Supporting Employee Career Development

Louder for the people at the back 🎤 Many organisations today seem to have shifted from being institutions that develop great talent to those that primarily seek ready-made talent. This trend overlooks the immense value of individuals who, despite lacking experience, possess a great attitude, commitment, and a team-oriented mindset. These qualities often outweigh the drawbacks of hiring experienced individuals with a fixed and toxic mindset. The best organisations attract talent with their best years ahead of them, focusing on potential rather than past achievements. Let’s be clear this is more about mindset and willingness to learn and unlearn as apposed to age. To realise the incredible potential return, organisations must commit to creating an environment where continuous development is possible. This requires a multi-faceted approach: 1. Robust Training Programmes: Employers should invest in comprehensive training programmes that equip employees with the necessary skills for their roles. This includes on-the-job training, mentorship programmes, online courses, and workshops. 2. Redefining Hiring Criteria: Organisations should revise their hiring criteria to focus more on candidates’ potential and willingness to learn rather than solely on prior experience or formal qualifications. Behavioural interviews, aptitude tests, and probationary periods can help assess a candidate's ability to learn and adapt. 3. Partnerships with Educational Institutions: Companies can collaborate with educational institutions to design curricula that align with industry needs. Apprenticeship programmes, internships, and cooperative education can bridge the gap between academic learning and practical job skills. 4. Lifelong Learning Culture: Encouraging a culture of lifelong learning within organisations is crucial. Employers should provide ongoing education opportunities and support for professional development. This includes continuous skills assessment and access to resources for upskilling and reskilling. 5. Inclusive Recruitment Practices: Employers should implement inclusive recruitment practices that remove biases and barriers. Blind recruitment, diversity quotas, and targeted outreach programmes can help ensure that diverse candidates are given a fair chance. By implementing these measures, organisations can develop a workforce that is adaptable, innovative, and resilient, ensuring sustainable success and growth.

Work shouldn’t cost you the things that matter most. Too often, people sacrifice their health, relationships, and happiness for their jobs. On Thanksgiving let's get that balance right. But the most successful professionals understand this simple truth: Work and well-being can coexist. Here are 5 principles to create a fulfilling work-life balance: 1. 𝗦𝗲𝘁 𝗡𝗼𝗻-𝗡𝗲𝗴𝗼𝘁𝗶𝗮𝗯𝗹𝗲 𝗕𝗼𝘂𝗻𝗱𝗮𝗿𝗶𝗲𝘀 → Define your work hours and stick to them. → Protect your personal time like it’s a crucial meeting. 2. 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 𝗪𝗵𝗮𝘁 𝗠𝗮𝘁𝘁𝗲𝗿𝘀 → Focus on high-impact tasks and let go of unnecessary ones. → Don’t let fake urgencies derail your priorities. 3. 𝗘𝗺𝗯𝗿𝗮𝗰𝗲 𝗙𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆 → Choose roles or policies that allow for remote or flexible work. → Flexibility isn’t a perk—it’s a necessity for well-being. 4. 𝗗𝗼𝗻’𝘁 𝗕𝘂𝗿𝗻 𝗢𝘂𝘁 𝗦𝗶𝗹𝗲𝗻𝘁𝗹𝘆 → Speak up about unreasonable workloads or toxic cultures. → Companies that prioritize well-being listen to employee feedback. 5. 𝗔𝗹𝗶𝗴𝗻 𝗪𝗼𝗿𝗸 𝘄𝗶𝘁𝗵 𝗬𝗼𝘂𝗿 𝗩𝗮𝗹𝘂𝗲𝘀 → Choose roles and employers that align with your personal mission. → Success without fulfillment is a sign to reevaluate. Your work shouldn’t cost you your joy or health. What strategies help you balance work and life? Let me know in the comments below 👇 --- ♻️ Find this helpful? Repost for your network. ➕ Follow Dr Alexander Young for more tips on leadership, workplace culture, and career growth.

HR Director asks COO: "How do we ensure our top talent doesn't leave after we've invested in their development?" COO: "The real question is: How do we survive if we don't develop our people and they decide to stay?" Insight: Elevate your team's skills to world-class levels. Then create an environment so inspiring, they wouldn't dream of leaving. 𝟭) 𝗜𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 𝗶𝗻 𝗣𝗲𝗼𝗽𝗹𝗲 𝗜𝘀 𝗡𝗼𝗻-𝗡𝗲𝗴𝗼𝘁𝗶𝗮𝗯𝗹𝗲 Development is crucial for: ↳ Company growth ↳ Innovation ↳ Competitive edge Stagnation is the real threat, not attrition. 𝟮) 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮𝗻 𝗜𝗿𝗿𝗲𝘀𝗶𝘀𝘁𝗶𝗯𝗹𝗲 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 Foster an environment with: ◦ Continuous learning opportunities ◦ Clear growth paths ◦ Recognition and rewards Culture is your strongest retention tool. 𝟯) 𝗕𝗮𝗹𝗮𝗻𝗰𝗲 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝗮𝗻𝗱 𝗘𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 Combine skill growth with: ↳ Meaningful work ↳ Autonomy ↳ Purpose-driven goals Engaged employees are less likely to leave. 𝟰) 𝗘𝗺𝗯𝗿𝗮𝗰𝗲 𝘁𝗵𝗲 𝗚𝗿𝗼𝘄𝘁𝗵 𝗠𝗶𝗻𝗱𝘀𝗲𝘁 View development as: ◦ An ongoing process ◦ A mutual benefit ◦ A competitive advantage Growth-oriented cultures attract and retain top talent. 𝟱) 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽'𝘀 𝗥𝗼𝗹𝗲 𝗶𝗻 𝗥𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻 Leaders should: ↳ Model continuous learning ↳ Provide mentorship ↳ Create growth opportunities Leadership sets the tone for development and retention. Remember: The risk of losing developed talent is far less than the certainty of retaining undeveloped employees. Ask yourself: Are you creating an environment where top talent not only grows but also wants to stay and contribute? ------------------------------------------------- Follow me Dan Murray-Serter 🧠 for more on habits and leadership. ♻️ Repost this if you think it can help someone in your network! 🖐️ P.S Join my newsletter The Science Of Success where I break down stories and studies of success to teach you how to turn it from probability to predictability here: https://lnkd.in/ecuRJtrr

Most L&D professionals learned the Kirkpatrick Model early on. Fewer have seen it applied beyond Level 1. Here's what each level can actually look like when you put it into practice, not just the textbook definition. ✨ Level 1: Reaction 🔹 Textbook version: Did learners find the training engaging and worth their time? ✅ In practice: Instead of "Did you enjoy this session?", ask "Was this relevant to the work you do?" and "Could you apply this right away?" ✅ Metric to track: Relevance and applicability ratings, not just satisfaction scores. ✨ Level 2: Learning 🔹 Textbook version: Did learners gain the intended knowledge or skills? ✅ In practice: Replace recall-based quizzes with scenario-based checks. Can the learner apply the concept to a situation they'd actually face? ✅ Metric to track: Pre/post assessment scores on scenario-based questions, not just "did you pass the quiz." ✨ Level 3: Behavior 🔹 Textbook version: Are learners applying what they learned on the job? ✅ In practice: 30/60/90-day check-ins, manager observations, or peer feedback on whether the new behavior is showing up in real work. ✅ Metric to track: % of participants demonstrating the target behavior, based on manager or peer input, not self-reported confidence. ✨ Level 4: Results 🔹 Textbook version: Did the training impact business outcomes? ✅ In practice: Pick one business metric the program was meant to influence, before you build it, not after, and track the change. ✅ Metric to track: Movement in that specific KPI (error rates, time-to-productivity, conversion rates, retention) compared to a baseline. Most programs are measured thoroughly at Level 1 and barely at all beyond it. But Levels 3 and 4 are where the "did this actually matter" conversation happens, and they are also where L&D earns a seat at the table. Which level does your organisation measure consistently, and which one do you wish you could measure better? #LearningAndDevelopment #LnD #KirkpatrickModel #TrainingEvaluation #InstructionalDesign #LearningMeasurement #TrainingAndDevelopment #LnDStrategy

As leaders, it's easy to get caught up in holding people accountable and giving feedback. But don’t forget—fostering employee growth is just as important. And here’s why that’s good not just for the employees, but for you: You build loyalty because you care: When you invest in growth, you earn trust and commitment. Their growth = your team’s improvement:  When your employees build new skills, they use them to benefit the whole team. So what’s the secret? It’s simple. Regular career conversations. Consistent check-ins on their career spark ongoing growth and engagement. What if you try to have regular career conversations and they look at your blankly? That’s OK - keep trying. Sometimes it takes them some time to get used to thinking about their career. Leadership isn’t just about managing tasks—it's about creating an environment where people can truly thrive. When employees grow, it’s a reflection of the support and culture we've built together. How do you ensure your team members are growing? What strategies have worked for you?  I'd love to hear your thoughts! #leadership #management #startups #strategy

𝗢𝘂𝗿 𝗹𝗶𝗳𝗲 𝗶𝘀 𝗻𝗼𝘁 𝗼𝗻𝗹𝘆 𝗼𝘂𝗿 𝘄𝗼𝗿𝗸 I saw much prioritization of work and only work, especially among top performers. While this sometimes led to better career paths, it was much more directed to burnout and other not-so-nice stuff. Even if you like your work very much, people are complex and social creatures that cannot only work but nothing else. A well-rounded life means improved mental and physical health, enhanced creativity, enhanced productivity, greater resilience to stress, improved relationships, and better work-life balance. Here is my recommendation on 𝗵𝗼𝘄 𝘁𝗼 𝗰𝗿𝗲𝗮𝘁𝗲 𝘄𝗲𝗹𝗹-𝗿𝗼𝘂𝗻𝗱𝗲𝗱 𝗹𝗶𝗳𝗲: 🔹 𝗦𝗲𝘁 𝗯𝗼𝘂𝗻𝗱𝗮𝗿𝗶𝗲𝘀: Define your working hours and avoid unnecessarily taking work home or extending your workday. Clearly distinguishing between work and personal time will help you maintain a healthy work-life balance. 🔹 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 𝘀𝗲𝗹𝗳-𝗰𝗮𝗿𝗲: Dedicate time to caring for your physical, emotional, and mental health. Exercise regularly, eat well, get adequate sleep, and practice stress management techniques like meditation or mindfulness. 🔹 𝗖𝘂𝗹𝘁𝗶𝘃𝗮𝘁𝗲 𝗵𝗼𝗯𝗯𝗶𝗲𝘀 𝗮𝗻𝗱 𝗶𝗻𝘁𝗲𝗿𝗲𝘀𝘁𝘀: Pursue activities and interests outside of work that you're passionate about. This will help you explore different facets of your personality and provide a sense of fulfillment. 🔹 𝗕𝘂𝗶𝗹𝗱 𝗮𝗻𝗱 𝗺𝗮𝗶𝗻𝘁𝗮𝗶𝗻 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀: Invest time in nurturing relationships with friends, family, and significant others. Strong social connections are crucial for overall happiness and well-being. 🔹 𝗘𝗻𝗴𝗮𝗴𝗲 𝗶𝗻 𝗹𝗶𝗳𝗲𝗹𝗼𝗻𝗴 𝗹𝗲𝗮𝗿𝗻𝗶𝗻𝗴: Continuously seek opportunities to learn and grow, whether it's through reading, taking courses, or attending workshops. Expanding your knowledge and skills will enrich your life and enhance your personal and professional growth. 🔹 𝗣𝗹𝗮𝗻 𝘃𝗮𝗰𝗮𝘁𝗶𝗼𝗻𝘀 𝗮𝗻𝗱 𝗯𝗿𝗲𝗮𝗸𝘀: Regularly take time off work to recharge and relax. Plan vacations or staycations to explore new places, cultures, and experiences or spend quality time with loved ones. 🔹 𝗦𝗲𝘁 𝗽𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝗴𝗼𝗮𝗹𝘀: Establish short-term and long-term goals, such as health, relationships, and personal development. Then, regularly review and adjust these goals to stay motivated and focused on your overall well-being. And remember to 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲 𝗴𝗿𝗮𝘁𝗶𝘁𝘂𝗱𝗲. This can help you maintain a positive outlook and foster overall happiness. 👉 Take care. #selfcare #personaldevelopment #career #techworldwithmilan #mentalhealth

In my 18 years at Amazon, I've seen more careers transformed by the next 2 weeks than by the other 50 weeks of the year combined. It's performance review season. Most people rush through it like a chore, seeing it as an interruption to their "real work." The smartest people I know do the opposite: they treat these upcoming weeks as their highest-leverage opportunity of the year. After handling over fifty feedback requests, self-reviews, and upward feedback 𝘢𝘯𝘯𝘶𝘢𝘭𝘭𝘺 for nearly two decades, I've learned this isn't just another corporate exercise. This is when careers pivot, accelerate, or stall. Your feedback directly impacts compensation, career trajectories, and professional growth. Your self-assessment frames how leadership views your entire year's work. This isn't busywork—it's career-defining work, but we treat it with as much enthusiasm as taking out trash. Here's how to make the most of it: 𝗚𝗶𝘃𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗼𝘁𝗵𝗲𝗿𝘀 𝘄𝗼𝗻'𝘁 - Ask yourself: "What perspective am I uniquely positioned to share?" Everyone will comment on the obvious wins and challenges. Your job is to provide insights others miss, making your feedback instantly invaluable. 𝗗𝗲𝗳𝗲𝗮𝘁 𝗿𝗲𝗰𝗲𝗻𝗰𝘆 𝗯𝗶𝗮𝘀 - I keep a living document for every person I work with. When something feedback-worthy happens—good or challenging—it goes in immediately. No more scrambling to remember projects from months ago. This ensures specific, timely examples when needed. 𝗠𝗮𝘀𝘁𝗲𝗿 𝘆𝗼𝘂𝗿 𝘀𝗲𝗹𝗳-𝗮𝘀𝘀𝗲𝘀𝘀𝗺𝗲𝗻𝘁 - Don't just list tasks—craft a narrative. Lead with behaviors that drove impact. Show your growth in handling complex situations, influencing across teams, and making difficult trade-offs. Demonstrate self-awareness by acknowledging areas where you're actively improving. 𝗙𝗼𝗿 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝘁𝗼 𝘆𝗼𝘂𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗿 - They receive little feedback all year. Focus on how they help you succeed and specific ways they could support you better. Make it dense with information—this might be their only chance to learn how to serve their team better. 𝗢𝗻 𝗴𝗶𝘃𝗶𝗻𝗴 𝗰𝗼𝗻𝘀𝘁𝗿𝘂𝗰𝘁𝗶𝘃𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 - The difference between criticism and valuable input is showing you genuinely want the other person to succeed. When that intention shines through, you don't need to walk on eggshells. Be specific about the behavior, its impact, and how it could improve. 𝗥𝗲𝗰𝗲𝗶𝘃𝗶𝗻𝗴 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝘄𝗲𝗹𝗹 𝗶𝘀 𝗮 𝘀𝘂𝗽𝗲𝗿𝗽𝗼𝘄𝗲𝗿 - Good constructive feedback often feels like an insult at first. But here's the mindset shift that changed everything for me: feedback is a gift. It's direct guidance on improvement from those who work closest with you. When you feel that defensive instinct rise, pause and focus on understanding instead. Here's your challenge: This year, treat performance review season like the most important work you'll do. Because in terms of long-term impact on careers—both yours and others'—it just might be.

Grab the "Growth" chair Lately, I’ve noticed a trend: employees are asking for promotions at a record pace. And often, the focus is on the title now instead of the growth that pays off later. Maybe this comes from traditional or generational thinking - that careers move in neat, linear steps: Job A → Job B → Job C. But here’s the truth: promotions are never guaranteed. Roles don’t always exist, business needs change, and timing isn’t always on your side. So instead of playing the corporate version of musical chairs, waiting for someone to vacate the seat you want, there’s a smarter move: grab the "growth" chair. Why growth beats titles. Early in my career, I didn’t chase only the next rung on the ladder. Instead, I went deeper and broader: I specialized in talent acquisition, then compensation, then engagement and culture. At the time, each role felt narrower. But every move built a competency I still rely on today. Then came the boldest move: I stepped out of HR to take a GM role. On paper, it was a lateral move. In reality, it was the single most transformative experience of my career. That GM role taught me more about P&L accountability, customer impact, product decisions, and operational trade-offs than any HR position could have. And here’s my belief: everyone should own revenue generation at least once in their career - not shadow it, not study the strategy, but actually carry the weight of it. Because that’s where the rubber truly meets the road. Today, that experience makes me a better CHRO because I understand the business in ways that allow me to influence strategy, not just policies. The reality of career growth … In today’s world, gratification often feels instant: “I’ve performed, now where’s my promotion?” But the truth is, growth doesn’t always come packaged as a title. Sometimes, the most important moves are the ones that expand your perspective - even if they don’t immediately expand your title, or your wallet. And companies need to be transparent: Promotions depend on business needs, not just tenure or effort. Jobs evolve based on market shifts and customer demands. The next role you want may not exist yet, or ever. That’s why being a steward of your own career matters. Focus on creating impact, building skills, and taking roles that stretch you into new spaces. What ‘Growth Chairs’ look like: Leading a cross-functional initiative. Taking on a new vertical or business unit. Building expertise in an adjacent domain. Accepting a lateral move that scares you, because it will teach you something you can’t learn by staying comfortable. The bottom line: If you want to lead at the highest levels, don’t just chase the promotion chair. Chase the growth chair. Titles may feel like progress, but impact, adaptability, and breadth of experience are what prepare you for the big seats later. Because the people who eventually land those seats? They’re the ones who invested in growth when others were chasing titles.

Nothing kills motivation faster than a leader who behaves like an employee’s effort doesn’t matter. Teams receiving regular, genuine recognition are significantly more likely to stay engaged and productive than those left unacknowledged. Giving meaningful feedback rather than only criticism consistently improves performance over time. Empowerment, autonomy, and opportunity for growth strongly correlate with higher job satisfaction and better retention. 6 Leadership Moves That Actually Motivate a Team 1. Listen & Encourage Feedback Encourage open feedback and ideas, then act on them. When voices are heard and valued, people feel respected and included. This builds trust and welcomes fresh thinking. 2. Recognise Good Work Publicly Make it a habit to call out achievements. Recognition boosts morale and tells people their effort matters. Teams receiving frequent praise show far higher motivation levels. 3. Challenge for Growth With Support Give meaningful tasks and stretch goals. Push the team to learn, grow and step out of comfort zones. But stay there to support them when they need it. Growth paired with guidance fuels confidence and drive. 4. Show You See the Human, Not Just the Work Caring about the person behind the role matters. Recognise that each team member has ambitions, fears, and strengths. When leaders show empathy and humanity, loyalty and trust deepen. 5. Help Build Their Career Path Learn what they aspire to. Offer opportunities to grow, learn, or lead. Make their ambitions part of the bigger vision. When work links with personal growth, engagement and long-term commitment rise. 6. Trust, Empower and Stand Behind Them Give autonomy. Let them take ownership. Trust in their abilities. Empowerment and not micromanagement build responsibility, creativity, and ownership. Employees grow stronger when they’re heard, valued, supported, trusted and empowered. Agree?

Stop climbing the career ladder. Build a career lattice instead. This is the future of work. Instead of climbing straight up like a ladder, you move sideways, diagonally, and up. You build skills across different areas, create multiple paths forward, and become valuable in ways that can't be replaced by one bad quarter or company restructure. 𝗪𝗵𝘆 𝗖𝗮𝗿𝗲𝗲𝗿 𝗟𝗮𝘁𝘁𝗶𝗰𝗲𝘀 𝗠𝗮𝘁𝘁𝗲𝗿 𝗠𝗼𝗿𝗲 𝗧𝗵𝗮𝗻 𝗘𝘃𝗲𝗿 𝗖𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 𝗮𝗿𝗲 𝗳𝗹𝗮𝘁𝘁𝗲𝗿 𝗻𝗼𝘄. There aren't as many management levels to climb. The old "up or out" mentality doesn't work when there's nowhere to go up. 𝗝𝗼𝗯𝘀 𝗰𝗵𝗮𝗻𝗴𝗲 𝗳𝗮𝘀𝘁𝗲𝗿. The role you were hired for might not exist in 3 years. But if you've built skills across multiple areas, you adapt instead of getting left behind. 𝗦𝗸𝗶𝗹𝗹𝘀 𝗯𝗲𝗮𝘁 𝘁𝗶𝘁𝗹𝗲𝘀. Your ability to solve problems in marketing AND operations AND data analysis makes you more valuable than being "just" a marketing manager. 𝗘𝗰𝗼𝗻𝗼𝗺𝗶𝗰 𝘂𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻𝘁𝘆. When layoffs happen, people with diverse skills and internal networks survive. People stuck in one lane don't. 𝗛𝗼𝘄 𝘁𝗼 𝗕𝘂𝗶𝗹𝗱 𝗬𝗼𝘂𝗿 𝗖𝗮𝗿𝗲𝗲𝗿 𝗟𝗮𝘁𝘁𝗶𝗰𝗲 - You Lifelong Employability Playbook 𝟭. 𝗠𝗮𝗽 𝘆𝗼𝘂𝗿 𝗰𝘂𝗿𝗿𝗲𝗻𝘁 𝘀𝗸𝗶𝗹𝗹𝘀 𝗮𝗻𝗱 𝗶𝗻𝘁𝗲𝗿𝗲𝘀𝘁𝘀 • List what you're good at now • Identify what you want to learn • Find the connections between different areas    𝟮. 𝗩𝗼𝗹𝘂𝗻𝘁𝗲𝗲𝗿 𝗳𝗼𝗿 𝗰𝗿𝗼𝘀𝘀-𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗽𝗿𝗼𝗷𝗲𝗰𝘁𝘀 • Work with other departments • Offer to help with initiatives outside your job description • Learn how other parts of the business work    𝟯. 𝗕𝘂𝗶𝗹𝗱 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 𝘄𝗶𝘁𝗵 𝗶𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻 • Connect with people in different departments • Attend company events and cross-team meetings • Help colleagues even when there's no direct benefit to you    𝟰. 𝗟𝗲𝗮𝗿𝗻 𝗰𝗼𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁𝗮𝗿𝘆 𝘀𝗸𝗶𝗹𝗹𝘀 • If you're in sales, learn basic marketing and data analysis • If you're in HR, understand finance and operations • If you're technical, develop communication and business skills    𝟱. 𝗧𝗮𝗸𝗲 𝗼𝗻 "𝗯𝗿𝗶𝗱𝗴𝗲" 𝗿𝗼𝗹𝗲𝘀 • Volunteer to translate between departments • Become the person who understands both the technical and business side • Position yourself as a connector and problem-solver    In the new world of work, your career lattice becomes your competitive advantage. While others compete for the same narrow path up, you've built multiple ways forward. Ready to start building your lattice? Pick one skill outside your current role and start learning it this month. ♻️ Share this to help others build skills that matters Follow Adeline Tiah for content on future of work and leadership