When Derek stepped down from ViddSee after nearly a decade, people kept asking: "What's next?" He couldn't answer. Not because he lacked ideas, but because he didn't know who he was without the company that had consumed his identity.

"It didn't even feel like just a work identity," Derek told the podcast hosts. "It was a very personal identity that became work. And to be stripped away from that, I was like, Who am I really?"

The Identity Fusion Problem

Derek's story reveals why typical career transition advice fails founders. This wasn't losing a job—it was losing an extension of himself. For years, people had said, "Derek is ViddSee, ViddSee is Derek."

When well-meaning friends advised, "your work is not your identity," Derek found it impossible to accept. "It wasn't work," he explains. "It was my existence there. What I built."

This fusion between founder and company creates unique grief when separation occurs. Unlike other professionals, founders aren't just leaving a role; they're severing from their vision, values, and years of emotional investment.

What Founders Actually Grieve

Derek's experience illuminates the multiple layers of loss:

Loss of Purpose: VidSee represented Derek's mission to empower Asian storytellers. Losing that vehicle meant losing his primary source of meaning.

Loss of Identity: Being known as "ViddSee's founder" shaped how Derek saw himself and how others saw him.

Loss of Structure: The consuming daily rhythm of running a company suddenly vanished, leaving him unmoored.

Loss of Community: Teams, investors, and industry peers formed his primary social network.

Loss of Future Vision: His imagined trajectory—for himself and the company—required complete rebuilding.

Why "Getting Over It" Doesn't Work

Derek initially gave himself a deadline to sort everything out by year's end. When December arrived without resolution, his frustration compounded the sense of being lost.

The breakthrough came when he stopped managing his grief and started feeling it fully. "If you're sad, feel sad. If you're angry, feel angry," he reflects. "Why are we suppressing what we're supposed to feel?"

This meant waking up at 3 AM with anxiety, writing in caps lock when frustrated, and sitting with the full weight of loss. Rather than pathologising these responses, Derek began understanding them as necessary.

The Turning Point

Derek's perspective shifted after watching a simple YouTube video with the message "everything ends." This basic truth helped him contextualise his experience within natural cycles rather than personal failure.

"As much as the founder, building and building and building, you cannot have things end," he explains. "You got stakeholders, you got investors—you can't have things end. So I was never in that psyche or that language."

Rebuilding, Not Rejecting

Friends suggested Derek "throw away" his past and start fresh, but the healthier path involved integration. "There were people around me that were like, no, don't throw away, you rebuild. You stack on top."

This reframe helped Derek see VidSee as one vehicle for deeper values that predated the company and would continue beyond it. His current venture, BE (The Be Company), represents evolution rather than departure—still empowering creators but with expanded scope.

What Actually Helps

Derek's journey reveals what founders need during transition:

Permission to Feel: Explicit support to sit with difficult emotions without timeline pressure.

Protected Time: Derek describes his "adult gap year" as essential for reflection without productivity demands.

Story Sharing: Talking with strangers about his experience helped Derek realise he wasn't alone.

Community: Connecting with others navigating similar transitions provided validation and practical advice.

The Hidden Gift

Derek's grief forced examination of patterns he'd ignored during company building—overwork, neglected relationships, leadership blind spots. "If I were to work on myself better, then maybe it could affect how I show up in relationships with co-founders," he reflects.

This self-examination became the foundation for more sustainable approaches in his next venture.

Redefining Success

Rather than measuring how quickly founders bounce back, we might consider:

• Depth of self-understanding
• Quality of rebuilt relationships
• Development of sustainable practices
• Integration of learning into future work

By these measures, Derek's year-long process wasn't delayed—it was a thorough preparation for better leadership.

I've just started my second degree. A Bachelors Degree in Psychology (Organisational Psych). Part time of course. And as I embark on this fun new chapter, re-inventing my new way of life - family, life, fitness, work, I've also decided to take what I learn in uni and apply it to my workshops, strategies, clients and work.

Here's a take on Confirmation Bias. I've seen it at work in the office. I've seen this at work in my own reflections. Let's get into it a little more, from the lens of leadership.

Ever you ever noticed how some leaders only listen to those who agree with them? Or dismiss ideas that challenge their assumptions?

That’s confirmation bias at work.

Confirmation bias is our tendency to favour information that confirms what we already believe and to ignore or downplay anything that contradicts it. It’s human. It’s subconscious.

And for leaders, it can be dangerous.

What does this look like at work?

Here are a few real-world examples:

1. Hiring decisions
2. Innovation blind spots
3. Performance reviews

Why leaders need to care:

Leaders, you have the responsibility to shape culture. We are all humans and when confirmation bias goes unchecked, we limit ourselves and also the business.

• Diversity of thought gets stifled
• Innovation slows down
• Trust within teams may erode

What could be the biggest risk in leadership when Confirmation bias is in play?

Unawareness. Most leaders don’t even know they’re doing it.

What can you do?

As I begin my Bachelors in Organisational Psychology, here’s what I’m learning: self-awareness is everything.

Here are a couple of thoughts that could help you as a leader:

• Slow down your decisions. Ask yourself: What might I be missing?
• Encourage dissent. Invite voices that disagree with you.
• Keep a bias-check partner. Someone who’ll challenge your blind spots.

You don't need to know all the answers in leadership. You need to have a vision, a plan and more importantly, you need to be open.

If you found this helpful, follow me for more thoughts as I share what I’m learning on organisational psychology, leadership, and the mindsets that drive better work.

Why F&B in Singapore Can Be Challenging 

For many in the F&B industry, the dream is to find a profitable niche and then scale quickly. But as Chua Ee Chien learned, that strategy can be a fatal mistake, especially in Singapore. He argues that the country's unique market forces businesses to thrive at the extremes—either as a high-end destination for those with money to spare or as a low-cost hawker stall serving the masses. The "middle ground," where you compete with everyone and their mother, is a place where businesses "go to die."

His own experience serves as a cautionary tale. He admits that his business, which started with a single outlet, made the critical error of expanding too quickly, a common tendency in Singapore. This over-eagerness, he believes, is what "killed" the venture. He learned that being "fickle" is a Singaporean trait, and without an effective strategy to combat it, even the most promising concepts can fade away.

The Unsung Heroes of Success: Hard Work & Resilience

"Quiet Quitting," Ee Chien's message is a refreshing reminder of the old-school virtues of hard work and unyielding resilience. 

He argues that these are the skills that ultimately allow you to adapt and survive. He recounts facing a 60% increase in cooking oil prices and a 30% jump in a chef’s salary in just six months—insurmountable challenges that demanded more than just a good business plan.

His philosophy challenges the idea that a successful pivot is an act of pure genius. Instead, he believes it is born from the gumption to push through and the wisdom to recognise a new opportunity when it presents itself. He learned that even if you have the intelligence and capital, without resilience, you won't be able to pivot and try new things.

The Maverick's Journey to Finding Joy

Ultimately, Ee Chien’s journey is about more than business; it's about personal growth. It's the story of a man who moved from a "good white-collar job" to a venture he found on a website and then back into the corporate world. His key takeaway is simple: don't do what your mother, father, or society expects of you. Do what you genuinely enjoy.

He reflects on how he learned more in three months at Uber than in two years at a prestigious bank because the work was "super fun" and provided an environment where he was constantly learning. This search for enjoyment and new experiences has defined his journey and continues to guide him as he explores new opportunities in the fast-paced world of AI and Web3.

What if you approached your life like a video game designer approaches their craft? You are both the player and the architect, equipped with different skills to develop and systems to master. This is the essence of the "Hunn-verse," a framework for seeing life as an ongoing project of intentional growth and conscious design.

The term "Hunn-verse" comes from thinking of your life as your own personal universe, similar to how you might talk about the "Marvel-verse" or "Star Wars universe." It's your personal world where you decide what matters, what success looks like, and how you want to experience everything.

In your personal universe, you're not just following someone else's script. Most of us inherit our life's structure from external expectations. Our careers become our identities, our possessions define our worth, and our schedules dictate our priorities. But the Hunn-verse suggests a different approach: your life is a collection of systems you can design—relationships, finances, health, creativity, and learning. When your current patterns of thinking create problems instead of solutions, you can consciously choose to rewrite the rules of your personal universe.

The Discipline of Enough

Central to building your personal universe is mastering the concept of "enough." We live surrounded by voices telling us we need more: more income, more space, more experiences, more everything. This creates a perpetual state of reaching for the next thing, only to find that each achievement quickly becomes the new normal.

Your personal universe approach involves intentional experimentation. What happens when you spend a week eating only simple, whole foods? How does it feel to drive the fancy car versus taking public transit? By consciously exploring different experiences, you gather data about what actually contributes to your well-being versus what you've been conditioned to believe you need.

This isn't about deprivation, it's about calibration. When you know your true minimum for happiness, everything above that becomes genuine abundance rather than anxious accumulation. You begin to operate from gratitude rather than scarcity, making decisions from choice rather than compulsion.

Living in High Resolution

Hunn advocates for experiencing life in "4K or 8K resolution" instead of the blurry, distracted 240p that characterises much of modern existence. This means cultivating what Zen practitioners call "beginner's mind"—approaching familiar experiences with fresh curiosity and deep attention.

Consider your next meal not just as fuel, but as a story. Who grew these ingredients? What weather patterns and soil conditions contributed to their flavour? What traditions and techniques went into their preparation? This kind of curious attention transforms routine consumption into a rich, interconnected experience. You begin to see the web of relationships that make your life possible.

Building Your Personal Universe

Your "-verse" isn't a destination, it's an ongoing practice. It's the work of examining your life's systems, questioning inherited assumptions, and making deliberate choices about how you want to exist.

This means regularly asking: Which aspects of my life am I running on autopilot? What would I design differently if I were starting fresh today? How can I create more alignment between my deepest values and my daily actions?

Whether you call it the Hunn-verse, the [Your Name]-verse, or simply "my life by design," the invitation is the same: step back from the life that's happening to you, and begin creating the life you actually want to live in your own personal universe.

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The Journey Behind the Philosophy

These insights come from Hunn Wai, a co-founder of Lanzavecchia + Wai design studio, whose own life exemplifies the personal universe approach. Educated both in Singapore and Eindhoven, his journey spans winning product designs and healthcare innovations to digital explorations like NFTs. Most recently, he co-curated Future Impact 3 at Milan Design Week and the Washi Paper, Craft X Tech Project.

The creative journey is rarely linear. It's filled with moments of breakthrough and periods of dense fog, times when inspiration flows freely and others when every stroke feels forced. For visual artist Tobyato, who has painted his way across Singapore's walls and collaborated with brands from Nike to Uniqlo, the path to sustainable creativity lies not in conventional wisdom, but in three counterintuitive principles that challenge how we think about motivation, perfectionism, and persistence.

The Power of Negative Motivation: "Self-Praise is No Praise"

While most self-help advice focuses on positive reinforcement, Toby has discovered something different about his creative process: he responds better to what he calls "negative motivation." This isn't about self-destruction or toxic self-criticism, it's about caring so deeply that you push yourself harder.

"Self-praise is no praise"

Toby explains, referencing a phrase that has guided him since childhood.

"I strongly believe that everybody that says they're the shit is not the shit. Other people need to say that you're the shit."

This approach stems from a deeper understanding of care and motivation. In Chinese culture, there's a concept called "骂是爱 (ma shi ai)", to scold is to love. When you care deeply about someone or something, you're willing to push for excellence, even if it means being hard on yourself.

For Toby, this translates into internal dialogue like: "Why are you so slow? You used to be drawing faster." Rather than being destructive, this self-criticism becomes fuel for improvement.

The key insight: Understanding your personal motivation style is crucial. Some creatives thrive on positive reinforcement; others respond to challenge and internal pressure. Ask yourself what truly motivates you, and more importantly, why.

Complete But Not Perfect: The Art of Knowing When to Stop

One of the most paralysing questions for creatives is: "When is it done?" Perfectionism can lead to endless revisions and work that never ships.

Toby's solution: "It's complete but not perfect."

Complete doesn't mean the work is perfect, it means the process has run its course. Maybe the timeline is complete, or you've done your best within the constraints. The work has served its purpose, even if it doesn't match your initial vision perfectly.

This comes with an important caveat: "Mediocrity as an intention is not okay. As a result, it's fine." If you never aimed for mediocre work, falling short of perfection is acceptable. External factors may affect reception, but those are beyond your control.

The liberation: This mindset frees creatives to ship work, learn from feedback, and iterate rather than remaining trapped in endless revision cycles.

Never Quit on a Bad Day: Navigating the Creative Fog

Every creative faces periods that feel like running through dense fog—you're moving but can't see progress clearly. The temptation is to quit during these difficult times.

Toby's approach: "Never quit on a bad day. Quit on a good day knowing you could have done it."

This isn't about never quitting, it's about making decisions from the right emotional state. When everything feels difficult, you can't trust your judgment about the bigger picture.

"Every storm runs out of rain," Toby reminds himself. No matter how dense the fog or how stuck you feel, the situation will change. The key is persistence without panic—keep moving because movement through fog eventually leads to clearer air.

Building Self-Awareness: Your Creative Operating System

These principles point to a larger truth: success comes from understanding your own operating system and working with it rather than against it.

Toby describes himself as naturally reactive, adapting to opportunities as they arise rather than creating detailed plans. He's learned to trust this nature:

"If I've been able to reactively adapt over the past six years, then I should be able to continue to do so."

He also knows he needs constraints to be creative: "If you give me a blank piece of paper, I will literally have nothing to draw. You need a box to think out of the box."

Practical Applications

1. Audit Your Motivation Style: Understand what actually motivates your best work—positive encouragement, deadlines, peer pressure, or internal criticism.

2. Define "Complete" Upfront: Before starting projects, establish what "complete" looks like to avoid endless revisions.

3. Create Progress Markers: Develop systems for recognising progress—portfolios, journals, or periodic reviews. Progress in creative fields is often invisible day-to-day but dramatic over time.

4. Build a "Bad Day" Protocol: Develop strategies for difficult periods—trusted advisors, exercise routines, or simply remembering that storms pass.

The Long Game

Toby's metaphor of creative careers as "an endless F1 race" where "the finishing line constantly shifts" captures an important truth: sustainable success isn't about reaching a final destination but staying in the race and adapting to changing conditions.

The fog will lift, the storm will pass, and the work will get done (not perfectly), but completely. And in that completion lies the foundation for whatever comes next.

In a world increasingly shaped by artificial intelligence and a relentless culture of speed, a pertinent question arises for creatives: Is craftsmanship dying? According to Jonny Tan, a seasoned creative director with a career spanning continents and groundbreaking campaigns, the answer is nuanced, but the concerns are palpable.

"The advent of new technology and new possibilities… It's like a person sort of games and you collect tools," Johnny observes, drawing a vivid analogy. "And when the more tools you collect, the toys you have, the weapons you have, it's like the more badass you become." This abundance of "bazookas and whatnot" at a creative's disposal, while empowering, also presents a curious paradox. It makes us "less reliant on the pure craft of solving a problem," he warns.

The Vanishing Act of Hand-Drawn Art

Johnny, who has witnessed the creative industry's seismic shifts firsthand, highlights a disturbing trend: the vanishing of hand-drawn storyboards. "In the last year or so, I haven't seen a hand-drawn storyboard," he laments. Instead, everything is "crafted because somebody wrote a prompt and it came out. It was beautiful." While acknowledging the undeniable power of AI to "level up the game," Johnny believes it simultaneously strips away "finer things of creativity."

The "Blur" of Accelerated Creativity

His concern isn't about shunning AI entirely. He’s a "big fan of what AI could do," but he worries about the accelerated pace leading to a "blur" in the creative process. Filmmakers, for instance, traditionally consider every detail – camera movements, cuts, the subtle nuances of a close-up versus a wide shot. He recalls a timeless piece of advice from Steven Spielberg: "You want to learn how to make a film, watch movies and turn the volume off." This exercise forces an understanding of the deliberate choices made in crafting a visual narrative. With AI-generated content, Johnny suggests, these crucial considerations often take a backseat.

The Tactile Core of True Craftsmanship

"Craftsmanship has a combination of things," he explains. "Both a very visceral thing and at the same time it's also a very tactile thing." This vital combination, he believes, is what makes something truly special. AI, by its very nature, might accelerate production, but in doing so, it risks losing the “magic of craft.”

Over-Reliance vs. True Innovation

The core of the issue, Johnny argues, isn't the tool itself, but an over-reliance on its convenience. Just as a soldier relying solely on GPS might lose the ability to navigate independently, creatives empowered by AI might forgo the fundamental understanding of their art. AI can certainly provide a push, an initial spark when faced with the daunting "white piece of paper." However, he cautions against the temptation to let it become the sole solution.

The Enduring Value of Human Voice and Vision

For Johnny, the fundamental tools a creative must possess remain constant: "the ability to find a compelling original solution and an effective one." While AI can aid in achieving that, it's crucial not to lose sight of the human element. Curation, for example, becomes paramount. If everyone uses the same tools, the inevitable outcome is a sea of "vanilla" products. It's the unique point of view, the individual taste, and the distinct vision that elevate a piece of work from good to truly great.

Preserving the Magic

"I still don't know how that would look," Johnny admits regarding a future where this trend continues. But he is certain of one thing: "I certainly don't think that's going to be a great future." The vibrant tapestry of human creativity, with its imperfections, its struggles, and its triumphs of dedicated craftsmanship, is too precious to lose to the allure of instant gratification. The future of art, it seems, hinges on creatives remembering that while AI can be a powerful co-pilot, the human hand must always remain on the steering wheel.

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Being a leader isn't just about keeping things the same. It's about figuring out how to handle a fast-moving landscape where tough calls are often the right calls, and where understanding how leadership has evolved across different generations is super important. Paul Soon, a seasoned pro in the creative business, recently shared some thoughts that really connect these two ideas on the Offscript, part of the Wild & Wise Podcast.

The Core of Modern Leadership

One of Paul's most honest moments was talking about the "uncomfortable truths" of being a leader. He especially highlighted those tricky times when leaders have to deliver tough news. He stressed that taking the easy way out is rarely the best way. "When a decision is too easy, sometimes it may not be the right decision," Paul pointed out. This really hits home when you think about how it impacts your team. For example, telling long-time employees their time with the company is ending takes a huge amount of empathy and bravery. It's more than just a severance package. Leaders need to put the individual's dignity and future first, even if it goes against typical corporate goals focused purely on profit.

Authenticity, Empathy, and the New Leadership Paradigm

This dedication to making principled decisions, even when they're not popular, directly relates to how younger generations see leadership today. The old "do what I say" style, common in the past, is quickly being replaced by a demand for authenticity, transparency, and empathy. Young leaders, often thrown into positions of power as founders or quickly promoted, might not have as much experience as those who came before them. They're living in a world where information is instantly available, and they might even get leadership advice from AI tools like ChatGPT.

But Paul makes a key point: while AI can offer a "cheat sheet" for certain situations, it can't give you the real-life experience that builds true resilience and determination. Today's generation values leaders who are vulnerable yet strong, willing to own their mistakes, and consistent in their values. This is quite different from the past, where leaders might have felt they had to appear perfect. "If you commit to the journey of wanting to lead, then you've got to live. You're going to make your mistakes," Paul says.

The challenge for leaders today, no matter their age, is to find that sweet spot. It's about having the courage to make tough choices that might be uncomfortable or go against the grain, while also creating a workplace built on psychological safety and trust. This means looking beyond just revenue and growth, and asking deeper questions like: "How have your people developed?"

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Ultimately, bridging the gap between generations in leadership isn't about one group copying another. It's about all leaders recognising that the heart of good leadership is about being consistent, empathetic, and ready to make hard decisions from a place of genuine care. When leaders show these qualities, they not only get things done but also inspire and develop the next generation of leaders to do the same.

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In a perpetual state of evolution and collision, finding clarity and direction can feel like navigating a maze. Yet, a recent episode of the Wild & Wise Podcast featuring singer-songwriter and DJ Daphne Khoo explores navigating this complexity through the simple act of vocalising your desires.

When Your Words Become Reality

It might sound a bit like magic, but giving voice to your goals actually makes them more real. Daphne explained it perfectly: when you speak your desires, you're not just thinking about them anymore; you're bringing them out into the real world. It's like writing things down; it helps you get super clear on what you truly want.

Daphne shared her trick for getting things like new music gear or a guitar. She'd write down what she wanted and stick it on her laptop so she'd see it all the time. And guess what? She noticed something amazing:

‍There is nothing that I've written down that I have not been able to achieve. It's not just about wishing; it's about telling yourself, constantly, what you're working towards, and your brain starts figuring out how to make it happen.

From Quiet Wish to Confident Shout

Going from just thinking about a dream to actually saying it out loud takes courage, and it usually grows with your confidence. Daphne admitted that when she was younger, winning a Grammy was just a secret thought she'd never dare to say. But now? She confidently declares, "I'm manifesting right now, I'm manifesting winning a Grammy."

This shift doesn't happen overnight. It's built on small wins. Imagine you set a goal to work out this week, and you actually do it. That small success builds momentum. It tells your brain, "Hey, you did that! You can do it again!" This boost of confidence then makes it easier to voice those bigger, seemingly impossible dreams. Speaking your desires out loud really kicks things into gear, creating pathways in your mind that help you see how to reach your goals.

Your Amazing Subconscious: The Universe Within

The power of vocalising your desires is totally tied into your incredible subconscious mind. As they talked about on the podcast.

‍The subconscious mind is extremely powerful. It's so powerful. The mind is a universe, and if you're able to anchor and find clarity, it's amazing what comes out of it.

When you speak your desires, you're essentially sending a clear message to your subconscious, pointing your inner compass directly towards your purpose. And then, every decision you make, even without realising it, starts to move you closer to that goal.

It's not just about being overly optimistic. It's about sharp, intentional focus. Saying what you want out loud helps you define it clearly, making it easier for your mind to spot and grab opportunities that bring you closer to your aims. It turns fuzzy hopes into solid plans, kicking off a powerful internal process that can lead to some seriously cool results.

Political shifts, economic pressure, and workplace volatility are challenging leaders across Asia to rethink how they lead and how teams thrive. In boardrooms and offsites alike, a key question sounds something like this: “How do we stay cohesive and engaged when everything with how the current world is shaping up”?

The answer isn’t found in process maps or performance dashboards. It’s found in people and specifically, how well we understand and use their strengths.

Strengths Help Support Performance and Build Resilience

Strengths is a powerful anchor for individuals and teams. Especially when the external environment is uncertain, teams need something to anchor them. That’s where CliftonStrength® can offer valuable perspectives. By helping individuals and teams identify what they naturally do best, it shifts attention away from firefighting and toward a more intentional form of collaboration.

We are not here to ignore weaknesses or pretend that challenges don’t exist. The approach with Strengths is amplifying what energises people.  

As author and researcher Tom Rath puts it, “What great leaders have in common is that each truly knows his or her strengths, and can call on the right strength at the right time.”

CliftonStrength® is not just a feel-good philosophy. Backed by decades of Gallup data, the data shows that when people use their strengths at work, they are more engaged, more productive, and more likely to stay.

The Strongest Leaders Know What and When to Lean In

Across Asia, I’ve worked with leadership teams from the media, tech, and energy sectors. In every case, the most resilient leaders aren’t the ones trying to be everything to everyone. 

They’re the ones who have clarity on their own strengths and trust others to bring complementary perspectives.

That awareness fosters interdependence and collaboration. In one team I coached, a leader with Futuristic and Strategic strengths was able to cast a compelling vision during a restructuring. But it was a teammate with high Responsibility and Consistency who ensured daily operations stayed grounded and stable.

Strengths creates a shared language that helps people see where they fit, where they add value, and how they can count on each other when it matters most.

Culture Is Reinforced in the Micro-Moments

Strengths-based leadership often begins with a one-off workshop, but it comes to life when it shows up in everyday conversations. 

When a manager says, “I saw how your strength in Communication helped clarify that situation,” or asks, “What’s been giving you energy lately?”. It is in these moments that’s when the culture starts to shift.

They say consistency is key.  When it comes to Strengths, it’s about repetition, reinforcement, and recognising people for what they naturally bring. Done well, strengths work moves beyond coaching and into culture-building.

Gallup’s own research highlights this responsibility. “If, as a leader, you are not creating hope and helping people see the way forward, chances are, no one else is either.”

Strengths provide a practical way to do just that. They allow teams to see progress, recognise what’s working, and move forward with purpose, even if the environment remains complex.

The Human-Centred Shift Is Already Happening

HR leaders across Asia are already making the pivot. Strengths strategy is now being used not only in leadership development but in onboarding, change management, and even team conflict resolution. 

The shift is subtle but powerful: from diagnosing problems to activating potential.

In a time where traditional leadership models are being redefined, strengths offer a more sustainable, human-centred approach. They help you sail through a storm together.

As we explored in our previous article, "Why Strategic Reinvention and Your Unique Talent Stack Matter More Than Ever," the modern career requires continuous adaptation and strategic thinking. Building on that foundation, let's dive deeper into how the approach to reinvention should evolve at different life stages. The strategies that serve you well in your twenties require significant adjustment as you move into your thirties and beyond.

In Your 20s: Try, Fail, Repeat

Your 20s are the laboratory years of your career. This is the time to embrace experimentation over optimisation, breadth over depth, and learning over earning.

Curiosity Is Your Best Asset—Explore Widely

The pressure to find your "passion" or "calling" in your 20s is not only unrealistic—it's counterproductive. Instead of searching for the perfect fit, focus on developing an insatiable curiosity about how the world works. Take the marketing coordinator role even if you studied engineering. Say yes to the startup opportunity, even if you had planned on a corporate life. Join cross-functional projects or volunteer for assignments outside your job description.

This exploration isn't random wandering; it's strategic reconnaissance. You're gathering intelligence about industries, company cultures, work styles, and your preferences and strengths. Each experience adds another data point to help you make more informed decisions later.

Think of Jobs as Experiments to Learn From

Here's a game-changer: reframe your early career moves as experiments rather than permanent commitments. When you're evaluating opportunities, ask yourself, "What will I learn here that I can't learn anywhere else?" This mindset shift takes the pressure off making the "right" choice and makes you more willing to take calculated risks.

Document what you learn from each role. Not just technical skills, but insights about what energises you, what drains you, what types of people you work best with, and what environments bring out your best performance. This self-knowledge becomes invaluable as you start making more strategic career decisions in your 30s.

Build Resilience Early by Taking Smart Risks

The cool thing about being 20s is that the recovery time from career missteps is shortest. You probably have fewer financial obligations, more geographic flexibility, and literally decades ahead to course-correct. This is your window for taking smart risks.

Smart risks aren't reckless gambles, though. They're calculated moves where the potential downside is manageable and the upside—in terms of learning, network building, or skill development—is substantial. Starting a side project, joining a high-growth startup, or moving to a new city for an opportunity all fall into this category.

Work Hard, Meet People, Stay Open

Your 20s are when you establish your reputation for reliability and excellence. Work hard not just to advance quickly, but to build that foundation of professional credibility that'll serve you throughout your career. Show up consistently, deliver quality work, and go beyond what's expected.

Just as important? Building relationships across industries and seniority levels. The connections you make in your twenties often become the most valuable parts of your professional network. Stay genuinely curious about others' career paths and be generous with your own time and expertise.

Most critically, stay open to opportunities that don't fit your original plan. The career you end up loving might not even exist today, or it might emerge from some unexpected combination of your various experiences.

In Your 30s and Beyond: Go Deeper

By your 30s, the experimentation phase gives way to a more strategic approach. You have enough data points about yourself and the working world to start making more intentional choices about where to focus your energy.

Start Narrowing Your Focus

You've likely discovered patterns in what types of work engage you most, which environments bring out your best performance, and where your natural strengths lie. Use these insights to begin narrowing your focus.

This doesn't mean locking yourself into a rigid career path, but rather choosing to deepen your expertise in areas where you have both interest and aptitude. The goal is to become known for something specific while maintaining enough flexibility to evolve as opportunities arise.

Make More Intentional Choices—Know What You're Trading Off

Every career decision involves trade-offs, but in your 30s, these trade-offs become more significant and harder to reverse. Choosing the high-travel consulting role means less time with family. Accepting the startup equity offer means forgoing the steady paycheck. Pursuing a graduate degree means delaying other goals.

Make these trade-offs consciously rather than by default. Before making major career moves, explicitly identify what you're gaining and what you're giving up. Consider not just the immediate impact, but the compound effects over time. This level of intentionality helps ensure your choices align with your evolving values and circumstances.

Balance Building Expertise with Staying Adaptable

Your 20s are when you start building the deep expertise that can differentiate you in the marketplace. This might mean becoming a recognised authority in your field, developing a valuable speciality, or building a track record of success in a particular type of challenge.

However, deep expertise shouldn't come at the expense of adaptability. The skills that are valuable today may be commoditised tomorrow. Stay curious about adjacent fields, continue learning new technologies and methodologies, and maintain relationships outside your immediate speciality. The goal is to be deeply skilled but not narrowly trapped.

Consider Your Long-Term Values and Responsibilities

This doesn't mean compromising your ambitions, but rather ensuring they're sustainable within the context of your broader life goals. Consider what success looks like, not just professionally, but personally. How do you want to spend your time? What kind of example do you want to set? What legacy do you want to build?

The Art of Strategic Reinvention

Mastering reinvention isn't about constantly changing direction—it's about continuously evolving in response to new information about yourself and the world around you. The specific strategies that work best will vary by life stage, but the underlying principle remains constant: stay curious, stay flexible, and stay intentional about the choices you make.

Your 20s teach you what's possible. Your 30s and beyond are when you decide what's important. The magic happens when you can hold both truths simultaneously and remain open to new possibilities while being selective about which ones you pursue.