Every leader is a culture builder.

Leadership development is crucial for shaping a healthy culture.
While everyone contributes, leaders have an outsized influence,
impacting culture by default or design. Strong collective
leadership, equipped with the key competency of building
healthy culture, is instrumental for the sustainable health of the
organisation and its people.

18 Nov
Leadership, Culture Building, Personal Development, Psychological Safety, Quality Conversations

Why Most Organisations Fail at Culture Transformation (And How to Get It Right)

Culture by default or by design, the choice shapes everything.

The Great Resignation revealed a truth many leaders weren't prepared to face: organisational culture had become the make-or-break factor for business survival. Workers were 10.4 times more likely to leave because of toxic culture than compensation issues. This isn't just a workplace challenge, it's a business crisis demanding our attention.

Here's what makes me come alive about this work: companies with strong, healthy cultures show four times the revenue growth of those with weaker cultures. Yet the cost of getting it wrong is devastating, $223 billion wasted annually on turnover due to poor culture, with workplace stress alone costing businesses over $500 billion yearly.

Organisational culture had become the make-or-break factor for business survival.

The Reality Organisations Face

After years of journeying with culture builders, I've discovered that 70% of culture transformations fail, not because of strategy, but because of how we approach the human element. Most leaders treat culture as a side project, sprinkling perks and posting mission statements without addressing the underlying rhythms that actually shape daily behaviour.

I've discovered that 70% of culture transformations fail, not because of strategy, but because of how we approach the human element.

The disconnect happens in three critical areas:

  • Unclear definition beyond vague values statements
  • Inconsistent measurement leaving leaders without actionable data
  • Leadership behaviours that contradict stated values

Culture isn't something you mandate through policy or create with team-building retreats. Like a well-tuned orchestra, it emerges when people move in harmony with each other and the organisation's cadence. When that harmony breaks down, the discord affects everything, from psychological safety to innovation to retention.

Like a well-tuned orchestra, it emerges when people move in harmony with each other and the organisation's cadence. When that harmony breaks down, the discord affects everything, from innovation to retention to psychological safety.

Image Source: Breathe HR

The Hidden Costs of Getting Culture Wrong

The numbers tell a story every business leader needs to hear. Beyond the $67 billion annual cost of toxic workplace culture, we're seeing deeper human costs that ripple through organisations (Gallup 2023).
  • 73% of professionals have left jobs due to poor cultural fit
  • Two-thirds of workers won't consider companies with toxic culture reputations
  • 78% of executives believe poor culture blocks innovation efforts
  • Employees experiencing workplace injustice face 35-55% higher odds of major diseases

These costs compound like interest on debt you never intended to take on. What started as poor leadership decisions becomes systemic toxicity affecting every aspect of business performance.

Successful transformation doesn't emerge from inspirational speeches. It grows from creating psychological safety, those safe spaces for quality conversations where people feel secure to contribute, fail, and grow.

Creating Cultures Where People Flourish

Here's what I've learnt from working with culture-builder communities: successful transformation doesn't emerge from inspirational speeches. It grows from creating psychological safety, those safe spaces for quality conversations where people feel secure to contribute, fail, and grow.

Shaping culture needs to leverage these key elements:

  1. Clarity: Define specific, observable behaviors that exemplify the organisation’s core values.
  2. Conviction: Integrate values into hiring, promotion, and reward systems.
  3. Courage: Confront issues by creating psychological safety for honest feedback and course correction, reinforcing breakthrough learning.
  4. Celebration: Celebrate cultural wins visibly, supporting others to succeed.

Middle managers become crucial culture carriers, translating values into daily actions through countless decisions and interactions. Cultural alignment begins with belonging, and belonging begins with psychological safety.

Building Rhythms That Last

Culture lives in the daily actions & ways of working, not just in what gets communicated in townhalls & meetings. When leaders consistently model desired behaviours, something beautiful emerges: trust builds, engagement follows, and performance improves. This is how we create trusted communities of practice where both business and human flourishing happen naturally.

The organisations that succeed understand this truth: culture becomes your strongest competitive advantage when it emerges from aligned actions, systems, and behaviours. This is how you build workplaces where everyone feels safe to contribute their best work.

Culture becomes your strongest competitive advantage when it emerges from aligned actions, systems, and behaviours.

Ready to Design Culture Intentionally?

Every organisation has the potential to create workplace cultures where people thrive alongside business success.

It starts with leaders willing to examine the gap between stated values and lived reality—then doing the purposeful work of closing that gap, one conversation, one decision, and one authentic action at a time.

Together, we've discovered that the most powerful transformations happen when leaders commit to the 4Cs and create psychological safety as their foundation. We'd be grateful to explore how we might support you in designing a culture where your people thrive and your business flourishes.

Because what makes this work powerful is that culture transformation isn't about perfection, it's about creating the conditions for authentic connection and sustainable growth.

It starts with leaders willing to examine the gap between stated values and lived reality—then doing the purposeful work of closing that gap, one conversation, one decision, and one authentic action at a time.

SOURCES

  • https://www.hcamag.com/ca/specialization/employee-engagement/nearly-half-of-workers-quit-because-of-bad-company-culture-report/513768
  • https://www.gallup.com/workplace/509069/diagnosing-broken-culture.aspx)
Jacqueline Chung talks about calling, purpose and human flourishing
24 Sep
Purpose and Calling, Leadership, Personal Development

Education as Calling: An Exclusive Interview with Dr. Jacqueline Chung

Education as Calling: Cadence Culture’s Exclusive Interview with Dr. Jacqueline Chung

Cadence Culture is honoured to present a special interview with Dr. Jacqueline Chung, a leader whose philosophy and purpose closely align with our mission to foster human flourishing, authentic partnerships, and purpose-driven work cultures. This interview is part of a new series featuring leaders who share Cadence Culture’s vision for restoring work rhythms and building communities of meaningful impact. 

It has less to do with the profession and everything to do with the calling.

Dr. Jacqueline Chung

Cadence Culture: Dr. Chung, when did you first realise that education was not just a profession for you, but truly a calling?

Dr. Jacqueline Chung: I never aspired to be an early childhood (EC) educator. God's clear calling came in 1997, and I have never looked back. At that time, I did not fully understand the role of an EC educator, let alone an EC leader. 

Cadence Culture: Many professionals enter education for different reasons. What has anchored your faithfulness to this calling over the years?

Dr. Jacqueline Chung: I Thessalonians 5:24 says, "The one who calls you is faithful, and he will do it." God promised His unwavering commitment to me, so my response was and still is to commit myself fully to Him in what He has called me to. It has less to do with the profession and everything to do with the calling. 

Cadence Culture: Very inspired to hear that your faithfulness is anchored in God, who called you to EC education, where you’ve made an amazing impact. What role does spirituality, faith, or inner conviction play in your journey as an educator?

Dr. Jacqueline Chung: Biblical spirituality, faith, and inner conviction are central in my journey. This involves being led by God and leading others to live in a restored relationship with Him, expressing His values, and being guided by the Holy Spirit in all we say and do. 

We serve an excellent God, so we cannot give Him any less than our best.

Dr. Jacqueline Chung​

Cadence Culture: You are recognised for balancing academic rigour with a nurturing approach. How do you ensure excellence without losing the human touch?

Dr. Jacqueline Chung: God has designed each of us uniquely and has a specific plan and purpose for our lives. The way I lead flows from who God made me and my journey. We serve an excellent God, so we cannot give Him any less than our best. Standards of excellence are about honouring God and pursuing purpose, while bearing the Fruit of the Spirit (love, joy, peace, patience, kindness, goodness, faithfulness, gentleness, and self-control) to reflect His character in all we do. 

As a certified strengths coach, I help others appreciate and express their strengths. I focus on identity, purpose, and calling, to help individuals articulate their beliefs and core values, creating clarity and meaning in their work.

Dr. Jacqueline Chung​

Cadence Culture: In how you lead from who God made you to be, I can see why many educators approach you for mentoring. What do you find most meaningful in your work with other teachers?

Dr. Jacqueline Chung: Every person is created in the image of God and uniquely designed by Him. As a certified strengths coach, I help others appreciate and express their strengths. I focus on identity, purpose, and calling, to help individuals articulate their beliefs and core values, creating clarity and meaning in their work. 

Cadence Culture: Yes, we very much resonate with identity, purpose, and calling, in order to set a healthy work cadence/ rhythm. Yet, we are aware that the pressures of the education sector might result in burnout. In tough times, what helps you realign with your sense of purpose?

Dr. Jacqueline Chung: I bring everything to God. He walks with me through highs, lows, and the in-between. There is purpose in every part of the journey, and God always speaks. It’s about His plans, not mine, and I am assured He is the Good Shepherd who holds my hand. 

Cadence Culture: What message do you have for the next generation of educators about finding and living out their calling?

Dr. Jacqueline Chung: Take unhurried time to seek God to ask Him who you are - your design, and your calling. When you hear from Him, walk in faith and align your compass to Him. As EC educators, we are called to the higher purpose of shaping the minds, hearts, and spirits of young children.

Eddie Eng talks about psychological safety
17 Jan
Psychological Safety, Culture Building, Leadership

Psychological Safety: The Key to Innovation, Engagement, and High-Performing Teams

Psychological safety isn’t just a feel-good concept—it’s a business imperative.

Research has found that it’s the single most important factor in building successful teams. But psychological safety is often misunderstood. It’s not about avoiding conflict or creating a culture of unchecked positivity. Let’s explore what it truly means and how to cultivate it for a thriving organisation.

Calvin Yeo

What Is Psychological Safety—and What Is It Not?

Psychological safety is the pioneering work of Dr. Amy Edmondson, a Harvard professor who has studied this concept for more than two decades. She defines it as the experience of feeling safe to take interpersonal risks with others.

Psychological safety is about creating a safe environment—not just between two or three close friends, but one where most people can candidly express ideas and share diverse views. It enables individuals to ask difficult questions, admit mistakes, and even confront others while holding them accountable.

Psychological safety is not an end in itself but a means towards excellence, where people bring their full selves to work and contribute the best of what they have to offer. When people strive to do their best, conflict is inevitable. However, psychological safety is not the absence of conflict—it is a space where people can passionately advocate for their ideas, not to suppress or attack others, but to value everyone’s contributions in co-creating solutions. This fosters more effective problem-solving and drives better innovation by incorporating diverse perspectives.

What about you? What does psychological safety mean to you, and what is it not?

Eddie Eng

How Do You Create a Psychologically Safe Culture in a Top-Down Organization?

The most critical factor in driving cultural change is securing buy-in and commitment from the leadership team.

As the principal consultant, I partnered with an organization to address their top-down culture, which was stifling employee engagement and hindering business performance. By collaborating with the HR team, we presented compelling case studies demonstrating the tangible consequences of a low-psychological-safety environment. We highlighted the internal challenges—employees were reluctant to speak up about client feedback, which directly impacted the organization's ability to deliver quality and timely results.

Recognizing the detrimental effects on business performance, the leadership team became open and committed to change. We facilitated a shared understanding of the importance of psychological safety and developed new ways of working that encouraged open communication and collaboration.

Today, this organization is no longer top-down, and employees feel more comfortable speaking up freely.

What strategies have you found effective in fostering psychological safety?

Psychological safety is not an end in itself but a means towards excellence, where people bring their full selves to work and contribute the best of what they have to offer.

Calvin Yeo

Are You Building or Eroding Psychological Safety at Work?

Google research has identified psychological safety as the most important factor in building an effective team. But how do you know whether you are fostering or eroding psychological safety in your workplace?

People do not judge us based on our intentions; they judge us based on our behaviours. Take a moment to reflect on how you interact with others at work:

  • Do you intentionally invite others to share their diverse views, or are you more focused on sharing your own?
  • Do you proactively seek feedback, or do you wait for others to initiate it?
  • Do you ask for help when needed, or do you prefer to work independently

The practice of actively inviting others creates psychological safety. By demonstrating genuine curiosity and a willingness to understand different points of view, we foster an environment where everyone feels valued, respected, and encouraged to contribute freely. What do you do to build psychological safety in your workplace?

Calvin Yeo

Driving Innovation with Psychological Safety

Every organisation wants innovation. How does psychological safety f

uel innovation? I recently heard a definition of innovation as doing things differently or doing different or new things. Yet, many organisations face innovation challenges due to fear barriers. For example, is it safe to bring up new ideas that might seem silly to others, or to highlight gaps and mistakes that need new fixes and changes?

Quoting Dr Amy Edmondson, psychological safety addresses these fear barriers by doing three things:

  1. Reframing failure.
  2. Inviting participation.
  3. Responding productively.

Let me touch on the first area—reframing failure—because failure is such a taboo word in many organisations. This requires a re-understanding of the different types of failure and knowing how to learn well from failure. Furthermore, when we learn from failure, how can we share that with the organisation so others can also benefit?

As I often say, if I’ve already paid the price for my failures, why not share that with the organisation so they don’t have to pay the price too?

How does psychological safety play a part in fueling your organisation’s innovation? 

By demonstrating genuine curiosity and a willingness to understand different points of view, we foster an environment where everyone feels valued, respected, and encouraged to contribute freely.

Eddie Eng

Calvin Yeo

Driving Innovation with Psychological Safety​

Google research has identified psychological safety as the most important factor in building an effective team. But how do you know whether you are fostering or eroding psychological safety in your workplace?

People do not judge us based on our intentions; they judge us based on our behaviours. Take a moment to reflect on how you interact with others at work:

  • Do you intentionally invite others to share their diverse views, or are you more focused on sharing your own?
  • Do you proactively seek feedback, or do you wait for others to initiate it?
  • Do you ask for help when needed, or do you prefer to work independently

The practice of actively inviting others creates psychological safety. By demonstrating genuine curiosity and a willingness to understand different points of view, we foster an environment where everyone feels valued, respected, and encouraged to contribute freely. What do you do to build psychological safety in your workplace?

Learn more about fostering Psychological Safety

Watch Episode 3 of the Cadence Culture Dialogue here: https://cadenceculture.sg/cadence-culture-dialogue-ep-3-psychological-safety/

Calvin and Eddie talk about culture and personal cadence
05 Nov
Culture Building, Leadership

Culture & Cadence: Sustainable success for people and business

When personal cadence is in synergy with organisational culture, both the individual and the business thrive.

Calvin Yeo

Culture and Cadence

What is culture? In simple terms, culture is the subconscious way in which we relate to people and do work. It begins early at home with family and ethnic culture, then later on, school culture, and much later, work and organisational culture. It affects how we think and feel, how we listen and speak, how we work and rest. So, our culture determines the rhythms of living and working—in other words, our cadence.

Each one of us is uniquely created to thrive with a certain personal cadence at work, so it’s important for us to discover what that is. Furthermore, there is the collective cadence of everyone working together, which informs an organisational culture.

Finding the synergy between our personal cadence and organisational cadence would help us as individuals to be fulfilled and for the business to flourish. What about you? Have you discovered your personal cadence at work, and how is it aligned with your organisational cadence?

The Purpose of Work Culture

What is the purpose of work culture? Work culture enables good work and business. It is the single most important factor to an organisation's sustainable success. Culture is not a means in itself, nor is it just for the well-being of people, important as that may be; it is also a means to achieving the organisation's vision, mission, strategies, and goals. Every organisation develops business strategies, IT strategies, and other strategies. What about culture strategy?

Furthermore, the operating environment around an organisation is constantly changing with new customer needs and demands, competitive landscapes, new technologies, and even regulatory changes. All of this has an impact on culture—the way that people relate to one another and work together. Moreover, the workforce itself is continually evolving, with new generations entering and a greater diversity of both foreign and local talent. What is your organisation's culture strategy, and how is it helping your organisation get from where it is today to where it wants to be in the future?

 

Work culture enables good work and business. It is the single most important factor to an organisation's sustainable success.

Eddie Eng

Formation of Culture

We are building our work culture all the time, even if we don't think about it—it just happens. Our thoughts, behaviours, and interactions are deeply ingrained in the fabric of our habits. Our work culture is a reflection of our collective work habits, as each of us brings our personal values, beliefs, personality, and preferred ways of working to our work.

Take a guess: when a culture is built randomly, does it lead to people feeling fulfilled and businesses flourishing? Not a chance. An effective culture doesn't happen by accident; it is created by being intentional in designing the work culture to support the business strategy. Culture is either built by default or by design. What do you do to build your culture by design to enable your business strategy? I'd love to hear from you.

Leaders are Culture Builders

Organisational culture development and leadership development are two sides of the same coin. What is your view regarding this statement? In our practice, we see that they influence and shape each other, creating a mutually reinforcing relationship that drives organisational success. Therefore, the starting point for building the desired culture must be a commitment from every leader to be a culture builder.

While everyone in the organisation contributes to building the culture, the leader has an outsized influence due to the functions and roles of leadership. That is why, in the culture work we do, leadership development is crucial in building the desired culture. So, what do you do to develop leaders to be culture builders?

the starting point for building the desired culture must be a commitment from every leader to be a culture builder

24 Oct
Personal Development, Leadership

Your “Why”: Live a life of courage and purpose

A clear "why" can transform your career, and your life.

Eddie Eng

The "Why" Impact

McKinsey research shows that more than 70% of employees say their personal sense of purpose is defined by their work. What is your personal sense of purpose? I love what Simon Sinek said: if you want to feel an undying passion for your work, and if you want to feel that you are contributing to something bigger than yourself, you need to know your "why."

What is your "why"? It was my "why" that led me to start Cadence Culture. I never thought of starting a company because, for the last 14 years, I led and built an incredible team. I was with a great company, surrounded by awesome colleagues and clients who appreciated and recognised my work. So, why step out of my comfort zone? Why leave such a good place to start a new business in uncertain times and a challenging economy? This is the power of knowing my "why"—it gives me the courage to step out of my comfort zone and fulfil my calling.

Eddie Eng

The Power of "Why"

My "why" is to journey with a community of culture builders—people who believe in creating work cultures where individuals are fulfilled, and businesses thrive. This is what makes me come alive.

My "why" produces three things:

  1. Call: My "why" is my calling, and it gives me the courage to step out of my comfort zone to fulfil my purpose. It also shapes my resilience and perseverance, helping me overcome challenges and stay grounded.challenges. It acts as my core, providing strength.
  2. Compass: My "why" also serves as my compass. It gives me greater clarity, helping me prioritise and stay focused.
  3. Character: My "why" shapes who I am called to be. It forms my values, beliefs, and practices.

This is the power of knowing your "why"—it gives you the courage to step out of your comfort zone and fulfil your calling.

Calvin Yeo

Knowing Your "Why"

Ever felt the meaninglessness at work when you're doing everything you're asked to, but still wonder, "What's the purpose of all this? Where is this going?"

Many people experienced this during the COVID years, leading to a sense of languishing in their hearts, minds, and souls. This highlights the importance of knowing our "why" at work.

Sixteen years ago, I had a midlife crisis that led me to discover my own "why"—my calling, or life mission—to be a people builder. This realisation caused me to pivot from my business-building years in the telecoms industry to focus on sowing into the lives of people, helping them navigate the most challenging aspect of work: working with others. This has brought me the greatest joy in what I do now at Cadence Culture.

What about you? Have you discovered your "why" at work? If you have, how did you do it? If you haven’t, what are you doing to find your "why"?

Discovering your "Why" often begins by listening deeply to ourselves—our hearts, our minds, and our souls.

Calvin Yeo, Co-Founder

Calvin Yeo

Discover Your "Why"

 

How does one discover their "why" at work? It often begins by listening deeply to ourselves—our hearts, our minds, and our souls. Within each of us, there are talents, joys, pains, and personality traits that can guide us.

  • Talents are the things you’re naturally gifted at doing.
  • Joys are what give you true fulfilment.
  • Pains are the brokenness in the world that grieves your heart.
  • Personality shapes how you think and engage with the world.

Finding the intersection of these four spheres might point us to our "why." I discovered my "why" 16 years ago, and it has sharpened over time. Now, in this final third of my working life, I’m committed to living out my calling as a courageous peacemaker and culture strategist—restoring, revitalising, and strengthening relationships and culture to bring out the best in people and performance.

What about you? What are your talents, joys, pains, and personality? How might they point you to your "why" at work?

Eddie Eng and Calvin Yeo have an open conversation about the journey of starting Cadence Culture
24 Oct
Cadence Culture Dialogue, Leadership

Cadence Culture Dialogue Ep. 1: Our Journey

Welcome to the Cadence Culture dialogue.

It's a dialogue on how we can be culture builders in our workplaces.

 

To be culture builders, there are skill sets that we need to strengthen. For example, the ability to communicate what organisational culture is and its value to people and business growth, the ability to create psychological safety, and to have quality conversations.

We invite you on this journey with us.

CADENCE CULTURE DIOLOGUE - EPISODE 1

The Power of Knowing Your "Why" and How It Led To The Starting of Cadence Culture

The reality is this: work culture is a force that shapes us. We are the product of our work culture.

Eddie Eng, Co-Founder

Transcript

Calvin: Eddie, I've worked with you for more than a decade. In the last 14 years that you were with this consultancy, you built an incredible training team. You created a culture that has won Great Place to Work multiple times over, and your work is recognised by both your colleagues and your clients. What led you to start Cadence Culture with me?

Eddie: You know, I'm really grateful, right? In fact, the incredible outcome is not mine alone. Yeah, you were part of that success, and so were many of our colleagues. And come to think of it, one of the reasons is because you're my buddy, right? This is true, but there’s more. The critical factor is really about knowing my why. Because you’re right. I was really comfortable and thriving in the work that I do, and I never thought of starting a company. You think about it—why start a business in this very challenging, uncertain economy? There’s so much risk that we need to take on. And of course, why put our friendship to the test?

Calvin: Well, thankfully, our friendship has stayed intact. So I hear that it's your why that led you to this decision. Share with us, what is your why?

Eddie: My why is really to journey with a community of culture builders who believe in building work cultures where people are fulfilled and businesses flourish. This is what makes me come alive. You know, I've dedicated 18 years to people development, and I realised one critical factor that influences the effectiveness of people development: it’s the work culture. You think about it—you know, we send people for training, for example, to learn design thinking. But if our work culture values stability and there’s no real room for risk-taking, people will do the same thing again and again. It’s just a matter of how well they do it, but there's no room to try new things. When this person returns from training and tries to apply what they’ve learnt, they will face pushback. The reality is this: work culture is a force that shapes us. We are the product of our work culture. So, Calvin, what about you? What led you to start Cadence Culture with me? What is your why?

Calvin: Eddie, you know, I’m not the entrepreneur sort of guy. I've been working in multinationals for most of my career, and I never dreamt of starting anything—not especially at my age of 56. But I realised that I needed to continue stewarding my giftings and my experience in order to strengthen these twin aspects of leadership and culture so as to benefit organisations and people. In this final third of my work life, I'm recentering myself in my calling to be a courageous Peacemaker and culture strategist—to work with organisations to restore, revitalise, and strengthen relationships and culture in order to bring out the best in people and performance.

Eddie: You know, Calvin, you are surely a culture strategist. I mean, I see how you integrate your business experience, your strategy consulting, and culture consulting—how you put all three together. Wow.

Calvin: Thank you, Eddie, and it’s my why. When you invited me to start this new consultancy with you, it was really for me to live out my why.

Eddie: I love this calling—the courageous Peacemaker and culture strategist. You need to put this on your calling card! You spoke about being a culture strategist, but what about courageous Peacemaker?

Calvin: Well, in organisations, as people work together and bring the best of their ideas, there is bound to be conflict—between teams and within organisations. Peacemaking is really a process of restoring relationships through healthy conflict in order to strengthen those relationships, which then become the foundation upon which we build culture.

Eddie: Indeed. Without healthy relationships, there is no culture. I have the privilege of being in the front row, seeing you in action—how you facilitate, consult, and coach your clients to restore relationships and shape their culture to deliver their strategy.

Calvin: Thank you, Eddie. I remember one particular client, a finance leader. She said that her top management was a separate layer, and people were not talking to them—a very top-down culture. But ever since her team worked with us, she mentioned that the layer was gone. Now, people are able to interact freely with the top management. This is the type of work that really gives us meaning, and we can only do what we do because we know our why.

Eddie: Thank you, Calvin, for reminding me about the power of knowing our why. We'd love to hear from you. What is your why? Why do you do what you do? Share with us in the comments.

Calvin: Yes, share with us. And do look out for the next Cadence Culture dialogue. We’re going to talk about the power of organisational culture.

Eddie: Let's continue to make a difference in our work cultures and our workplaces. Thank you for joining us.

Calvin: Goodbye. See you at the next dialogue.

As people work together and bring the best of their ideas, there is bound to be conflict—between teams and within organisations. Peacemaking is really a process of restoring relationships through healthy conflict in order to strengthen those relationships, which then become the foundation upon which we build culture.

Calvin Yeo, Co-Founder

Starting Cadence Culture
30 Sep
Leadership, Personal Development

Starting Cadence Culture – The tough decision to pursue calling

The story of how Cadence Culture began, the struggles we faced while starting something we truly believe in, and the learnings and benefits we gained along the way.

Not too long ago, before Cadence Culture, I’d run to work (not literally, but I couldn't wait to get there!) with a wonderful bunch of passionate and multi-talented colleagues. I was enjoying the camaraderie, the co-creating and delivering training and consulting programmes we tailored for clients. I am so grateful for those days at ROHEI, which I miss a lot!

The decision to pursue my calling was tough because it meant leaving the organisation I felt very much aligned to—leaving the people I love and the relationships I treasured, and leaving the culture that was very much a part of me. It was so tough that I thought and prayed about it for more than a year before I left. During that time, I grieved the leaving, and every now and then, I still do.

Despite how painful it was, I felt it was my rite of passage towards the final trimester of my vocation. I've worked for 30 years, and God willing, I may work for another 15 years. In this final season, where I believe I can add the most value, I’m choosing to hear the call for me (by the way, “vocation” comes from the Latin word vocare, “to call”), because my calling is my raison d’être—my purpose or reason for living, which goes beyond my work.

"Quality conversations foster trust and alignment, and unite people in a shared direction."

My calling is to be a courageous peacemaker and culture strategist, integrating my business experience, strategy consulting, and culture consulting. To put it another way, it’s to help people with ways of relating to others and doing things, whether at work, in the community, or with family. At work, it’s to restore, revitalise, and strengthen relationships and culture, so as to bring out the best in people and performance.

So when Eddie approached me to co-found Cadence Culture with him, it was the answer to living out my calling. For we both truly believe in organisations where work can be fulfilling for the people and flourishing for the business.

 

Cadence Culture works with organisations to transform or revitalise their desired culture through their communities of practice by deepening their connectedness, conversations, and collaboration.

 

Connectedness to their organisation, work, and colleagues brings a sense of purpose and belonging. Quality conversations foster trust and alignment, and unite people in a shared direction.


Collaboration brings out the best in each other’s diverse strengths to co-create solutions beyond the sum of their individual parts. This is akin to each one bringing their own rhythms of work and harmonising them with others to create a symphonic effect for greater impact.

Cadence Culture works with organisations to transform or revitalise their desired culture through their communities of practice by deepening their connectedness, conversations, and collaboration.

After deciding to start Cadence Culture, we faced different struggles, which brought about various benefits as we worked through them, resulting in a positive impact for the clients and learners.

 

Firstly, we built from scratch our corporate purpose and identity; our mission, vision, and values; our products and partnerships; and our initial go-to-market strategies. We spent weeks wrestling with ideas and concepts, aligning and turning them into clear and communicable pieces. We shared this with potential partners and clients to seek their feedback and input. This process of ideation, alignment, and synthesis required a tenacity to hold fast to our true north of ‘culture enables life-giving rhythms,’ yet with a willingness to explore ‘culture and leadership’ with fresh lenses to challenge previous paradigms and break through to new vistas.

 

Secondly, we invested in deepening our competencies, particularly in acquiring new tools to enhance our offerings. We felt this was necessary as it enabled us to provide greater tangible value for clients through bespoke and customised solutions for them. This took us on a journey of unlearning, relearning, and deepening our learning, which would benefit both our previous clients and new clients.

 

Thirdly, both of us had to do everything end-to-end, from strategic planning to business development to delivery and post-administration and billing! This challenged us to go beyond what we, as Principal Consultants, used to focus on (client engagement, proposal, consulting, training, and coaching) to see the entire value chain. This enabled us to enhance the entire client and learner journey map and also deepen our appreciation of the various roles required to make the whole consulting and learning experience sing!

What about you? Do you know your calling? What sacrifices are you prepared to make to follow it? More importantly, what would you gain in return?

As leaders and organisations, we’re called to follow our calling too, which will impact others’ lives. Cadence Culture can help you discover yours and pursue it. Join us as we embark on this journey.