Wayland Lum

Yeah, no, it's great. Thanks for having me, Vince. I'm looking forward to our conversation.

Yeah, no, it's great. Thanks for having me, Vince. I'm looking forward to our conversation.

I'm doing well, Vince. Yeah, it's another balmy day in Austin, Texas. And I'm looking forward to the summer as we chatted about before. So yeah, and also excited to be with you and have a great conversation.

I'm doing well, Vince. Yeah, it's another balmy day in Austin, Texas. And I'm looking forward to the summer as we chatted about before. So yeah, and also excited to be with you and have a great conversation.

Yeah, absolutely. Thanks, Vince. So I think early on, going back to undergrad, I knew early on that I had a desire to meld the disciplines of psychology and business. And so it was a very easy choice for me to study industrial organizational psychology. I did that at San Jose State, go Spartans.

Yeah, absolutely. Thanks, Vince. So I think early on, going back to undergrad, I knew early on that I had a desire to meld the disciplines of psychology and business. And so it was a very easy choice for me to study industrial organizational psychology. I did that at San Jose State, go Spartans.

And from that experience launched my career into HR, which got me close to talent, organizational talent, first in Silicon Valley and high tech, and then more broadly across to New York and then other parts of the country as well. And I would say against the thing that has been a prevailing theme in my career is how to work with and provide value to the best talent in the world.

And from that experience launched my career into HR, which got me close to talent, organizational talent, first in Silicon Valley and high tech, and then more broadly across to New York and then other parts of the country as well. And I would say against the thing that has been a prevailing theme in my career is how to work with and provide value to the best talent in the world.

And so if you look at my career trajectory, it's really been a journey and a sort of quest, if you will, to find who those individuals are or those groups of people and be able to work closely with them to really help them to develop their maximum potential and become the now the folk that I have now, the leaders that they are meant to become.

And so if you look at my career trajectory, it's really been a journey and a sort of quest, if you will, to find who those individuals are or those groups of people and be able to work closely with them to really help them to develop their maximum potential and become the now the folk that I have now, the leaders that they are meant to become.

And by doing so, we know that the world is more positively impacted and becomes a better place.

And by doing so, we know that the world is more positively impacted and becomes a better place.

Yeah, so the decision was really many years in the making and it really started, Vince, as I coach a lot of the leaders that I work with and understand more about them, it really does start with early formative experiences, right? Growing up when I was thinking about career and stuff, I actually thought I was going to be an artist. Like my dad, he was a graphic artist.

Yeah, so the decision was really many years in the making and it really started, Vince, as I coach a lot of the leaders that I work with and understand more about them, it really does start with early formative experiences, right? Growing up when I was thinking about career and stuff, I actually thought I was going to be an artist. Like my dad, he was a graphic artist.

I enjoyed oil painting, using Prismacolor, drawing, et cetera. And that creativity has always stayed with me. And then when I moved into business psychology, industrial organizational psychology, that creativity and wanting to innovate really manifested itself in now this new area of interest for me that became my career. And so I always had that. And when I was at these larger organizations,

I enjoyed oil painting, using Prismacolor, drawing, et cetera. And that creativity has always stayed with me. And then when I moved into business psychology, industrial organizational psychology, that creativity and wanting to innovate really manifested itself in now this new area of interest for me that became my career. And so I always had that. And when I was at these larger organizations,

I felt that I wasn't fully able to express that sort of creativity and maybe perhaps fully work with leaders in the way that I wanted, which would be much deeper, more transformational and really wanting them to make significant changes in terms of who they were and then in turn make changes in who they were as leaders. One thing that I often coach my clients on

I felt that I wasn't fully able to express that sort of creativity and maybe perhaps fully work with leaders in the way that I wanted, which would be much deeper, more transformational and really wanting them to make significant changes in terms of who they were and then in turn make changes in who they were as leaders. One thing that I often coach my clients on

And indeed, as coaches and consultants, particularly as coaches and leaders, we've got to walk our talk. And so we cannot simply be coaching other leaders on what they may need to do and how they need to change. But we also need to step into our own change ourselves and be held accountable for that.

And indeed, as coaches and consultants, particularly as coaches and leaders, we've got to walk our talk. And so we cannot simply be coaching other leaders on what they may need to do and how they need to change. But we also need to step into our own change ourselves and be held accountable for that.