Vince Chan

In the last episode, we talked about the natural process of personal change. We also touched on self-doubt and self-sabotage. In this episode, we'll dive deeper. We'll discuss how neuroscience can help manage self-sabotage We'll explore how to make career moves that work in your favor instead of just jumping from one bad situation to another.

In the last episode, we talked about the natural process of personal change. We also touched on self-doubt and self-sabotage. In this episode, we'll dive deeper. We'll discuss how neuroscience can help manage self-sabotage We'll explore how to make career moves that work in your favor instead of just jumping from one bad situation to another.

Thank you.

Thank you.

How do we deal with judgment? Judging ourselves? Judging others? Honestly, this aspect of judgment has come up a lot for me. In fact, in the second episode of season three, in which I spoke to Benedict from France, he'd mentioned the importance of being kind or kinder to ourselves. Yet we often forget that. Yes. If a colleague or someone else makes a mistake, I would say, it's okay, let's fix it.

How do we deal with judgment? Judging ourselves? Judging others? Honestly, this aspect of judgment has come up a lot for me. In fact, in the second episode of season three, in which I spoke to Benedict from France, he'd mentioned the importance of being kind or kinder to ourselves. Yet we often forget that. Yes. If a colleague or someone else makes a mistake, I would say, it's okay, let's fix it.

No need to blame, just move forward. But when I make the mistake, what do I do? Yes, I fixed. But at the same time, I start blaming myself. I think, why did I make this mistake? What's wrong with me? I become harsh on myself, much harsher than I am with others. In those moments, I realize I'm not loving myself enough.

No need to blame, just move forward. But when I make the mistake, what do I do? Yes, I fixed. But at the same time, I start blaming myself. I think, why did I make this mistake? What's wrong with me? I become harsh on myself, much harsher than I am with others. In those moments, I realize I'm not loving myself enough.

This constant self-judgment can be really detrimental if we don't learn to manage it properly. Don't you think?

This constant self-judgment can be really detrimental if we don't learn to manage it properly. Don't you think?

Through all these years, you've worked with so many different people, each with their own unique characters and situations. I'm curious, looking back, can you recall any cases where you feel you didn't succeed in helping a client navigate or take charge of a change? By failure, I don't necessarily mean they disengaged with you, but rather the impact you aimed to create.

Through all these years, you've worked with so many different people, each with their own unique characters and situations. I'm curious, looking back, can you recall any cases where you feel you didn't succeed in helping a client navigate or take charge of a change? By failure, I don't necessarily mean they disengaged with you, but rather the impact you aimed to create.

didn't work out as well as expected. Could you share one of those experiences? More importantly, what did you learn from it? Why do you think it was so challenging in that specific situation?

didn't work out as well as expected. Could you share one of those experiences? More importantly, what did you learn from it? Why do you think it was so challenging in that specific situation?

That reminded me of an other model often applied to organizations from the well-known organizational psychologist, Kurt Lewin. I've brought this up in season one, episode two, about Tim Pei-Ling's own transformation. His model is simple but powerful. There's the first stage, freeze, where you pause and assess. Then comes change, where you go through the transformation.

That reminded me of an other model often applied to organizations from the well-known organizational psychologist, Kurt Lewin. I've brought this up in season one, episode two, about Tim Pei-Ling's own transformation. His model is simple but powerful. There's the first stage, freeze, where you pause and assess. Then comes change, where you go through the transformation.

Finally, there's unfreeze, where you solidify your new identity or the new you. So it's like freeze, change, and unfreeze. A lot of business school professors reference this model for organizational change. Are you familiar with this?

Finally, there's unfreeze, where you solidify your new identity or the new you. So it's like freeze, change, and unfreeze. A lot of business school professors reference this model for organizational change. Are you familiar with this?

Would you say that if someone gets stuck in the freeze phase but eventually manages to unfreeze themselves, it's a win? How would you personally define a successful change or a win when it comes to going through transformation?

Would you say that if someone gets stuck in the freeze phase but eventually manages to unfreeze themselves, it's a win? How would you personally define a successful change or a win when it comes to going through transformation?