grow with it.

You’ll see how over time it’ll become a light in guiding you first and in time, many others. 

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  • 27 March 2018
Whirling Chief

HR Management

Nº 174

For Life Long Learners!


In a recent collaboration, BCG and WEF have imagined various scenarios for what the future of work may look like by the year 2030. Unsurprisingly, in their report, Eight Futures of Work, the need for re-skilling – meaning an organizations’ need to provide venues to today’s workers so they can develop the skills and capabilities needed for the future workplace – is highlighted several times.

It is true. In the future:

  • we will learn on the go,
  • our learning experience will be customized,
  • our learning content will be curated to maximize outcome,
  • we will be expected to switch in between different tasks.

Though the ongoing discussions about the future of work is often emphasizing the urgency of re-skilling, life-long learning and overdue upgrading of our educational systems, only a few ideas and a handful approaches exist when it comes to actually identifying pragmatic and productive ways of planning job transitions, which can facilitate minimization of resource strain both on organizations as well as the affected individuals themselves.

In a recent study by Monika Hamori of IE Business School of Madrid, who has been on Thinkers 50’s radar, across a number of 1481 employed learners, only 5% reported having financial support from their companies in online coursework. Training represents one of the biggest gaps between employee expectation and employer benefits for the 21st century. It is no longer enough to craft meaningful and secure jobs, we are now stretched by the need and desire of growing new skills.

And we can ALL learn. 

Following WEF 2018, we got together with a few specialists to develop some tangible ideas as to how organizations can map out job transition pathways and consider re-skilling opportunities, using the power of digital data to help guide workers, companies, and governments to prioritize their actions, time and investments. Today, you can find the downloadable summary report on our site here.

Remember, the traditional frames of well pay, employment security and benefits are long gone. The 21st century requires all of us to approach our ‘jobs’ as CEOs of our own companies, looking for opportunities of growth, profitability, productivity and re-learning simultaneously. If we can facilitate ‘re-skilling’ for our employees, we have a better chance to drive longer term engagements.

In that, learning can serve both as a great productivity and retention tool!

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  • 21 March 2018