Remy Blumenfeld’s Post

Dear Friends, Today, I want to challenge the status quo and ignite a movement that will reshape the business world. It's time to create a new paradigm – one that is driven by compassion. Yes, you heard me right. Compassion in Business is not just a nice thing to have, but a necessity for our success. We all know that toxic cultures and businesses exist, where profits are prioritised over people, and cut-throat competition thrives. But what if I told you that there is a better way? A way that uplifts and empowers individuals, fosters collaboration, and ultimately drives sustainable growth. Compassionate leadership is the key to unlocking this new reality. It's about placing people at the heart of everything we do. It's about nurturing a culture of empathy, kindness, and understanding. It's about creating workplaces where employees feel valued, supported, and inspired to contribute their best. Join me in the Champion of Compassion movement, where we are challenging the norms and paving the way for a more human-centered approach to business. By signing up for free at https://lnkd.in/e-ReyJX9, you'll gain access to invaluable resources, thought-provoking insights, and a supportive community of like-minded individuals. But that's not all. Tune in to our latest podcast episodes of 'The Compassion Show' at https://lnkd.in/eUq6Vq5Z. Here, we dive deep into the power of compassion in business, featuring interviews with industry leaders and experts who are already making a difference. And mark your calendars! Register for our upcoming events at https://lnkd.in/emN-kKp2. These thought-provoking sessions will equip you with practical strategies and actionable advice to implement compassion in your own organizations. Let's challenge the status quo together and make compassion the driving force behind our businesses. Together, we can stop toxic workplaces and create a business world where empathy, kindness, and collaboration reign supreme. Join the movement and be part of the change. #compassionateleadership #compassioninbusiness #peopleandculture #businessleadership #peopledevelopment #stoptoxicworkplaces With compassion, Nigel

How to give difficult feedback....never easy but to your boss? Liz Hilton Segel, Senior Partner at McKinsey, shares simple yet excellent advice in just over 2 minutes. Watch her insightful tips here. #Feedback #CareerAdvice

How to stop a zombie apocalypse! Blame my Gen X sense of humour but what scares me most about the accelerating changes ahead is how ready we are. UK productivity has been faltering for some time. Join me as I unpack the three biggest culprits that lead to disengaged teams working on autopilot. Join me Wednesday at 2 at the Business Toolkit Theatre. Come find us on stand 460 at London’s Excel Centre Watch this space for more announcements and build up! #businessgrowth #leadershipdevelopment #strategy #engagement

Thanks for this Penny An interesting post. I think most of us look back in December and consider what went well over the last 12 months and what we could have done better. As we look forward to the New Year it is the perfect time to consider how we can make 2025 better than 2024. The key question is: Where will the big improvements for your team come from in 2025, and how can you make that happen...!?

I was looking through my journal and found this entry on 9th March 2020: "Can you imagine if we were not allowed to travel? Or meet folk socially or professionally? Or if 'deep cleans' of buildings became a regular occurrence? Or drive-by trips to hospital for testing carried out by folk in PPE? Or if schools, offices, theatres and public transport were all closed down? Or social interaction became actively discouraged in the name of public safety? It seems so far fetched and ridiculous to imagine. And yet can any of us know for sure that it will not come to pass here?" I wrote that 4 years and 1 month ago. It feels incredible to read that now, knowing what I do about what unfolded. I was reminded of these times in a client conversation recently when we were discussing the challenges of bringing about major change in the business. The client was remembering how the reality of the burning platform presented by the pandemic, dissolved the usual barriers to collective decision-making and brought about a pace and agility to organisational change that had not been known for a very long time. Do you remember that? There is so much about that time that it is best forgotten. But what a shame if in organisational life we have forgotten - in just four short years - how to make major change in a short amount of time Have you forgotten? I would love to hear your experiences in the comments below. #leadership #deeplyhuman #change

𝘼𝙧𝙚 𝙚𝙭𝙥𝙚𝙘𝙩𝙖𝙩𝙞𝙤𝙣𝙨 𝙖𝙣𝙙 𝙤𝙪𝙩𝙘𝙤𝙢𝙚𝙨 𝙨𝙤𝙢𝙚𝙝𝙤𝙬 𝙧𝙚𝙡𝙖𝙩𝙚𝙙? A few months ago, during a conversation, a leader shared his concerns about a team member: he's withdrawn, doesn't seem motivated, and no longer proposes new ideas. "I think he's looking for another job," said the leader. The conversation proceeded on a different track for a few minutes until the leader returned to the topic and said, "There's an opportunity to join a very innovative project, and it would be perfect for [team member's name], but given the current situation, I won't propose it to him: what if he starts there and then leaves after his notice period?" That conversation ended with the leader's commitment to talk to the team member, share his observations, and listen to him. A couple of weeks ago, while talking to the same leader, the conversation returned to that quiet and seemingly unmotivated team member. The leader shared that he had left the day before as it was his last day on the job. He looked troubled while recalling that he never had that conversation to share his observations. He kept observing his detachment and passive attitude until the day this guy handed in his notice. "Was it my fault?" he asked. Was it? Human interactions are complex, and several factors usually determine an outcome. However, according to the story, the leader observed unusual behavior, assumed a reason, formed his expectation ("he's looking for a job"), and (probably?) proceeded to interact with the team member according to his assumption and expectation. The outcome was that that team member actually left. 🔵 𝘞𝘩𝘦𝘯 𝘵𝘩𝘦 𝘭𝘦𝘢𝘥𝘦𝘳 𝘵𝘢𝘭𝘬𝘦𝘥 𝘵𝘰 𝘮𝘦 𝘮𝘰𝘯𝘵𝘩𝘴 𝘢𝘨𝘰, 𝘸𝘢𝘴 𝘩𝘪𝘴 𝘵𝘦𝘢𝘮 𝘮𝘦𝘮𝘣𝘦𝘳 𝘢𝘭𝘳𝘦𝘢𝘥𝘺 𝘭𝘰𝘰𝘬𝘪𝘯𝘨 𝘧𝘰𝘳 𝘢 𝘫𝘰𝘣? 🔵 𝘞𝘩𝘢𝘵 𝘸𝘰𝘶𝘭𝘥 𝘢 𝘧𝘦𝘦𝘥𝘣𝘢𝘤𝘬 𝘤𝘰𝘯𝘷𝘦𝘳𝘴𝘢𝘵𝘪𝘰𝘯 𝘩𝘢𝘷𝘦 𝘤𝘩𝘢𝘯𝘨𝘦𝘥?  🔵 𝘞𝘩𝘢𝘵 𝘤𝘰𝘶𝘭𝘥 𝘵𝘩𝘦 𝘭𝘦𝘢𝘥𝘦𝘳 𝘩𝘢𝘷𝘦 𝘭𝘦𝘢𝘳𝘯𝘦𝘥 𝘧𝘳𝘰𝘮 𝘩𝘪𝘴 𝘵𝘦𝘢𝘮 𝘮𝘦𝘮𝘣𝘦𝘳?  🔵 𝘏𝘰𝘸 𝘸𝘰𝘶𝘭𝘥 𝘩𝘪𝘴 𝘣𝘦𝘩𝘢𝘷𝘪𝘰𝘳 𝘩𝘢𝘷𝘦 𝘤𝘩𝘢𝘯𝘨𝘦𝘥?  🔵 𝘞𝘰𝘶𝘭𝘥 𝘵𝘩𝘦 𝘵𝘦𝘢𝘮 𝘮𝘦𝘮𝘣𝘦𝘳 𝘩𝘢𝘷𝘦 𝘭𝘦𝘧𝘵 𝘢𝘯𝘺𝘸𝘢𝘺? 🔵 𝘈𝘯𝘥 𝘸𝘩𝘢𝘵 𝘤𝘰𝘶𝘭𝘥 𝘵𝘩𝘦 𝘭𝘦𝘢𝘥𝘦𝘳 𝘭𝘦𝘢𝘳𝘯 𝘵𝘰𝘥𝘢𝘺, 𝘭𝘰𝘰𝘬𝘪𝘯𝘨 𝘣𝘢𝘤𝘬 𝘢𝘵 𝘵𝘩𝘪𝘴 𝘦𝘱𝘪𝘴𝘰𝘥𝘦? ~•~•~•~•~•~•~•~•~•~•~•~•~ Need help in figuring out your most important human interactions?  👋 Hi, I'm Francesca, a coach who'd love to help.  Book your complimentary appointment - link in bio. Picture by Mohamed_hassan on Pixabay

What are the rules of the game for being human at the moment? "On one hand, there is polarisation, but on the other hand, people are asking questions. They may be frustrated, angry, but I think what they're asking for is the change they wish to see, and I think what they're seeking is the vocabulary and tools to transcend polarisation and bring about the change they wish to see." I had the pleasure of sitting down for another beautiful Think Human Being conversation with magicmaker Sudarshan Rodriguez, who has been instrumental in helping me shift my perspective on how I show up in the world from a place of inner capacity and values. Watch the full episode here: https://lnkd.in/d4NUE4R8 Sudarshan is a development professional and systems thinker with decades of expertise in disaster management, environmental sciences, and social leadership. Through RTL Works he focuses on manifesting the full potential, well-being, and harmony of People and Planet, ensuring no one is left behind. We chat about transformational leadership, universal values, our innate attributes for creating change, the misunderstanding of management vs. leadership, parenting, media overwhelm, and so much more. What I love about this conversation, as always, is how human it is—grounded in real-life experiences of creating spaces where people can connect through values and have the hard conversations we need to bring about change. If you missed out of my previous chats you can catch up here: The Power of Love, Purpose, and Imagination with Lydia Fairhall: https://lnkd.in/drAFMC-a Love and business: A conversation with Nand Kishore Chaudhary (NKC): https://lnkd.in/d4bqUTWV #UniversalValues #Compassion #Leadership #Transformation

🤔 Can feeling uncertain or "mixed" actually make us better leaders? 🤔 Inspired by Kobra Norouzi, I recently listened to the Hidden Brain podcast featuring psychologist Naomi Rothman, who dives into the complexities of emotional ambivalence — that feeling when we're caught between opposing emotions like happiness and frustration. This resonated deeply with me, challenging me to rethink the power of "mixed emotions" in our professional lives. Naomi shares fascinating research on how ambivalence can enhance our decision-making, helping us to look at problems from multiple angles. One example? When leaders express ambivalence openly, they actually invite others to contribute and collaborate more deeply. Her studies show that mixed emotions can foster a more inclusive team environment where everyone feels encouraged to weigh in. Imagine the value of that in high-stakes projects, where every voice counts! 🚀 Here’s how this applies to project management: 💡 Better Problem-Solving: Ambivalence forces us to dig deeper. When we consider both positive and negative aspects of a decision, we can often land on more balanced, innovative solutions. 📈 Enhanced Team Dynamics: Showing ambivalence (in the right settings) can inspire others to explore ideas more openly, leading to stronger, more flexible project outcomes. 📊 Strategic Decision-Making: Rothman notes that while ambivalence can make us seem "less decisive," it can be a valuable tool if used strategically — especially in collaborative and complex situations. For instance, Rothman recalls leading a meeting where she hesitated between offering encouragement or critique. Sharing her mixed feelings felt uncomfortable, yet it ultimately led to a richer discussion and a more thoughtful outcome. This experience aligns with her research showing that leaders who express ambivalence can set a tone of openness and intellectual humility, which can be crucial for handling multifaceted project challenges. Next time you’re feeling "of two minds" about a decision, remember that it might just be your brain’s way of encouraging a more thorough, inclusive process. In the fast-paced world of project management, maybe it’s time we rethink the value of decisiveness alone and embrace a bit of strategic ambivalence. 🎧 Listen to Rothman on Hidden Brain for more, and dive into the research if you're interested: https://lnkd.in/dB2hEDte #Leadership #ProjectManagement #EmotionalIntelligence #DecisionMaking #EmotionalAwareness #ProfessionalGrowth #InclusiveLeadership #TeamCollaboration #ComplexDecisions

Look, I know you’re an expert in your field. In fact, some of your ideas might sound weird or radical, so you keep a lot of them to yourself… Because when you do, they’re questioned. People look at you like you have two heads. People question your mindset. They joke about it. Or keep you at arm’s length. Or worse... they gate keep opportunities for leadership because you're not toeing the party line. Sometimes you feel like you’re shouting into the void, and then you look at some of your counterparts and you wonder why they’re on stages, on TV, being quoted in the media. Because what YOU hear them say is what you’ve heard said a thousand times by a thousand people. It sounds to you like they’re just regurgitating what everyone else is saying. They’re not saying anything particularly new. So why are they getting seen and heard? Because they learned how to talk about it. Except they’re passing off what’s obvious to you as innovative. And frankly...they'll only ever get so far because let's be honest -- it's not. Now imagine if you just put a framework or methodology around YOUR big, bold ideas -- the REAL deal -- and figure out how to articulate their impact to the audiences you want to be in front of? Imagine if you figured out how to TALK about what is NOT obvious to everyone in a way that makes people stop and take notice? It CAN be you on those stages. In publications. On TV. On bookshelves. Getting quoted. My name is Sarah Khan and I help people who are already industry experts become standout thought leaders. The people who pitch less but get more offers. Highly requested by the media publications and get quoted on fancy graphics. In demand because they have opinions that people care about and are CRAVING. If you’re ready to increase your recognition, respect, and revenue, it’s time to get in my DMs for a chat about how.

Mindy Kaling's Late Night hit theaters in 2019, but its lessons remain just as relevant today. In a world still grappling with workplace diversity, adapting to change, and leadership evolution, the film’s insights on staying relevant, embracing new voices, and breaking free from labels continue to resonate. Some things never go out of style—like learning to listen and evolve. The movie blends humor and corporate lessons, inspired by Mindy's own experiences in the TV industry. The story follows Molly Patel, a chemical engineer who lands a job as a diversity hire on a late-night show. Facing skepticism, she proves that labels don’t define success—your work does. Emma Thompson plays Katherine Newbury, a veteran host struggling with declining ratings. Resistant to change at first, she learns the importance of embracing feedback and evolving with the times. #LateNightLessons #DiversityMatters #LeadershipLessons #AdaptToSucceed #FeedbackMatters #MindyKaling #EmmaThompson