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By Ren Chang, SOO "I'm Buzz Lightyear. I come in peace." He said it with complete certainty. Helmet gleaming. Posture perfect. Ready to protect the galaxy from Evil Emperor Zurg. The only problem? He was a toy. And he had no idea. What if your greatest confidence is built on a story that isn't true? 👨‍🚀🚀🌌 Buzz's Top 5 Strengths Self-Assurance (Influencing) "I'm Buzz Lightyear, Space Ranger, Universe Protection Unit." He doesn't doubt himself. He has deep faith in his own

Written by: Jessica Low “Give us your best idea.” It sounds like an invitation to think creatively. Yet, in many workplaces, it lands more like a test. Employees look around the room. Who is listening? Will this idea sound naïve? Has someone already suggested the direction the leader prefers? What happened the last time a colleague offered something unusual? Then the room becomes quiet—or a few familiar voices begin speaking. I have seen this pattern in facilitated conversati

by Aaron Chan In my previous post, I shared how meaningful personal change begins with awareness. We cannot change what we do not recognise. The same principle applies to organisations. Every organisation develops patterns over time. These patterns become 'this is the way we do things around here' . All of these are habits, assumptions, and unwritten rules that shape everyday decisions. They become so familiar that people rarely question them. Like individuals, organisations

By Ren Chang, SOO "I'm Andy's toy." Four words. His entire identity. His purpose. His prison. The cowboy who held staff meetings on the bed. Who made sure no toy got left behind. Who ran towards the moving van when everyone else froze. Who jumped from a speeding RV to rescue a spork having an existential crisis. What if the same strengths that make you a great leader are the ones that make letting go impossible? 🤠🐎👢 Woody's Top 5 Strengths Responsibility (Executing) His en

Written by: Jessica Low “Insanity is doing the same thing over and over again and expecting different results.” The attribution is disputed, but this line feels familiar in many organisations. Every year, teams organise another learning programme, training intervention, or strategy session. The slides become newer. The agenda may be tighter. But the design often stays the same. People sit. Someone presents. Participants respond politely. A few discussions happen. Everyone lea