The yes that does not mean yes
Leaving a meeting with everyone's agreement is more often a bad sign than a good one. It is almost never bad faith: it is a problem of process.
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Notes on managing in Singapore
Longer pieces on the management problems that come up repeatedly in Singapore — written for practitioners, not for search engines.
One language, many rulebooks: what a shared English hides in a Singapore team
A shared working language makes a multinational team look more aligned than it is. Four gaps that survive fluency, and what a manager can do about each.
Keeping your people when the next offer is one MRT stop away
When a competitor can always outbid you, retention stops being a salary question. What a manager can do in the year before the resignation letter, not after.
Managing a regional team from Singapore when the working day is split across time zones
Regional teams run on a narrow window of shared hours. What to decide without meeting, which rituals to keep, and how to stop the people outside the hub feeling second-class.
Flexible work requests: what the manager decides, and what belongs to HR
Formal flexible work requests now follow a defined process in Singapore. What that process leaves to the line manager, and how to decide without it becoming personal.
DISC or the Enneagram: which one, for what
Both are used in self-awareness training and they are often confused. They answer different questions, suit different situations, and share one firm limit.