By ANDREW CHUA
I became so interested in what makes people happy that I quit my well-paying job and spent the past seven years developing, refining and running a workshop that helps people find lasting happiness in their lives.
By JOANNE LOVE
It is the leaders who drive the purpose, and not the team members. And it is those leaders who do it best by creating a purpose that is clear and well-articulated, that separates the great leaders from all others.
By TRAVIS BRADBERRY
Burnout often results from a misalignment of input and output; you get burnt out when you feel like you’re putting more into your work than you’re getting out of it. Here are some warning signs you need to recognise detect so that you’ll know when it’s time to take action.
By AARON TANG
Do you find yourself asking this question at work: "Why am I really here and why am I doing this?" All work is part of an effort to meet a human need; a cause. The question is, is it a cause that you believe in?
By TRAVIS BRADBERRY
It’s a common misconception that in order to be creative, one must live life on a whim with no structure and no sense of need to do anything, but the habits of highly successful and creative people suggest otherwise.
By LOUISA DEVADASON
In order to thrive professionally, we need to refine two levels of ourselves: the “superficial” i.e. first impressions and the “deep” i.e. functional mastery.
By PAUL C. BRUNSON
. . . for the majority of my adult life, I suffered from one of the most debilitating diseases known to man —a disbelief in myself. I carried with me, for years, a poison of self-doubt.
By ROHINI RAJARATNAM
What is so important about having influence? To be a leader, you must at least be followed by people, and generally people will follow the one most influential. . . . So how do you use your position for good?
