Author: Richard Lim

Why Every Leader Needs More Margin in Their Life

Posted 4 days ago by Richard Lim

Why Every Leader Needs More Margin in Their Life

Creating Space for Resilience, Connection, and Long-Term Impact

 

In today’s fast-paced work environment, many leaders wear their busyness like a badge of honour. Their schedule is filled to the brim with tasks and meetings. For some, it has become a twisted status symbol of leadership!

Yet effective leadership — especially in a challenging environment — requires more than just crossing off items on a to-do list. It demands intentionality and the capacity to lead from a place of strength, resilience, and authentic presence.

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一个意外事件与团队领导基础

Posted 2 weeks ago by Richard Lim

一个意外事件与团队领导基础

持之以恒，而非急于求成

 

一位年轻医生在职业生涯开始仅两个月时，被分配了一项看似简单的后续手术程序 — 移除病人手术后留下的两根导管；这些导管向身体深处输送止痛药。过程很简单：拔出导管，清理伤口，然后包扎。

 

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A SNAFU and Team Leadership Fundamentals

Posted 3 weeks ago by Richard Lim

A SNAFU and Team Leadership Fundamentals

Unwavering Commitment Needed, Not Quick Fixes

 

A young doctor, just two months into his career, was tasked with a seemingly straightforward follow-up procedure — removing two tubes left in a patient after surgery. These tubes delivered painkillers deep into the body, and the process was simple: pull out the tubes, clean the wounds, and dress the site.

 

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把团队的共同宗旨化为实践

Posted 2 months ago by Richard Lim

把团队的共同宗旨化为实践

沟通并让团队与共同宗旨协调一致的实用方法

 

我的客户嘉民（化名）被他的执行长要求担任一个新角色。他的任务是想办法实施执行长设想的一项倡议。然而，问题是嘉民无法理解这项倡议如何能对机构的宗旨有所贡献。乍看之下，这项倡议似乎有价值且有潜力。然而，当嘉民与同事和主管讨论细节时，他们很快意识到，这项倡议在实施将困难重重，同时也无法对机构的宗旨产生实质性贡献。但由于执行长希望推进，他们不得不想办法执行它。

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Making Your Team’s Shared Purpose a Living Reality

Posted 2 months ago by Richard Lim

Making Your Team’s Shared Purpose a Living Reality

Practical Ways to Align and Communicate Shared Purpose

 

Jack (not his real name), a client of mine, was asked by his director to take on a new role. His job was to figure out how to implement an initiative the director had in mind. The problem was that Jack could not understand how that initiative could contribute to the organisation’s purpose. The initiative seemed valuable and had potential at first glance. As Jack discussed the specifics with his colleagues and supervisor, they quickly realised it would be problematic while not contributing meaningfully to the organisation’s purpose. However, because the director wanted it done, they had to figure out how to make it work.

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