Profits Boosted by Boosting LQ

The Maths of LQ: How a Finance Manager Boosted Profits

Most people think profits come from numbers.

A Love Intelligent leader knows profits come from people.

Let me show you the maths of Love Intelligence (LQ).

A Finance Manager in a mid-sized company was under pressure.
Sales were flat. Costs were rising. The CEO wanted higher profits.

The typical reaction would be simple:

Cut costs. Reduce staff. Push sales harder.

But this Finance Manager tried something different.

He applied Love Intelligence.

First, he started listening to the operations team instead of blaming them for inefficiency. They revealed small problems in procurement that management had ignored for years.

Second, he treated suppliers as partners instead of squeezing them for the lowest price. One supplier then suggested a packaging change that reduced logistics cost by 12%.

Third, he encouraged the finance team to work with sales instead of policing them. The team discovered certain customers were highly profitable while others quietly destroyed margins.

Within one year, the numbers looked like this:

Better supplier collaboration → 12% logistics savings
Smarter customer focus → 8% margin improvement
Higher employee engagement → lower operational waste

The company’s profit increased by 23%.

No new product.
No major investment.
Just better human decisions.

That is the maths of LQ.

Love → Trust
Trust → Cooperation
Cooperation → Better ideas
Better ideas → Higher profits

In the AI era, machines will optimise spreadsheets.

But only humans with Love Intelligence can optimise relationships.

And relationships are where the real profits are hiding.

Comments

What an Executive Coach and Business Coach Does

The Secret Under the Mattress: Why would a 79-year Man Bet So Big on 4D?

It was 2007 when we discovered his secret. While moving my father’s mattress, we found them: heaps and heaps of Singapore Pools 4D tickets. They were stacked in layers, a paper trail of lost hopes. What shocked us most wasn’t just the volume, but the stakes. He wasn’t betting a few dollars for fun. He was punting hundreds of dollars per draw—nearly ten times a month. At the time, my siblings and I were furious. Our father was a 79-year-old retiree. We wondered, with a mix of anger and confusion, why a man at his stage of life would need to win such "big money." What was he going to do with the money? We saw it as a reckless habit, a sign of poor judgment in his final years. Some of us would say, "If I were to give him money to buy 4D, why don't I use the money and buy 4D myself? At least I have better discipline". It has taken me two decades, and the experience of raising my own three grown-up children, to finally see the truth that was hidden under that matt...

Head Bleeding when the Chair Falls

The Weight of Silence: What Were We Really Arguing About? My earliest memories are punctuated by the sound of shouting. In 1970, when I was barely 6 years old, I stood as a small witness to the fierce quarrels between my father and my late eldest brother Kah Yang (he passed away in 1971 at the age of 17). As I grew up, these contradictions became the soundtrack of our lives, usually centered around our family's shoe shop and clothing stalls in Chinatown. In the court of family opinion, the verdict was almost always the same: my father was "wrong." He was judged as a man who didn't fulfill his role, who wasn't "burdening" enough for the family’s success. But as I look back from the vantage point of 2026, I have to ask: Was that actually true? Let me finally put to rest what my father did right: the truths that were buried under decades of criticism: Unseen Labor: He worked grueling, long hours. I remember him hauling boxes of goods and equipment to set u...

Business and Money Tips

Search This Blog