May 5, 2026 • 20 mins
You can be wildly capable and still feel “not qualified” if you keep calling your strongest skills normal. We take a hard look at the invisible intelligence you’ve been building for years, the kind that does not show up on a certificate but absolutely shows up in results. Think of transferable skills as portable power: a compounding toolkit you carry from job to job, season to season, and even into your marriage, parenting, and faith. When you learn to name that toolkit clearly, you stop hiding your value and start attracting the opportunities that match it.
We walk through the skills employers quietly pay for: communication that lands with precision, emotional intelligence that reads the room without losing yourself, and time management that is really priority management and energy management. From organization that clears mental clutter to problem solving that avoids drama, we connect each competency to practical workplace outcomes like trust, stability, and execution under pressure. We also talk leadership as nervous system regulation, collaboration without self-erasure, and conflict resolution that transforms tension into solution.
As job titles change and AI reshapes industries, these “soft skills” become the real currency skills that keep you promotable across fields. The turning point is language: stop saying “I’m just helping” when you are coordinating complex systems and doing executive-level functioning daily. Listen, share this with someone who undersells herself, and subscribe and leave a review so more people learn to recognize and claim the value they already carry.
I invite you to join The Ummi Collective. It is a weekly coaching program for Muslim mothers raising children on the autism spectrum.
Inside, you learn how to support your child’s development in a way that builds independence, confidence, and long-term success... without losing yourself in the process.
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Episode Transcript
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SPEAKER_00 (00:04):
Welcome to Islamic Life Coach School Podcast.
Apply tools that you learn inthis podcast and your life will
be unrecognizably successful.
Now your host, Dr.
Kamal Abdur.
Hello, hello, hello everyone.
Peace and blessings be upon allof you.
Regardless of your employmenthistory, you've accumulated a
lot of skills through yourlifetime that could be marketed
(00:26):
as employment skills if youneeded.
These are transferable skills.
You've accumulated invisibleintelligence throughout your
life, but you've not been taughtto see it like this, because in
this hyperlogical world,something that cannot be
measured has a tendency to beforgotten.
So it becomes yourresponsibility to describe these
(00:48):
skills as your strength in a waythat other people recognize it.
This is portable power, acollection of skills that you've
picked up and it compounds allthroughout your life, just like
money does in the stock market.
But there is a hugeunrecognition of it.
The way I'm going to talk aboutit today is as it relates to
(01:08):
your employment skills, yourhigher ability to accompany.
But the same skills are neededin entrepreneurship,
relationships, and everywhereelse in your life.
So listen on and apply it toyour life as it relates to it.
So even though these are framedas employment skills, you
already know that these go farbeyond work.
(01:28):
Because you use the samecapacities in your marriage, in
motherhood, in your faith.
These are job skills and theseare identity level competencies.
And once you start seeing themthat way, you will finally allow
the world to see your value.
And when that happens youattract money, because money is
exchanged for value in thisworld.
(01:51):
Women only apply for jobs whenthey meet a hundred percent of
the qualifications.
Men apply to the same jobs whenthey meet sixty percent of the
required qualifications.
This is a Hewlett Packard study.
Someone would say, but that's agood thing.
How can you do a job that you'renot qualified for?
The point isn't that men get thejob or not, although just
(02:12):
applying for the job at highernumbers makes it more likely
that they get hired as well.
What I want to point out is thatthere might be a lot of
qualifications that you'resitting on that you don't see as
being qualifications at all.
So let's examine what these areand how they make you valuable
to an employer.
First is communication, and thathas a lot to do with speaking
(02:34):
clearly.
And while that has a lot to dowith speaking clearly, it's also
about translating your internalworld into something another
human being can actuallyreceive.
Simplicity is a huge skill incommunication.
You've seen this in your ownlife where you say something
with good intention and it landscompletely wrong.
(02:54):
And suddenly you're managing theaftermath of what you said
instead of the message.
Real communication is precision,it's timing, it's knowing when
to be soft and when to bedirect.
If you're good at communication,this definitely needs to go on
your resume.
There are a lot of people whostruggle with miscommunication
and are frequently misperceived.
(03:16):
So if you have the skill ofcommunication, you need to
market it.
Then there is emotionalintelligence.
And these are not in anyspecific order, just what I see
that are often skills that getoverlooked, especially as
strengths in women, bythemselves or by others.
So emotional intelligence iswhere most women have been
(03:37):
overtrained but undercredited.
If you have experience of yearsin reading microexpressions and
adjusting your tone andanticipating needs, managing
emotional climates, andsomewhere along the way you
started to assume that this wasjust a part of your personality
and this is what was supposed tobe done?
(03:58):
It's just something that you do?
Instead of recognizing it as ahighly refined skill, you are
sitting on a gold mine of value.
Emotional intelligence is yourability to stay anchored in
yourself while reading the roomaccurately, and the moment you
start using it to influenceoutcomes, you set yourself up
(04:19):
for success everywhere.
Then the next skill is timemanagement, which might be
misunderstood as trying tosqueeze more and more things
into your day to be moreproductive, when really it has
more to do with being able totell what is a priority now and
what is not, what actuallymatters in this moment and what
does not.
(04:39):
When you say I don't have timeand I'm too busy, you do not
have a time problem, you have apriority problem.
And this problem compounds whenyou are sitting on a mountain of
commitments that you agreed tobecause of your distorted sense
of guilt and taking onresponsibility that wasn't
yours.
Someone else's lack of timemanagement does not make it your
(05:03):
emergency.
Time management is energymanagement, where you decide
what deserves your energy andwhat does not.
And that is one of the mostmarketable skills possible.
Because when you work forsomebody, you're often given a
multitude of responsibility, andbeing able to manage them
according to their priority willautomatically put you in a
(05:27):
highly desirable category.
The next on this list isorganization.
Your external world looksorganized when your internal
thoughts are organized.
If you're running on a chaoticmind, your external world will
never look organized.
And while I'm talking aboutorganization, I'm talking about
neatness, cleanliness, and thesurface level systems and
(05:50):
methods.
But more than that, it is youbeing organized internally with
your thoughts and emotions.
What is being handled?
What is pending?
Who needs what job to do?
This level of organizationcreates external simplicity and
it gives you clarity in yourthoughts.
It reduces your workload in away that frees up your mind for
(06:12):
higher level thinking, and itgets rid of constant mental
clutter.
A mind that is free of clutterwill create space that is neat,
and that will create systemsthat are operating on
efficiency, and that in itselfis a highly desirable quality.
Then there's a skill of problemsolving, not only being able to
(06:33):
identify a problem, but also notmaking that problem into drama.
Addressing the problem in asolvable way, while the enormity
of the problem might compel youto feel pressure around it, so
you either avoid it or freeze inits face.
When you're able to problemsolve, you're able to find
solution despite of feeling thepressure of the problem.
(06:54):
You don't go into freeze mode.
You're able to ask questions ina way that can be answered
constructively.
You cannot solve a problem ifyou're lacking tolerance for
discomfort.
The moment something feels hard,you either avoid it, outsource
it, or create drama around it.
When you develop problem solvingas a skill, you become someone
(07:16):
who can sit inside complexitylong enough to move through the
problem, and that alone makesyou rare and highly valuable.
The next on this scale isadaptability, and this is a form
of flexibility that you embodywhen your identity is not on the
line based on every mistake youmake, or if someone accepts or
(07:37):
rejects your decision.
When things don't go as youexpect, you adjust, without
making it mean something aboutyour worth.
You do not cling to old versionsof yourself just because they're
familiar.
You recalibrate, you pivot, youevolve, you stay effective even
when the environment isunpredictable.
(07:58):
The next is the skill ofleadership, which is your
ability to stabilize yourself soother people can stabilize
themselves around you.
It is the tone you set and theconsistency you embody
regardless of what environmentother people bring to the table.
Human beings are designed tofollow nervous systems more than
(08:18):
they're designed to follow yourwords and language.
Because for majority of the timefor human beings communication
happens with nonverbal cues, andwhen you learn to regulate
yourself under pressure, youbecome someone that others trust
without you needing to prove it.
The next one on the list iscollaboration.
This is where you've madefriends, not with other people,
(08:41):
but with your ego, enough thatit allows you the flexibility to
share space with others.
This is the ability to integratedifferences without needing
control, to allow other people'sstrengths to exist without
feeling threatened yourself.
This is the ability to movetowards a shared outcome that is
better than what you would havecreated alone, or what someone
(09:04):
else would have created alone.
This skill lives between a verydelicate balance of humility and
self erasure, and collaboration,while there are differences of
opinion where you're notundermining someone else and not
undermining yourself, this is anabsolute golden skill.
Then there is the skill ofconflict resolution, or any
(09:28):
human being would be lucky tohave you on their team with this
skill.
This is where most people revealtheir emotional maturity.
You either escalate, avoid, ortransform.
This skill is staying presentwhen tension rises.
You're not attacking anotherperson, you're guiding the
conversation towards solution,with or without other people's
(09:51):
cooperation.
And this skill requires practiceof courage.
If you have this skill, thisneeds to go on your resume.
Then also let's not forget theskill of critical thinking.
This is what protects you frombeing easily influenced.
This is your ability to questionwhat you hear, to examine your
own assumptions, to not justabsorb information willy nilly.
(10:15):
Without this you're at the mercyof whoever speaks with the most
confidence, not the most truth.
Next is the skill of decisionmaking.
This is your relationship withuncertainty.
There is almost never a perfectoption when you're trying to
decide something.
If you're waiting for certainty,you will stay stuck.
This skill is about choosingwith intention and trusting your
(10:38):
reasoning.
When you move forward you do itwithout constantly second
guessing yourself, and allowingyourself the discomfort if your
decision does happen to fallshort of your expectations.
Allowing yourself the grace andself love through all of it.
A woman who can decide is thewoman who allows herself grace.
This is the woman who moves, whocan produce value and exchange
(11:02):
that value for money.
The next skill isaccountability.
This is where your integritybecomes visible.
You own your actions and yourresults.
When something is off, youcorrect it without
defensiveness.
While others might be sitting inshame, guilt, or blame,
accountability is about yourownership of your actions and
(11:23):
your decisions.
While other people might try totell you that you need to feel
perpetually guilty about amistake, that's just simply
untrue.
Guilt needs to be present justlong enough for you to learn
your lesson from a mistake andcorrect your future actions.
There's never any proper role ofperpetual guilt and shame.
(11:44):
This is what makesaccountability easier and highly
accountable individuals arehighly desirable employees.
Because every human being, evena CEO, a manager, your employer,
everyone knows that human beingsmake mistakes.
Even they make mistakes.
They are just looking to see ifyou correct your actions without
(12:06):
making it into an energy suckand mind drama.
And when you are going throughthis accountability
self-corrective process, youbecome a better version of
yourself.
You come out more precise, notmore bitter.
Then there is agility, yourability to evolve in real time.
Not rigidly, not attached tothis is how I am, you notice,
(12:29):
you adapt.
Then there is attention todetail, the difference between
average and exceptional.
It is the small things that mostpeople overlook that separates
you from them.
This is how people experiencethe difference in your work,
your presence, yourrelatability, and it builds a
reputation without you needingto announce it.
(12:50):
Then my favorite isself-management.
This is the foundationunderneath all of this.
This is your ability to regulateyourself, your attention, your
behavior, your emotions, all ofthis so your external life is
not constantly being hijacked byyour internal state.
When you can hold your ownenergy steady regardless of
(13:11):
whatever is happening inside ofyou, you become very difficult
to destabilize by others, andthat changes how other people
interact with you.
None of these skills belong to asingle job.
This is where the shift happensbecause these skills belong to
you.
Every environment you've been inhas been training you in these
(13:33):
skills, whether you realize itor not.
Your home is training you, yourmarriage, your children, your
hardest seasons in life havetrained you.
The problem is not that you havenot developed these skills, the
problem is that you've beencalling them normal or
minimizing them and making theminvisible, presenting them in a
language that hides your truevalue instead of revealing it.
(13:56):
You might have a tendency to saythings like I help out when
you're coordinating complexsystems.
You might say I'm just managingthings when you're stabilizing
factors that keep thingsrunning.
You might say it's nothing whenit's actually executive level
functioning happening on a dailybasis.
(14:17):
This is where your highconsciousness set point comes
in.
At a low set point, you willlook at life and dismiss all of
these skills.
At a high set point, you willlook at the same life skills and
extract evidence of capacity,endurance, intelligence,
stewardship, and you will refuseto keep speaking about it as if
(14:38):
all of this was accidental.
Because none of this isaccidental.
These skills do not make youjust employable, they make you
an incredible human being.
They make you harder to control,harder to silence, they make you
impossible to manipulate, harderto destabilize.
Once you start recognizing theseskills, you're gonna stop asking
(15:01):
if you're qualified for a job.
You're gonna start asking, howhave I been under recognizing
all of this value all of mylife?
Every environment you're inright now is training you.
Your power is in deciding whatyou're going to take from this
training and if you're gonnatake anything at all or you're
gonna leave empty-handed.
(15:22):
You do not need to stay in anenvironment forever.
You especially do not need tojustify staying in a toxic work
environment.
But before you dismiss yourworkspace, ask which of these
skills have you become masterfulat because of your work here.
When you prime your brain tolook for these skills, then
(15:42):
technically you've never wasteda season in your life.
No employment opportunity wastoo small because it taught you
some valuable skill or anotherthat you might have just
overlooked.
When you get good at extractingthe skills, then you get good at
leveraging them, because theseare not soft skills, they are in
(16:04):
fact highly sought after.
How these transferable skills orcapability works in the real
world is that you're notstarting over every time you
change roles.
You're carrying an invisibletoolkit that keeps compounding
over time, just like money does.
These skills are the portableforms of intelligence.
(16:25):
These skills are what you use tobe successful in your business,
in your relationships, creatingan amazing life.
These skills travel with youacross industries, across
timelines.
These abilities make youpromotable across different
fields, across different careerpaths, something that you carry
on your person at all times.
(16:47):
All of this implies that nomatter where you go, you bring
leverage with you.
Yes, you bring hard work andethics and reliability, and
these are excellent employmentskills, but look beyond these
and see how valuable you are.
These are currency skills thatposition your ability as the
real form of money in yourcareer.
(17:08):
Because your titles willfluctuate, and with AI, entire
industries will shift, but theseare the skills what actually get
exchanged for opportunity andincome.
The current generation does notstay longer than two to three
years at the same employment andhas a very high chance of
changing career paths altogetherafter a decade or so.
(17:30):
And this is very different thanpension mentality of working the
same company for decades andthen retiring.
Neither is wrong, neither isright.
They're both there as an option.
What makes you valuable to theworld are these transferable
skills that you take with you nomatter where you go.
If you're in a position rightnow where you don't think that
(17:52):
you are the right fit or youthink something else out there
will better serve you, I inviteyou to consider which of these
transferable skills can youlearn or you have already
learned at your currentposition.
When you are in a rush to changejobs, you miss out on the value
of acquiring one or more ofthese skills in your current
situation.
(18:12):
And I'm not saying don't switchjobs, I'm saying you can make
the most of where you are so youare not resenting your day to
day life, all the while lookingfor better opportunities if that
is what you want to do.
This is cross contextintelligence.
These skills make you able toperform in different
environments.
(18:33):
They make you role proof andthey strip away your dependence
on titles entirely.
You may carry titles and you maycarry them proudly, but these
skills signal that your valueholds across titles.
This is you gaining the humancapital, assets that increase
your value over time, makingevery new opportunity more and
(18:56):
more accessible.
This matters in your lifebecause naming these skills is
power.
The moment you upgrade thelanguage you use towards your
own ability, your internalidentity will start to shift.
You will stop presentingyourself like an apology, and
you will start presentingyourself like an asset that you
are.
(19:17):
With that I pray to AllahSubhanahu wa Ta'ala, O Allah,
allow me to see the value youhave already placed within me
and protect me from theblindness of underestimating
what you have allowed me tobuild through my life.
Teach me the use of my abilitieswith sincerity and strength so
that I can serve with excellencewithout losing myself in the
(19:38):
process.
Ya Allah, let every skill that Icarry become a means of drawing
closer to you, creating benefitfor others and living with
dignity and purpose.
Amin Yarabulamin.
Please keep me in your draas, Iwill talk to you guys next time.
Welcome to Islamic Life Coach School Podcast.
Apply tools that you learn inthis podcast and your life will
be unrecognizably successful.
Now your host, Dr.
Kamal Abdur.
Hello, hello, hello everyone.
Peace and blessings be upon allof you.
Regardless of your employmenthistory, you've accumulated a
lot of skills through yourlifetime that could be marketed
(00:26):
as employment skills if youneeded.
These are transferable skills.
You've accumulated invisibleintelligence throughout your
life, but you've not been taughtto see it like this, because in
this hyperlogical world,something that cannot be
measured has a tendency to beforgotten.
So it becomes yourresponsibility to describe these
(00:48):
skills as your strength in a waythat other people recognize it.
This is portable power, acollection of skills that you've
picked up and it compounds allthroughout your life, just like
money does in the stock market.
But there is a hugeunrecognition of it.
The way I'm going to talk aboutit today is as it relates to
(01:08):
your employment skills, yourhigher ability to accompany.
But the same skills are neededin entrepreneurship,
relationships, and everywhereelse in your life.
So listen on and apply it toyour life as it relates to it.
So even though these are framedas employment skills, you
already know that these go farbeyond work.
(01:28):
Because you use the samecapacities in your marriage, in
motherhood, in your faith.
These are job skills and theseare identity level competencies.
And once you start seeing themthat way, you will finally allow
the world to see your value.
And when that happens youattract money, because money is
exchanged for value in thisworld.
(01:51):
Women only apply for jobs whenthey meet a hundred percent of
the qualifications.
Men apply to the same jobs whenthey meet sixty percent of the
required qualifications.
This is a Hewlett Packard study.
Someone would say, but that's agood thing.
How can you do a job that you'renot qualified for?
The point isn't that men get thejob or not, although just
(02:12):
applying for the job at highernumbers makes it more likely
that they get hired as well.
What I want to point out is thatthere might be a lot of
qualifications that you'resitting on that you don't see as
being qualifications at all.
So let's examine what these areand how they make you valuable
to an employer.
First is communication, and thathas a lot to do with speaking
(02:34):
clearly.
And while that has a lot to dowith speaking clearly, it's also
about translating your internalworld into something another
human being can actuallyreceive.
Simplicity is a huge skill incommunication.
You've seen this in your ownlife where you say something
with good intention and it landscompletely wrong.
(02:54):
And suddenly you're managing theaftermath of what you said
instead of the message.
Real communication is precision,it's timing, it's knowing when
to be soft and when to bedirect.
If you're good at communication,this definitely needs to go on
your resume.
There are a lot of people whostruggle with miscommunication
and are frequently misperceived.
(03:16):
So if you have the skill ofcommunication, you need to
market it.
Then there is emotionalintelligence.
And these are not in anyspecific order, just what I see
that are often skills that getoverlooked, especially as
strengths in women, bythemselves or by others.
So emotional intelligence iswhere most women have been
(03:37):
overtrained but undercredited.
If you have experience of yearsin reading microexpressions and
adjusting your tone andanticipating needs, managing
emotional climates, andsomewhere along the way you
started to assume that this wasjust a part of your personality
and this is what was supposed tobe done?
(03:58):
It's just something that you do?
Instead of recognizing it as ahighly refined skill, you are
sitting on a gold mine of value.
Emotional intelligence is yourability to stay anchored in
yourself while reading the roomaccurately, and the moment you
start using it to influenceoutcomes, you set yourself up
(04:19):
for success everywhere.
Then the next skill is timemanagement, which might be
misunderstood as trying tosqueeze more and more things
into your day to be moreproductive, when really it has
more to do with being able totell what is a priority now and
what is not, what actuallymatters in this moment and what
does not.
(04:39):
When you say I don't have timeand I'm too busy, you do not
have a time problem, you have apriority problem.
And this problem compounds whenyou are sitting on a mountain of
commitments that you agreed tobecause of your distorted sense
of guilt and taking onresponsibility that wasn't
yours.
Someone else's lack of timemanagement does not make it your
(05:03):
emergency.
Time management is energymanagement, where you decide
what deserves your energy andwhat does not.
And that is one of the mostmarketable skills possible.
Because when you work forsomebody, you're often given a
multitude of responsibility, andbeing able to manage them
according to their priority willautomatically put you in a
(05:27):
highly desirable category.
The next on this list isorganization.
Your external world looksorganized when your internal
thoughts are organized.
If you're running on a chaoticmind, your external world will
never look organized.
And while I'm talking aboutorganization, I'm talking about
neatness, cleanliness, and thesurface level systems and
(05:50):
methods.
But more than that, it is youbeing organized internally with
your thoughts and emotions.
What is being handled?
What is pending?
Who needs what job to do?
This level of organizationcreates external simplicity and
it gives you clarity in yourthoughts.
It reduces your workload in away that frees up your mind for
(06:12):
higher level thinking, and itgets rid of constant mental
clutter.
A mind that is free of clutterwill create space that is neat,
and that will create systemsthat are operating on
efficiency, and that in itselfis a highly desirable quality.
Then there's a skill of problemsolving, not only being able to
(06:33):
identify a problem, but also notmaking that problem into drama.
Addressing the problem in asolvable way, while the enormity
of the problem might compel youto feel pressure around it, so
you either avoid it or freeze inits face.
When you're able to problemsolve, you're able to find
solution despite of feeling thepressure of the problem.
(06:54):
You don't go into freeze mode.
You're able to ask questions ina way that can be answered
constructively.
You cannot solve a problem ifyou're lacking tolerance for
discomfort.
The moment something feels hard,you either avoid it, outsource
it, or create drama around it.
When you develop problem solvingas a skill, you become someone
(07:16):
who can sit inside complexitylong enough to move through the
problem, and that alone makesyou rare and highly valuable.
The next on this scale isadaptability, and this is a form
of flexibility that you embodywhen your identity is not on the
line based on every mistake youmake, or if someone accepts or
(07:37):
rejects your decision.
When things don't go as youexpect, you adjust, without
making it mean something aboutyour worth.
You do not cling to old versionsof yourself just because they're
familiar.
You recalibrate, you pivot, youevolve, you stay effective even
when the environment isunpredictable.
(07:58):
The next is the skill ofleadership, which is your
ability to stabilize yourself soother people can stabilize
themselves around you.
It is the tone you set and theconsistency you embody
regardless of what environmentother people bring to the table.
Human beings are designed tofollow nervous systems more than
(08:18):
they're designed to follow yourwords and language.
Because for majority of the timefor human beings communication
happens with nonverbal cues, andwhen you learn to regulate
yourself under pressure, youbecome someone that others trust
without you needing to prove it.
The next one on the list iscollaboration.
This is where you've madefriends, not with other people,
(08:41):
but with your ego, enough thatit allows you the flexibility to
share space with others.
This is the ability to integratedifferences without needing
control, to allow other people'sstrengths to exist without
feeling threatened yourself.
This is the ability to movetowards a shared outcome that is
better than what you would havecreated alone, or what someone
(09:04):
else would have created alone.
This skill lives between a verydelicate balance of humility and
self erasure, and collaboration,while there are differences of
opinion where you're notundermining someone else and not
undermining yourself, this is anabsolute golden skill.
Then there is the skill ofconflict resolution, or any
(09:28):
human being would be lucky tohave you on their team with this
skill.
This is where most people revealtheir emotional maturity.
You either escalate, avoid, ortransform.
This skill is staying presentwhen tension rises.
You're not attacking anotherperson, you're guiding the
conversation towards solution,with or without other people's
(09:51):
cooperation.
And this skill requires practiceof courage.
If you have this skill, thisneeds to go on your resume.
Then also let's not forget theskill of critical thinking.
This is what protects you frombeing easily influenced.
This is your ability to questionwhat you hear, to examine your
own assumptions, to not justabsorb information willy nilly.
(10:15):
Without this you're at the mercyof whoever speaks with the most
confidence, not the most truth.
Next is the skill of decisionmaking.
This is your relationship withuncertainty.
There is almost never a perfectoption when you're trying to
decide something.
If you're waiting for certainty,you will stay stuck.
This skill is about choosingwith intention and trusting your
(10:38):
reasoning.
When you move forward you do itwithout constantly second
guessing yourself, and allowingyourself the discomfort if your
decision does happen to fallshort of your expectations.
Allowing yourself the grace andself love through all of it.
A woman who can decide is thewoman who allows herself grace.
This is the woman who moves, whocan produce value and exchange
(11:02):
that value for money.
The next skill isaccountability.
This is where your integritybecomes visible.
You own your actions and yourresults.
When something is off, youcorrect it without
defensiveness.
While others might be sitting inshame, guilt, or blame,
accountability is about yourownership of your actions and
(11:23):
your decisions.
While other people might try totell you that you need to feel
perpetually guilty about amistake, that's just simply
untrue.
Guilt needs to be present justlong enough for you to learn
your lesson from a mistake andcorrect your future actions.
There's never any proper role ofperpetual guilt and shame.
(11:44):
This is what makesaccountability easier and highly
accountable individuals arehighly desirable employees.
Because every human being, evena CEO, a manager, your employer,
everyone knows that human beingsmake mistakes.
Even they make mistakes.
They are just looking to see ifyou correct your actions without
(12:06):
making it into an energy suckand mind drama.
And when you are going throughthis accountability
self-corrective process, youbecome a better version of
yourself.
You come out more precise, notmore bitter.
Then there is agility, yourability to evolve in real time.
Not rigidly, not attached tothis is how I am, you notice,
(12:29):
you adapt.
Then there is attention todetail, the difference between
average and exceptional.
It is the small things that mostpeople overlook that separates
you from them.
This is how people experiencethe difference in your work,
your presence, yourrelatability, and it builds a
reputation without you needingto announce it.
(12:50):
Then my favorite isself-management.
This is the foundationunderneath all of this.
This is your ability to regulateyourself, your attention, your
behavior, your emotions, all ofthis so your external life is
not constantly being hijacked byyour internal state.
When you can hold your ownenergy steady regardless of
(13:11):
whatever is happening inside ofyou, you become very difficult
to destabilize by others, andthat changes how other people
interact with you.
None of these skills belong to asingle job.
This is where the shift happensbecause these skills belong to
you.
Every environment you've been inhas been training you in these
(13:33):
skills, whether you realize itor not.
Your home is training you, yourmarriage, your children, your
hardest seasons in life havetrained you.
The problem is not that you havenot developed these skills, the
problem is that you've beencalling them normal or
minimizing them and making theminvisible, presenting them in a
language that hides your truevalue instead of revealing it.
(13:56):
You might have a tendency to saythings like I help out when
you're coordinating complexsystems.
You might say I'm just managingthings when you're stabilizing
factors that keep thingsrunning.
You might say it's nothing whenit's actually executive level
functioning happening on a dailybasis.
(14:17):
This is where your highconsciousness set point comes
in.
At a low set point, you willlook at life and dismiss all of
these skills.
At a high set point, you willlook at the same life skills and
extract evidence of capacity,endurance, intelligence,
stewardship, and you will refuseto keep speaking about it as if
(14:38):
all of this was accidental.
Because none of this isaccidental.
These skills do not make youjust employable, they make you
an incredible human being.
They make you harder to control,harder to silence, they make you
impossible to manipulate, harderto destabilize.
Once you start recognizing theseskills, you're gonna stop asking
(15:01):
if you're qualified for a job.
You're gonna start asking, howhave I been under recognizing
all of this value all of mylife?
Every environment you're inright now is training you.
Your power is in deciding whatyou're going to take from this
training and if you're gonnatake anything at all or you're
gonna leave empty-handed.
(15:22):
You do not need to stay in anenvironment forever.
You especially do not need tojustify staying in a toxic work
environment.
But before you dismiss yourworkspace, ask which of these
skills have you become masterfulat because of your work here.
When you prime your brain tolook for these skills, then
(15:42):
technically you've never wasteda season in your life.
No employment opportunity wastoo small because it taught you
some valuable skill or anotherthat you might have just
overlooked.
When you get good at extractingthe skills, then you get good at
leveraging them, because theseare not soft skills, they are in
(16:04):
fact highly sought after.
How these transferable skills orcapability works in the real
world is that you're notstarting over every time you
change roles.
You're carrying an invisibletoolkit that keeps compounding
over time, just like money does.
These skills are the portableforms of intelligence.
(16:25):
These skills are what you use tobe successful in your business,
in your relationships, creatingan amazing life.
These skills travel with youacross industries, across
timelines.
These abilities make youpromotable across different
fields, across different careerpaths, something that you carry
on your person at all times.
(16:47):
All of this implies that nomatter where you go, you bring
leverage with you.
Yes, you bring hard work andethics and reliability, and
these are excellent employmentskills, but look beyond these
and see how valuable you are.
These are currency skills thatposition your ability as the
real form of money in yourcareer.
(17:08):
Because your titles willfluctuate, and with AI, entire
industries will shift, but theseare the skills what actually get
exchanged for opportunity andincome.
The current generation does notstay longer than two to three
years at the same employment andhas a very high chance of
changing career paths altogetherafter a decade or so.
(17:30):
And this is very different thanpension mentality of working the
same company for decades andthen retiring.
Neither is wrong, neither isright.
They're both there as an option.
What makes you valuable to theworld are these transferable
skills that you take with you nomatter where you go.
If you're in a position rightnow where you don't think that
(17:52):
you are the right fit or youthink something else out there
will better serve you, I inviteyou to consider which of these
transferable skills can youlearn or you have already
learned at your currentposition.
When you are in a rush to changejobs, you miss out on the value
of acquiring one or more ofthese skills in your current
situation.
(18:12):
And I'm not saying don't switchjobs, I'm saying you can make
the most of where you are so youare not resenting your day to
day life, all the while lookingfor better opportunities if that
is what you want to do.
This is cross contextintelligence.
These skills make you able toperform in different
environments.
(18:33):
They make you role proof andthey strip away your dependence
on titles entirely.
You may carry titles and you maycarry them proudly, but these
skills signal that your valueholds across titles.
This is you gaining the humancapital, assets that increase
your value over time, makingevery new opportunity more and
(18:56):
more accessible.
This matters in your lifebecause naming these skills is
power.
The moment you upgrade thelanguage you use towards your
own ability, your internalidentity will start to shift.
You will stop presentingyourself like an apology, and
you will start presentingyourself like an asset that you
are.
(19:17):
With that I pray to AllahSubhanahu wa Ta'ala, O Allah,
allow me to see the value youhave already placed within me
and protect me from theblindness of underestimating
what you have allowed me tobuild through my life.
Teach me the use of my abilitieswith sincerity and strength so
that I can serve with excellencewithout losing myself in the
(19:38):
process.
Ya Allah, let every skill that Icarry become a means of drawing
closer to you, creating benefitfor others and living with
dignity and purpose.
Amin Yarabulamin.
Please keep me in your draas, Iwill talk to you guys next time.
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