ILS Corporate Training Singapore

27/07/2026

Singapore's recent launch of the Skills and Workforce Development Agency (SWDA) reflects a growing recognition that skills, careers and workforce development cannot be treated as separate conversations.

Formed through the merger of SkillsFuture Singapore (SSG) and Workforce Singapore (WSG), the new agency aims to create a more integrated approach to helping individuals and organisations navigate a changing world of work.

Speaking in Parliament earlier this year, Manpower Minister Dr Tan See Leng observed:
"𝘞𝘦 𝘭𝘪𝘷𝘦 𝘪𝘯 𝘢 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵 𝘸𝘰𝘳𝘭𝘥 𝘧𝘳𝘰𝘮 10 𝘺𝘦𝘢𝘳𝘴 𝘢𝘨𝘰.""𝘞𝘩𝘢𝘵 𝘸𝘰𝘳𝘬𝘦𝘥 𝘪𝘯 𝘵𝘩𝘦 𝘱𝘢𝘴𝘵 𝘥𝘦𝘤𝘢𝘥𝘦 𝘸𝘪𝘭𝘭 𝘯𝘦𝘦𝘥 𝘴𝘪𝘨𝘯𝘪𝘧𝘪𝘤𝘢𝘯𝘵 𝘵𝘳𝘢𝘯𝘴𝘧𝘰𝘳𝘮𝘢𝘵𝘪𝘰𝘯, 𝘵𝘰 𝘣𝘦 𝘮𝘰𝘳𝘦 𝘱𝘳𝘦𝘥𝘪𝘤𝘵𝘪𝘷𝘦, 𝘢𝘯𝘵𝘪𝘤𝘪𝘱𝘢𝘵𝘰𝘳𝘺 𝘢𝘴 𝘸𝘦𝘭𝘭 𝘢𝘴 𝘮𝘰𝘳𝘦 𝘳𝘦𝘴𝘱𝘰𝘯𝘴𝘪𝘷𝘦 𝘮𝘰𝘷𝘪𝘯𝘨 𝘧𝘰𝘳𝘸𝘢𝘳𝘥."

That observation applies not only to national workforce policies, but to organisations as well.

While skills remain important, the bigger question may be whether organisations are building the capacity to adapt.
• 𝗗𝗼 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗵𝗮𝘃𝗲 𝘁𝗵𝗲 𝗰𝗮𝗽𝗮𝗰𝗶𝘁𝘆 𝘁𝗼 𝗹𝗲𝗮𝗱 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝘂𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻𝘁𝘆?
• 𝗗𝗼 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗵𝗮𝘃𝗲 𝘁𝗵𝗲 𝗰𝗮𝗽𝗮𝗰𝗶𝘁𝘆 𝘁𝗼 𝗱𝗲𝘃𝗲𝗹𝗼𝗽 𝗽𝗲𝗼𝗽𝗹𝗲 𝘄𝗵𝗶𝗹𝗲 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝗶𝗻𝗴 𝗿𝗲𝘀𝘂𝗹𝘁𝘀?
• 𝗗𝗼 𝘁𝗲𝗮𝗺𝘀 𝗵𝗮𝘃𝗲 𝘁𝗵𝗲 𝗰𝗮𝗽𝗮𝗰𝗶𝘁𝘆 𝘁𝗼 𝗲𝘃𝗼𝗹𝘃𝗲 𝗮𝘀 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗮𝗻𝗱 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗱𝗲𝗺𝗮𝗻𝗱𝘀 𝗰𝗵𝗮𝗻𝗴𝗲?

Workforce transformation is ultimately human transformation.

𝗧𝗵𝗲 𝗼𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻𝘀 𝘁𝗵𝗮𝘁 𝘁𝗵𝗿𝗶𝘃𝗲 𝘄𝗶𝗹𝗹 𝗯𝗲 𝘁𝗵𝗼𝘀𝗲 𝘁𝗵𝗮𝘁 𝗰𝗮𝗻 𝗰𝗼𝗻𝘁𝗶𝗻𝘂𝗮𝗹𝗹𝘆 𝗹𝗲𝗮𝗿𝗻, 𝗮𝗱𝗮𝗽𝘁 𝗮𝗻𝗱 𝗹𝗲𝗮𝗱 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗰𝗵𝗮𝗻𝗴𝗲.

𝗪𝗵𝗮𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗰𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗱𝗼 𝘆𝗼𝘂 𝗯𝗲𝗹𝗶𝗲𝘃𝗲 𝗼𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻𝘀 𝗻𝗲𝗲𝗱 𝗺𝗼𝘀𝘁 𝗿𝗶𝗴𝗵𝘁 𝗻𝗼𝘄?

Source: CNA, https://na2.hubs.ly/H06SYrX0

The new statutory body will consolidate the functions of SkillsFuture Singapore and Workforce Singapore, while taking on expanded responsibilities in career, employment and training matters.

24/07/2026

Workforce transformation is not just about helping people adapt. It is about redesigning work.

One point from MOM's recent announcements caught our attention: the continued emphasis on 𝗷𝗼𝗯 𝗿𝗲𝗱𝗲𝘀𝗶𝗴𝗻, 𝘄𝗼𝗿𝗸𝗽𝗹𝗮𝗰𝗲 𝗮𝗱𝗮𝗽𝘁𝗮𝘁𝗶𝗼𝗻, 𝗮𝗻𝗱 𝘄𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 through initiatives such as the SkillsFuture Workforce Development Grant (Job Redesign+) and the redesigned SkillsFuture Enterprise Credit.

In some organisations, workforce transformation is still viewed primarily as a training challenge. Yet one reality is becoming increasingly clear.
We cannot prepare people for future jobs while keeping yesterday's work design.

As technology, demographics, and business models evolve, organisations will need to rethink:
• 𝒉𝒐𝒘 𝒘𝒐𝒓𝒌 𝒊𝒔 𝒔𝒕𝒓𝒖𝒄𝒕𝒖𝒓𝒆𝒅
• 𝒉𝒐𝒘 𝒓𝒐𝒍𝒆𝒔 𝒂𝒓𝒆 𝒅𝒆𝒇𝒊𝒏𝒆𝒅
• 𝒉𝒐𝒘 𝒕𝒆𝒂𝒎𝒔 𝒄𝒐𝒍𝒍𝒂𝒃𝒐𝒓𝒂𝒕𝒆
• 𝒘𝒉𝒂𝒕 𝒄𝒂𝒑𝒂𝒃𝒊𝒍𝒊𝒕𝒊𝒆𝒔 𝒍𝒆𝒂𝒅𝒆𝒓𝒔 𝒏𝒆𝒆𝒅 𝒕𝒐 𝒅𝒆𝒗𝒆𝒍𝒐𝒑

The future of workforce transformation is not simply about upskilling individuals. It is about redesigning work so people can continue creating value in changing environments.

For leaders, this means moving beyond training programmes and taking greater ownership of organisational capability, job design, and workforce adaptation.

That is where sustainable transformation begins.

23/07/2026

𝗜𝘀 𝗶𝘁 𝗿𝗲𝗮𝗹𝗹𝘆 𝗮 𝘀𝗸𝗶𝗹𝗹𝘀 𝗴𝗮𝗽?

𝟯𝟬% of employers say they lose more than 𝟴 𝗵𝗼𝘂𝗿𝘀 𝗮 𝘄𝗲𝗲𝗸 dealing with workforce skills gaps.
That is effectively one full workday every week.

But the most interesting part of the research is not the skills gap itself.

Employers say the biggest gaps are:
• 𝗔𝗜 & 𝗮𝘂𝘁𝗼𝗺𝗮𝘁𝗶𝗼𝗻 𝘀𝗸𝗶𝗹𝗹𝘀 (𝟯𝟲%)
• 𝗗𝗶𝗴𝗶𝘁𝗮𝗹 & 𝗜𝗧 𝗰𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝗶𝗲𝘀 (𝟮𝟰%)

Employees say the biggest gaps are:
• 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 & 𝗽𝗲𝗼𝗽𝗹𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 (𝟮𝟱%)
• 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 & 𝘁𝗲𝗮𝗺𝘄𝗼𝗿𝗸 (𝟮𝟰%)

Same workplace. Same challenges. Completely different diagnosis.

Maybe the problem is not just a skills gap.
Maybe it is an 𝒂𝒍𝒊𝒈𝒏𝒎𝒆𝒏𝒕 𝒈𝒂𝒑 between what organisations prioritise and what employees experience every day.

What are you seeing in your organisation?





Source: Chegg Frontline Workers Skills Index 2026

21/07/2026

We recently facilitated a 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 & 𝗖𝗹𝗶𝗺𝗮𝘁𝗲 programme for a group of senior leaders in the healthcare sector.

By this stage of the development journey, the conversation had evolved beyond individual growth.

The question was no longer:
"𝘏𝘰𝘸 𝘥𝘰 𝘐 𝘥𝘦𝘷𝘦𝘭𝘰𝘱 𝘢 𝘎𝘳𝘰𝘸𝘵𝘩 𝘔𝘪𝘯𝘥𝘴𝘦𝘵?"

Instead, it became:
"𝑯𝒐𝒘 𝒅𝒐 𝒘𝒆 𝒄𝒓𝒆𝒂𝒕𝒆 𝒂 𝒄𝒍𝒊𝒎𝒂𝒕𝒆 𝒘𝒉𝒆𝒓𝒆 𝒐𝒕𝒉𝒆𝒓𝒔 𝒄𝒂𝒏 𝒈𝒓𝒐𝒘?"

What impressed us most was the willingness of the Senior Leadership Team to engage in robust and honest conversations about culture.

Together, they explored what a Growth Mindset culture would actually look like in their organisation.

𝘞𝘩𝘢𝘵 𝘣𝘦𝘩𝘢𝘷𝘪𝘰𝘶𝘳𝘴 𝘵𝘳𝘶𝘭𝘺 𝘮𝘢𝘵𝘵𝘦𝘳?
𝘞𝘩𝘢𝘵 𝘰𝘶𝘵𝘤𝘰𝘮𝘦𝘴 𝘢𝘳𝘦 𝘸𝘦 𝘩𝘰𝘱𝘪𝘯𝘨 𝘵𝘰 𝘢𝘤𝘩𝘪𝘦𝘷𝘦?
𝘞𝘩𝘢𝘵 𝘸𝘰𝘶𝘭𝘥 𝘱𝘦𝘰𝘱𝘭𝘦 𝘣𝘦 𝘥𝘰𝘪𝘯𝘨 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵𝘭𝘺 𝘪𝘧 𝘨𝘳𝘰𝘸𝘵𝘩 𝘢𝘯𝘥 𝘤𝘰𝘯𝘵𝘪𝘯𝘶𝘰𝘶𝘴 𝘭𝘦𝘢𝘳𝘯𝘪𝘯𝘨 𝘣𝘦𝘤𝘢𝘮𝘦 𝘱𝘢𝘳𝘵 𝘰𝘧 𝘦𝘷𝘦𝘳𝘺𝘥𝘢𝘺 𝘸𝘰𝘳𝘬?

There were healthy debates, differing perspectives, and many clarifications as leaders worked towards a shared understanding of the culture they wanted to build.

One discussion generated particularly rich dialogue:
"𝗪𝗵𝗮𝘁 𝗰𝗮𝗻 𝘄𝗲 𝗱𝗼 𝗮𝘀 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘁𝗼 𝗰𝗿𝗲𝗮𝘁𝗲 𝘁𝗵𝗲 𝗰𝗼𝗻𝗱𝗶𝘁𝗶𝗼𝗻𝘀 𝗳𝗼𝗿 𝗴𝗿𝗼𝘄𝘁𝗵?"

What made this experience particularly encouraging was seeing a Senior Leadership Team choose to start with themselves first.

Before asking others to change, they invested the time to create alignment around the culture they want to build, the behaviours they want to model, and the conditions required for growth to take root.

In our experience, this creates a much stronger foundation for sustainable culture transformation.

When employees know that the entire leadership team has invested in aligning around the same mindset, behaviours and expectations, culture transformation stops feeling like another initiative and starts feeling like a shared commitment.

Before we ask people to grow, we need to create an environment that supports growth.
𝗧𝗵𝗮𝘁 𝗲𝗻𝘃𝗶𝗿𝗼𝗻𝗺𝗲𝗻𝘁 𝘀𝘁𝗮𝗿𝘁𝘀 𝘄𝗶𝘁𝗵 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽.

When a leadership team aligns first on the culture they want to create and the behaviours they are prepared to model, they establish the conditions for others to engage with confidence and clarity.
Because culture change does not begin with employees.
It begins with leadership.

14/07/2026

Good conversations. Great company. And plenty of durian.
What more could you ask for?

Thank you @𝗡𝗧𝗨𝗖’𝘀 𝗲𝟮𝗶 (𝗘𝗺𝗽𝗹𝗼𝘆𝗺𝗲𝗻𝘁 & 𝗘𝗺𝗽𝗹𝗼𝘆𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗜𝗻𝘀𝘁𝗶𝘁𝘂𝘁𝗲) for inviting us to your Appreciation Party 2026. It was a fantastic afternoon catching up with friends, partners and fellow contributors across the workforce ecosystem.

As @𝗝𝗲𝗮𝗻 𝗧𝗮𝗻 shared, the impact of workforce transformation is ultimately built on partnerships. Behind every success story are organisations coming together with a shared commitment to support workers and employers.

At ILS, we are grateful for the opportunity to work with e2i on their internal initiatives that help to embrace change, build resilience, and strengthen future readiness.

We appreciate the trust that e2i has placed in us over the years and are honoured to contribute to a mission that continues to make a meaningful difference.

Here's to stronger partnerships, more impactful outcomes, and perhaps another durian gathering in the future.

Special thanks to Ling Hui Quek, Lynn Chua, Sean See and the e2i team for the invitation, warm hospitality, and continued partnership. We look forward to creating even greater impact together.

Choo Tan Tan-Spicer

03/07/2026

Part 3 of the 𝗦𝘆𝘀𝘁𝗲𝗺𝘀 𝗼𝗻 𝗦𝗶𝗹𝗶𝗰𝗼𝗻 𝗠𝗮𝗻𝘂𝗳𝗮𝗰𝘁𝘂𝗿𝗶𝗻𝗴 𝗖𝗼𝗺𝗽𝗮𝗻𝘆 𝗣𝘁𝗲 𝗟𝘁𝗱 (𝗦𝗦𝗠𝗖) journey focused on 𝗚𝗿𝗼𝘄𝘁𝗵-𝗢𝗿𝗶𝗲𝗻𝘁𝗲𝗱 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸, facilitated by Linda Tan-Spicer.

After exploring how our thinking shapes our responses in Part 1, and how our blind spots can affect listening in Part 2, participants examined what it takes to engage in feedback conversations with greater clarity, intention, and impact.

Through reflection, discussion, and practice, participants explored how greater inner clarity can lead to more meaningful feedback conversations. The session highlighted how our perspectives, assumptions, tone, and choice of words influence how feedback is received, shaping trust, connection, and opportunities for learning and development.

Thank you to the participants for your active engagement, openness, and willingness to examine both your own perspectives and those of others. The session reinforced a simple but important insight.
𝗠𝗲𝗮𝗻𝗶𝗻𝗴𝗳𝘂𝗹 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗱𝗼𝗲𝘀 𝗻𝗼𝘁 𝗯𝗲𝗴𝗶𝗻 𝘄𝗶𝘁𝗵 𝘄𝗵𝗮𝘁 𝘄𝗲 𝘀𝗮𝘆. 𝗜𝘁 𝗯𝗲𝗴𝗶𝗻𝘀 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲 𝗰𝗹𝗮𝗿𝗶𝘁𝘆, 𝗶𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻, 𝗮𝗻𝗱 𝗰𝘂𝗿𝗶𝗼𝘀𝗶𝘁𝘆 𝘄𝗲 𝗯𝗿𝗶𝗻𝗴 𝗶𝗻𝘁𝗼 𝘁𝗵𝗲 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻.

As the journey continues, we encourage participants to remain mindful of how they listen, communicate, and engage with others. From examining our own assumptions, to listening more deeply, to giving feedback more intentionally, the invitation now is to bring these practices into everyday conversations where they matter most.

Some participants have been tagged in this post. Additional tags are welcome to capture the full group involved.

Jer Wei Wee | Ong Eng Hui, PBM, PB, (IHRP-SP)
| Jaslyn Yeo

25/06/2026

When every decision routes to one person, it does not feel like control.
It feels like progress slowing down.
Decisions wait. Deadlines shift to match one person’s availability.
Teams hesitate because they do not want to move without approval.
Risk-taking disappears because it is safer to escalate than to decide.

Over time, you do not have a leadership team. You have a queue.
And the cost is not just speed.
It is capability. People stop building judgement because they are not expected to use it.
The fix is not to “be more available”. That makes it worse.

You have to redesign how decisions are made:
• 𝗣𝘂𝘀𝗵 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗿𝗶𝗴𝗵𝘁𝘀 𝗱𝗼𝘄𝗻 𝘁𝗼 𝘄𝗵𝗲𝗿𝗲 𝘁𝗵𝗲 𝗶𝗻𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 𝗶𝘀
• 𝗗𝗲𝗳𝗶𝗻𝗲 𝗰𝗹𝗲𝗮𝗿 𝗴𝘂𝗮𝗿𝗱𝗿𝗮𝗶𝗹𝘀 𝘀𝗼 𝗽𝗲𝗼𝗽𝗹𝗲 𝗸𝗻𝗼𝘄 𝘁𝗵𝗲 𝗯𝗼𝘂𝗻𝗱𝗮𝗿𝗶𝗲𝘀
• 𝗕𝗲 𝗲𝘅𝗽𝗹𝗶𝗰𝗶𝘁 𝗮𝗯𝗼𝘂𝘁 𝘄𝗵𝗮𝘁 𝗺𝘂𝘀𝘁 𝗯𝗲 𝗲𝘀𝗰𝗮𝗹𝗮𝘁𝗲𝗱 𝗮𝗻𝗱 𝘄𝗵𝗮𝘁 𝘀𝗵𝗼𝘂𝗹𝗱 𝗻𝗼𝘁

If everything still comes back to you, the system is broken. Not the team.

23/06/2026

Most organisations do not have a values problem.
They have a tolerance problem.
The values are written. Repeated. Displayed.
But daily behaviour tells a different story.
Missed commitments get excused.
Low standards get explained away.
Shortcuts get ignored because the outcome “was good enough”.
Over time, this becomes the real culture.
Not what is stated, but what is allowed.

The question is uncomfortable, but necessary:
𝗪𝗵𝗶𝗰𝗵 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝘂𝗿𝘀 𝗮𝗿𝗲 𝘄𝗲 𝗾𝘂𝗶𝗲𝘁𝗹𝘆 𝗮𝗰𝗰𝗲𝗽𝘁𝗶𝗻𝗴 𝘁𝗵𝗮𝘁 𝗰𝗼𝗻𝘁𝗿𝗮𝗱𝗶𝗰𝘁 𝘄𝗵𝗮𝘁 𝘄𝗲 𝘀𝗮𝘆 𝘄𝗲 𝘃𝗮𝗹𝘂𝗲?

Writing the list is the easy part.
Changing the consequences is where culture actually shifts.
Because until behaviour has a cost, nothing changes.

22/06/2026

𝗥𝗮𝗳𝗳𝗹𝗲𝘀 𝗤𝘂𝗮𝘆 𝗔𝘀𝘀𝗲𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 | 𝗧𝗵𝗲 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗦𝗵𝗶𝗳𝘁: 𝗥𝗲𝗳𝗹𝗲𝗰𝘁𝗶𝗼𝗻 𝟮
Following Retreat 2, this session brought the group back together to reflect on how polarities and systems thinking are being applied in practice.

Facilitated by 𝗟𝗶𝗻𝗱𝗮 𝗧𝗮𝗻-𝗦𝗽𝗶𝗰𝗲𝗿, the session created space for leaders to share candidly on what they tested, what behaviours have shifted, and what they are learning through the process. The aim was to support participants in making a deliberate shift from awareness to 𝒊𝒏𝒕𝒆𝒏𝒕𝒊𝒐𝒏𝒂𝒍 𝒃𝒆𝒉𝒂𝒗𝒊𝒐𝒖𝒓 𝒄𝒉𝒂𝒏𝒈𝒆, especially under pressure. This was anchored in a structured approach that kept the conversation disciplined and forward-focused, ensuring clear links were drawn between experience, learning, and the adjustments needed in leadership practice.

The level of commitment was clear. It is one thing to engage during a workshop. It is another to carry the work forward, apply it in context, and return with honest reflection. What stood out was the consistency in effort and the willingness to stay engaged in the process of change.

Some participants have been tagged. Others are welcome to be added to reflect the full group involved.

The work now shifts from experimentation to embedding these practices into everyday leadership.

"𝑰𝒏𝒔𝒊𝒈𝒉𝒕 𝒄𝒓𝒆𝒂𝒕𝒆𝒔 𝒂𝒘𝒂𝒓𝒆𝒏𝒆𝒔𝒔. 𝑷𝒓𝒂𝒄𝒕𝒊𝒄𝒆 𝒄𝒓𝒆𝒂𝒕𝒆𝒔 𝒄𝒉𝒂𝒏𝒈𝒆."

Syahzan Kudus | Cynthia Lai | Jenette Wong | Beverly Chee | Peter Chai |
Qin En Ng | Shirlene Lim | Karinne G. | Jaclyn Chan | Dhruva Joishy |
Koh Wee Hong | Andrew Choh | Tricia Lim | John Pang

18/06/2026

Most meetings do not fail because people are unprepared.
They fail because there is no structure.
There is no clear purpose.
No clear owner driving the discussion.
No agreed way to make decisions.
And they end without anyone knowing what actually happens next.
So the same topics come back again. And again.

A simple structure changes this:
• 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝗮 𝗰𝗹𝗲𝗮𝗿 𝗽𝘂𝗿𝗽𝗼𝘀𝗲. 𝗪𝗵𝘆 𝗮𝗿𝗲 𝘄𝗲 𝗵𝗲𝗿𝗲?
• 𝗔𝘀𝘀𝗶𝗴𝗻 𝗮𝗻 𝗼𝘄𝗻𝗲𝗿 𝘁𝗼 𝗱𝗿𝗶𝘃𝗲 𝘁𝗵𝗲 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻
• 𝗕𝗲 𝗲𝘅𝗽𝗹𝗶𝗰𝗶𝘁 𝗮𝗯𝗼𝘂𝘁 𝗵𝗼𝘄 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 𝘄𝗶𝗹𝗹 𝗯𝗲 𝗺𝗮𝗱𝗲
• 𝗘𝗻𝗱 𝘄𝗶𝘁𝗵 “𝘄𝗵𝗼 𝗱𝗼𝗲𝘀 𝘄𝗵𝗮𝘁 𝗯𝘆 𝘄𝗵𝗲𝗻”
Anything outside of this is usually noise.

If your meetings feel busy but nothing moves forward, the issue is not the people. It is the lack of discipline in how the meeting is run.

*****on