Maureen Adams MBA, ACC

Leadership can look confident from the outside — while feeling heavy on the inside.

If you’re an emerging manager or an established leader, you may be carrying a lot: new expectations, bigger visibility, tricky people dynamics, competing priorities, and the pressure to “get it right.” And when your mindset is running on overthinking, multi-tasking or constant proving, leadership quickly becomes exhausting, even when you’re capable.

I work with managers and leaders who want to lead with more clarity, confidence and calm. Not by adding more to your to-do list, but by strengthening the mindset beneath your leadership: how you think under pressure, how you hold boundaries, how you communicate, and how you make decisions when the stakes are high.

For organisations and leadership teams, I help create the conditions where people do their best work: stronger alignment, clearer communication, better collaboration, and cultures that retain good people because they feel seen, challenged and supported.

My coaching is rooted in a simple belief: when people understand what matters to them, play to their strengths, and feel equipped to handle the hard conversations, they don’t just perform better — they lead better. That’s when you see real shifts: less reactivity, more trust, and teams that move forward together.

Alongside my coaching credentials (ICF accreditation and a Professional Certificate in Executive Coaching), I bring lived leadership experience — over 20 years building and leading teams at senior level, shaping strategy, and implementing operational playbooks. I also remain close to leadership realities as a non-executive board member. I understand the pressure points because I’ve been there — and I know what it takes to lead through them with integrity.

If you’re ready to strengthen your leadership mindset, navigate change with more confidence, and create a more aligned way of working, let’s talk. I work with individuals and/or teams.

✅ Book in and let’s talk about what you’re navigating — and what you want to create next for you and/or your team. I’ll be the coach in your corner.
https://go.oncehub.com/MaureenAdams30min

CEO and Founder of Cumulus Coaching Ltd

An executive coaching company whose purpose is to enable individuals, teams, and organisations to transform how they work to create more value through working collaboratively and with a clearly defined purpose. 

I help people at the managerial level to get the best from their teams and to recognise the value of motivation for themselves and others through aligning with their strengths and values

Why it’s so hard to “be strategic” when you’re a manager (and why senior leaders don’t always want you to).

If you’ve ever been told, “You need to be more strategic,”  your first thought might have been, “Sure… but when exactly?”

I work with capable, committed managers and leaders who make decisions all day.  They hold teams together, manage competing priorities, address conflict, deliver results, and set the emotional tone of the room. But they’re often running out of bandwidth.

In theory, strategic thinking is about the bigger picture: direction, priorities, trade-offs, and long-term impact.

In practice, managers often hear “be strategic” as:
📌Take more initiative.
📌Fix the problems before they reach me.
📌Think like a leader… but still deliver everything you’re delivering now.
📌Bring me solutions, not problems.

So they try to squeeze “thinking time” into the gaps between meetings. They keep a notebook of ideas and set intentions.
But then their day unfolds...A resignation, a customer escalation and another “quick question” that isn’t quick.

Strategic thinking isn’t a single moment of brilliance. It’s a mental mode.
It needs space for activities such as connecting patterns and questioning assumptions. (Two factors we explore in coaching)

It includes imagining alternatives and weighing trade-offs, and even 
saying “no” to good ideas so you can say “yes” to the right options.

Most managers I coach are stuck in a double bind:
It’s not that they don’t want to be strategic, but that the cost can feel high.
And when you’ve built your reputation on being dependable, it can feel risky to change how you work.

So, how do you become more strategic without dropping the ball?

Strategic thinking can start small, with behaviours that create leverage.
Here are a few practical shifts that work well in the real world:

Create a protected 30-minute “strategy appointment” each week for yourself as a protected slot. 

Use it to answer three questions:
✅​What is the most important outcome right now?
✅​What am I doing that doesn’t actually support it?
✅​What decision, if made now, would make the next month easier?

This is exactly where coaching helps, not by giving you a generic “be strategic” checklist, but by working with your context, such as where your time leaks are, which decisions you’re carrying unnecessarily and what you might actually stop doing.

So let’s make strategic thinking possible in the reality you’re operating in.

If you’d like support with this, you can book a short session with me.

Maureen Adams ICF ACC

Executive Leadership Coach | Leadership Development for Individuals and Teams | NED and Chair| Business Owner of Cumulus Coaching

It can seem impossible to climb the corporate ladder.

But it represents the pinnacle of leadership and decision-making. 

Why shouldn't this be your ambition if you could make a difference?

The barriers I hear as a coach are:
''I'm not sure I fit in at the leadership level.''
''I am not really that strategic.''

You may not have felt a great fit in the past, but leadership roles and senior teams are shaped differently now. 

What was considered an established C-Suite leadership style is changing.

The traditional capabilities of financial, strategic, and operational resource focus remain highly relevant. But when companies today search for top leaders, they also prioritise strong social skills and digital literacy.

To get that into shape, here are three questions you can ask yourself to think yourself into the role:

1. What Sets Me Apart as a Leader?

Reflect on your unique strengths, skills, and values that distinguish you as a leader. Understanding your leadership differentiators is crucial for crafting a compelling personal brand and positioning yourself effectively. 

2. Am I Actively Building Strategic Relationships? 

Evaluate the depth and breadth of your professional network. Ask yourself if you're proactively building connections with mentors, influential leaders, and peers within and outside your organisation. 

3. How Am I Continuously Developing My Leadership Skills? 

Reflect on your commitment to ongoing learning and self-improvement.  Assess whether you're staying abreast of industry trends, updating your skill set, and embracing new knowledge. 

4. Am I strategic?

If you feel unfamiliar with the concept of being strategic, you are not alone. I often find that people who do not recognise themselves as strategic frequently use strategic thinking in their day-to-day work. It is simply a way to understand the reason for the destination or the problem you are trying to solve and to identify a direction of travel. 

The details are in the implementation. The strategy is the focus. If you want to work on this aspect of leadership, I recommend Richard Rumelt's book 'Good Strategy, Bad Strategy.

He maintains that the kernel of a good strategy has 3 elements: a diagnosis, a guiding policy, and coherent action. Add strong social skills to those elements, and you will not only have a strategic plan, but a team willing to work with you to deliver it.

If you can develop a personal narrative that underscores your skills and abilities, you will find that ladder of success not so difficult to climb.

Yes, there will be challenges and hurdles; otherwise, it wouldn't be the defining role that it is. Having those softer emotional intelligence skills and the ability to relate to people at all levels will also help you achieve success.

Many successful people partner with an executive coach to help them unpack their answers to these questions, address their blindspots, and find their focus.

Why not you?

Leadership turnover is rising.

Not because leaders can’t cope, but because they’re thinking more carefully about what comes next.

Recently, I have been quietly helping a number of people move from manager to leader and director level to the C-Suite.

They are all very experienced, and their confidence is high, despite the challenging job market.

The issues they have been dealing with are:

📌Finding the space to think strategically about the next role when delivering day to day

📌Recognising and feeling comfortable talking about their skills and talents naturally.

📌Ensuring the CV and the executive summary showcase their deliverables also reflect their personality, not just what they've delivered, but who they are.

📌Carving out time to do the research on the role and the company while keeping focused on their performance; that's a whole new post in itself!

So we slow down just a little, not do less, but to think more strategically and feel more aligned in our mind, body and emotions so we can optimise the opportunity.

We look at which roles genuinely fit them, where their strengths will land well, and where they have the greatest chance of thriving and not just getting through another interview cycle. There's breadth and a depth to this work rather than a dash to the finishing line

It's work I love because it's forward-looking and energising. I have seen people really successfully lean into their personality rather than an AI version of their technical abilities. But always by understanding the importance of the relationship they are building with the new opportunity.

When you think about it, we invest in support for almost every area of our lives — our health, our homes, our families. Yet careers, which shape so much of how we live and feel, are often left to chance.

This kind of work isn’t just about progress. It’s about why.

Values. Purpose. Self-belief and Self-Awareness of how you may have changed.

The parts of leadership that make you feel human again, not just productive.

And honestly, that’s usually where the real shift begins.

I’m always happy to offer a quiet, thoughtful conversation to help you make sense of what’s next.

Firas Al Msaddi

CEO | Serial entrepreneur | Investor | Author of The Art Of Real Estate Investment | Husband and Father of four

Firas Al Msaddi is the visionary founder and Chief Executive Officer of fäm Properties, Dubai's largest and most technologically advanced real estate company. With a diversified portfolio, he serves as the Executive Chairman of the fäm Group, encompassing fäm interiors, fäm real estate development management, fäm holiday homes (fäm living), fäm engineered snagging and inspection, fäm media247, fäm project management, fäm property management, and fäm prop-tech (DXBinteract.com).

Founding the agency at the young age of 25 in 2009, amidst the global economic crisis, Firas exhibited unwavering faith in the enduring potential of Dubai. He built the company on a foundation of integrity and the highest ethical standards, ensuring a customer-centric approach. The core philosophy of fäm Properties revolves around the belief that combining better values with cutting-edge technology yields superior outcomes.

Today, fäm Properties employs over 900 skilled professionals across 23 branches and retail locations, encompassing a remarkable 65,000 sqft in key communities throughout Dubai. Managing a real estate investment portfolio valued at over AED 3 billion, primarily in Dubai, with an additional AED 300 million in Istanbul, the company consistently achieves outstanding results.

Since 2012, fäm Properties has garnered acclaim as the top-performing brokerage for Dubai Property Group, a division of Dubai Holding. Achieving Platinum Agent status in 2017, the highest recognition from Emaar Properties, and being acknowledged as the highest-performing agents by Meraas, the company has secured numerous accolades from major government and private developers, as well as the esteemed Dubai Land Department.

Furthermore, fäm Properties has spearheaded the launch of a pioneering government-backed prop-tech platform in exclusive collaboration with the Dubai Land Department. This platform offers transparent reports, interactive open-source data, and comprehensive statistics on the performance of Dubai's real estate market.

In addition to his remarkable achievements, Firas Al Msaddi is also a renowned author. He has authored the best-selling real estate book in the region, titled "The Art of Real Estate Investment - Entry to Exit." This insightful book has been published in both English and Arabic, offering valuable guidance and expertise to aspiring real estate investors. Firas's expertise extends beyond his role as CEO, showcasing his commitment to sharing knowledge and empowering individuals in the realm of real estate investment.

Chief Executive Officer

Effort is not a currency. Outcomes are.

There’s a fine line between effort and results, and most people hide behind effort.

Getting paid for effort is an employee mindset.
It belongs to operations, processes, and execution.

Degrees, intelligence, experience, and networks mean nothing if they don’t convert into outcomes.

In business, only two things matter.
Top line, revenue created.
Bottom line, profit kept.

As an entrepreneur, I can accept a weak bottom line for a period if the top line is growing intentionally. Profit matters more, but revenue without profit can still be strategic.

What does not work is living in two worlds.

You cannot operate with an employee mindset, follow the operational rulebook, expect safety and entitlement, and at the same time demand entrepreneurial upside.

You either take full ownership of outcomes, risk included, or you stay paid for effort.

Trying to claim both is not ambition.
It’s confusion.

Firas Al Msaddi fäm Properties Dubai

Real Estate Execution Platform Founder & CEO @ fäm | Dubai’s Largest RE Brokerage Every Real Estate Service. One Partner. Author | Husband & Father of 4 Co Founder & CEO DXBinteract

No alternative text description for this image

In business, I take challenges head-on.
That’s where long-term advantage is built.

What most people call “luck” later is usually the result of years spent doing what others avoided.
They never experience that kind of luck because they never stayed long enough in the uncomfortable phase to earn it.

DXBinteract data, analysed in a dedicated study by fäm Luxe, the luxury division of fäm Properties, shows that the Dubai resale villa market above AED 40M is equity-led.

2025 recorded AED 22.05B in resale value across 282 transactions.
Only AED 1.85B was mortgaged, that is 8.4% of total value.

M means mortgaged transactions, and in 2025 it was M:30 out of 282.

#FirasAlMsaddi #DubaiLuxuryVillas
DXB Interact

They can build new islands.
 But they can’t make more land.
And some parts of Dubai?

 Once you own them… you never sell.
This is one of those places.

Nearly Half of Dubai’s Future Supply Doesn’t Exist Yet.”
44% of planned projects have not started construction as of January 2026. It will all ultimately be completed! But 2026 and not 2027 for sure! 

#dubairealestate Firas Al Msaddi

Same table. Clear direction. 2026.

#2026 #famproperties

First 15 days Jan 2026 compared to 2025 shows -34% drop in newly launched units! Not enough to consider a trend though. 

2026 is not a crash cycle.
It is a discipline cycle.

Fewer launches.
Stronger absorption logic.
Better pricing control.

Markets don’t die when supply slows.
They mature.



#FirasAlMsaddi #DubaiRealEstate DXB Interact

Everyone is debating supply.
Very few are talking about liquidity timing, absorption limits, and launch economics.

My reading of Dubai real estate in 2026 looks beyond the noise. 👇

My reading of 2026 is that Dubai real estate is entering a decision phase, not a crisis, defined by tighter launch discipline, finite absorption capac

Open article: Dubai’s Property Market in 2026: A Market Defined by Discipline by Firas Al Msaddi • 5 min read

Dubai’s Property Market in 2026: A Market Defined by Discipline

10 billion dirhams cash versus 1.6 billion borrowed.
That ratio is not normal for global prime real estate.

Compare this to mature markets:
In London prime residential, 50 to 70 percent of luxury transactions are debt-backed.
In New York, jumbo mortgages dominate even above USD 10 million.
In Hong Kong, luxury prices move almost in lockstep with rate cycles.

Dubai is different.
The top end is funded by cash, offshore liquidity, family offices, and balance sheets, not monthly repayments.

Interest rates hurt leveraged markets first.
Dubai feels it last, because its luxury buyers do not depend on banks to exist.

This is not speculation resilience, it is capital structure resilience.

Firas Al Msaddi DXB Interact #firasalmsaddi #dubairealestate

Looking strictly at the first 21 days of the year, new unit launches in 2026 are 42% lower than the same period in 2025.

That alone does not justify calling a full-year trend. Anyone doing that is guessing.

But context matters.

Land prices remain elevated.
Viable plots are increasingly difficult to acquire.
Development feasibility is tighter, not looser.

These are structural constraints, not short-term timing issues. When land becomes harder and more expensive to secure, fewer projects make commercial sense to launch, especially at scale.

My reading is disciplined, not dramatic:
2026 is more likely to see lower new supply than 2025, not because demand weakened, but because supply creation is becoming structurally harder.

The first 21 days are not a verdict.
They are an early signal worth respecting.

Data source: DXBinteract
Data as of 21 January 2026.

One of the most important supply metrics in Dubai just dropped by 50%.

First 23 days of January, new unit launches:

• 2024: 15,538 units
• 2025: 15,768 units (+1%)
• 2026: 7,861 units (-50%)

No commentary.
No demand narrative.
Just supply.

This is not a forecast, it’s a factual snapshot of how many projects actually made it to launch in the first 23 days of the year.

Source: DXBinteract
Data as of 23.01.2026

DXB Interact Firas Al Msaddi #dubairealestate

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