A few weeks ago when I was in London, I heard this statement: “You don’t rise to the level of your goals; you fall to the level of your systems.” I thought it was time to take a deeper dive.
If you’re struggling to improve a situation, the issue isn’t you, it’s your system. Change doesn’t fail because we lack the desire to change; it fails because we’re working with the wrong system. We are often told to be more ambitious, set bigger goals, or think bigger. While thinking big has its place, setting a goal is actually the easy part. The hard part is building a system of behaviours that consistently move you toward that goal. A goal is simply a desired outcome, a target, and on the other hand, your system is the collection of daily habits you follow. I think if there’s ever a gap between your goal and your system, your daily habits will always win. By definition, your current habits are perfectly designed to deliver your current results.
Why is this so hard?
Illustration @clinpsych_ind
What I’ve learned about company and team culture is that it begins with a mission. From the mission, you define the behaviours needed to achieve it and the values required to support those behaviours. You then build the people, processes, and systems around those values. To sustain the culture, you must ensure these values are lived every day, including hiring people who align with them.
Social constraints
Race may be a social construct, but racism is a very real system. If we think of racism as a system, it becomes clear that its operation doesn’t depend on who is in charge. Whether the hands steering it are Black, brown, or white, the system continues to function as designed. In the West, the individual successes of middle-class Black people are almost always deeply connected to the collective struggles and advances made by working-class Black communities. Yet, paradoxically, it is often the working-class Black individuals who see the least benefit from these advances.
““There is an understanding of diversity as the difference that brings no difference and the change that brings no change.””
RIP Quincy Jones
The world has lost an extraordinary genius whose impact on music is both timeless and unmatched. Quincy Jones was more than a producer; he was a visionary who shaped the soundscape of each era from the 1940s to today. I don’t think words alone can’t capture the depth of his influence. His mastery is woven into the fabric of countless genres, leaving a legacy that spans jazz, pop, funk, and beyond. No other figure in musical history has curated a more celebrated body of work or commanded such universal respect. From iconic arrangements to pioneering productions, each decade bears his indelible mark. His crowning achievement, Michael Jackson's “Thriller,” remains the best-selling album in history, a feat driven by Quincy’s unparalleled craftsmanship. The world has truly lost a genius in the purest sense of the word. Quincy Jones didn’t just create music; he defined it, forever changing the art and its possibilities.
Using reflective inquiry
Have you ever thought about the role culture plays in coaching?
As a coach who was born and raised in London with Jamaican heritage, I developed a deep appreciation for cross-cultural understanding and respect from birth. This background has shaped how I approach my sessions, with both curiosity and an open mind. I’m always focused on what’s most important to my clients, often asking, “What can we bring into this session to support your journey of deep reflection?” I encourage clients to incorporate any cultural or traditional elements that help them feel more connected and grounded to ensure each conversation is a powerful and meaningful experience.
Get rich quick schemes
The promise platforms like TikTok and YouTube make: “Spend hundreds of hours creating content for us for free, and there’s a one-in-a-million chance you’ll become famous.” These odds aren’t in your favour, and I think that it’s a game best avoided. Sure, someone may become famous, but it’s unlikely to be you, after all, we already have the Beckhams and the Kardashians. The real winners are the companies hosting your content; your unpaid labour is making them extremely wealthy. “Too good to be true” strategies rarely pay off in the long run, and I, for one, am not signing up for that game.
The burden of the good guy
When decision-making is reduced to an algorithm, formula, or procedure, the risk of blame is minimised, essentially, the system says 'no.' People tend to favour codifying processes, making them numerical, and turning them into optimisation problems with one 'right' answer. However, this approach narrows the range of potential solutions, leaving little room for debate or alternatives. I think the burden of this rigid approach often falls more heavily on the recipient than on the sender.
Give people space
I’m rarely the smartest person in the room, nor the best looking or the funniest. So, I just say what I need to and then step back, making space for others. My goal is to amplify the voices of those who have been marginalised or pushed aside. While I do care about how I’m perceived, I’m far more concerned about my purpose. On one hand, I want to give a voice to important issues. and on the other, I don’t want the focus to be on me. I hope my work continually challenges the stereotypes and biases about people who look like me.
How is change created?
Key questions for change:
What specific change are we trying to make?
Who are we aiming to influence?
Given our agreed-upon constraints and goals, is there a better path forward to reach our destination?
To proceed, we need clarity on the following:
Constraints:
What are the limitations or boundaries we’re operating within?Objectives:
What are the precise goals we are working toward?Target Audience:
Who are we trying to affect or change?
Without alignment on these key points, productive conversation becomes difficult. If we’re not on the same page, we risk revealing that we’re metaphorically on different journeys (or buses), heading in different directions. Contact me via email for a confidential conversation about your journey.
Encouraging feedback
Who is the real expert on corporate culture?
Is it the CEO or the people on the ground, particularly those from underrepresented groups? In my experience, it’s often the individuals from underrepresented groups who are most in tune with the subtle cues of culture. They can tell us a lot about what certain signals and statements mean in practice, and how they are thought of and treated within the organisation. Contact me via e-mail if you would you like us to at your organisations cultural landscape.
How do you know?
Where does your team fall on the cultural mindset continuum (e.g., fixed vs. growth mindset)?
How can you recognise cultural features through your organisation’s cultural artifacts?
How do you structure the start and end of your meetings?
In what ways do you praise or acknowledge your team members' contributions?
How do you approach situations when team members make mistakes?
What practices, policies, and norms do you have in place that shape your culture?
Are you open to discussing your organisation's culture with me?
Feel free to contact me via email for a cultural review.
Understanding kindness
We can restore humanity and dignity to the workplace by empowering people to take ownership of the process. With the right approach to continuous improvement, we can cultivate the humility, courage, and creativity needed to put things in their proper place. I think the key is to start by re-examining how we view humans, both in general and within the working context.
““I’m for the truth, no matter who tells it. I’m for justice, no matter who it is for or against. I’m a human being first and foremost, and as such I’m for whoever and whatever benefits humanity as a whole.””
Attitude determines altitude
Our attitude towards both our professional and personal lives will determine how far we go in business and in life. Attitude is a choice, not a skillset. By adopting an attitude of gratitude, you'll achieve greater success in business and experience countless blessings in life. So, change your attitude and stop making excuses.
“ “It’s your attitude, not your aptitude that will determine your altitude.””
Explain rather than excuse
I'm focused on deliverables, not just activity, so during our knowledge work team meeting about objectives, I want to emphasise results over excuses. Few of us have had the privilege of working on high-performance teams where we're genuinely excited to go to work, and that's the kind of environment I want to foster. What about you?
“Not managing your time and making excuses are two bad habits. Don’t put them both together by claiming you ‘don’t have the time’.””
Stop making excuses
I think there are only two options: make progress or make excuses.
““Maturity is when you stop complaining and making excuses, and start making changes.””
Slow down
What game are you playing?
There is a distinction between seeking to have the right answer and building the capacity to generate the right answer, one is a short-term win and the other has a much longer shelf life. I think passing down wisdom, especially through oral history, is vital for preserving culture, maintaining and transmitting identity, values, and traditions. It allows us to learn from the past, offering lessons from previous generations' experiences while using historical insights to address modern challenges innovatively. Wisdom sharing also strengthens community bonds by fostering common narratives and understanding.
Holding a grudge
People are often more forgiving than you think; people forget. When someone makes a mistake, they remember the times they themselves sought forgiveness. To encourage empathy, simply ask them to reflect on their own experiences: "Haven't you ever made a mistake?" By helping others recognise that everyone makes mistakes, you humanise your error and create a pathway for forgiveness. I think this approach can absolve you of your wrongdoing and prompt others to give you another chance. When you learn to acknowledge and accept your own mistakes, you gain the strength to move forward, and no one can diminish that inner resilience.
The concept of ikigai
Japan is one of the world's most homogeneous countries, with approximately 98% of the population being ethnic Japanese. The Japanese secret to a long, happy, and meaningful life is “ikigai.” Ikigai is where your passion meets your mission, vocation, and profession. It is the intersection of:
What you love
What you are good at
What the world needs
What you can get paid for
It may be worth exploring
I fully understand that choosing me over an established market leader is risky. The fear of making a poor decision, looking bad in front of your boss, and facing repercussions because of your choice are all significant factors in the business-to-business decision-making process. This is why market leaders hold such an advantage: they represent the safe option. You can confidently tell your boss that you considered all alternatives but chose "X" because of their reputable background with prominent companies.
I think challenging this established procedure necessitates a thoughtful approach. While established market leaders are often seen as the safe choice due to their proven track record, this perception can stifle innovation and limit opportunities for new, potentially superior solutions. By daring to choose a less conventional option, you not only demonstrate confidence in your decision-making abilities but also open the door to unique advantages that the market leader may not provide. Embracing this challenge can lead to significant benefits and differentiation in a competitive landscape.
It never happens
I think that if you are not being creative, then you are not being fully rational. If you don’t allow room for the imagination, you’re not actually being intelligent; you’re only being logical. Truly robust and rigorous decision-making must involve a degree of mental experimentation.
Have you ever heard of a CFO asking the design department for their thoughts on the numbers in the quarterly forecast before presenting them to the accountants?
““Creative people must always present their ideas to rational people. Note this never happens the other way round.””