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Only Compassionate Action Can Bridge the Empathy Gap

by Victoria Palmatier, More Than Sound

compassionate action

A portion of this article contains excerpts from Daniel Goleman’s book, A Force for Good: The Dalai Lama’s Vision for Our World.

Annie came to America while she was pregnant to assure her abusive husband would never be able to reach their children, as being born on American soil would make them citizens. She has been waiting for her green card for seven years, terrified she’ll be deported and separated from her twin boys. They live in a small, two-bedroom apartment and her boys walk five miles to school through a questionable neighborhood to get to school every day while she works three jobs. She leaves before sunrise and gets home well after dark every day, and hasn’t had a day off in three years. Her only solace is their elderly neighbor, Rosa. She loves cooking dinner for the boys and helping them with their homework, as her own children are grown and gone.

Susan is a CEO at a major corporation, and can not only afford childcare, but to have live-in assistance around the house. She can stock her fridge with the best, organic food, and her children are able to take weekly horseback riding and water polo lessons. She lives in a gated community, drives an eco-friendly car, and is able to take time off at her leisure to spend with her children. She went to college for business so she could take over her father’s corporation when he retired, and her children will never have to worry about affording a higher education.

Annie and Susan are similar women who live in the same city. They’re both single working mothers. They love their two children, and work hard to provide them with the best lives possible. They are the same age, like the same music, and are both reading a Milan Kundera novel in their free time. Annie tries to order a coffee (the sole luxury she allows herself to splurge on) and is fumbling around for change at the bottom of her purse. She’s desperate to avoid the public embarrassment that comes with not being able to afford $3.92 for a drink. She apologizes profusely for holding up the line, and manages to leave a crumpled, well-intentioned dollar bill in the tip jar. Susan, behind her in line, taps her foot impatiently and audibly sighs, even though she could easily buy Annie twenty coffees without ever noticing a lack in funds. When it’s finally Susan’s turn, she doesn’t look up from her phone as she orders, and puts an X over the tip space on her credit card receipt.

Why wouldn’t Susan just help Annie, or the hard-working people at the coffee shop?

In Daniel Goleman’s recent book, A Force for Good, he interviewed Dacher Keltner, a psychologist at the University of California, Berkeley. Throughout his studies and a series of experiments, Dr. Keltner has concluded that in direct encounters, a person of higher status – or privilege – is significantly more prone to disregarding a person of lower status. On the contrary, a person of lower status is much more likely to pay attention and show compassion to other people, regardless of their status.

“Those with few resources and fragile circumstances – like a single mother working two jobs to pay her bills who needs a neighbor to look after her three-year-old – depend on having good relationships with those may one day turn to for help,” Goleman writes.

compassionate action

Wealthier individuals, in contrast, are able to afford help as needed – they don’t rely on the goodwill of the people surrounding them. Keltner suggests that because the rich can afford to tune out other people, they also learn to tune out the needs and suffering of others. In organizations and corporations, he observed that when high- and low- ranking people interact, the higher person avoids eye contact, interrupts, and steam rolls over the conversation.

John Ogbu, the late Nigerian anthropologist from UC Berkeley, noted that Berkely had a de facto caste system, much to Goleman’s surprise. Ethnic minorities and the while middle class were centralized in different, but defined, parts of town. The schools were in between them, separating the caste lines.

“The moment he pointed [the caste lines] out, I saw he was right. But until then that glaring fact had been under the social radar for me – while I was going to those very schools, I hadn’t given it a second thought,” Goleman reflects.

The Dalai Lama has a lot to say on this topic of socioeconomic divides, and added the aspect of faith to the conversation. Followers of certain religions believe social order determines their destiny. If someone is in a lower class, it is because they deserve to be there. If someone is in a higher class, it is because they have a greater destiny.

[Listen to The Empathy Gap, an excerpt from A Force for Good.]

The wealthy and elite have many reasons for justifying their choice to ignore the needs and suffering of those around them. They displace the blame to the elect, saying change is out of their control or this is the way it’s always been (a feeble guise for their willful ignorance). They may profess “God made them [the worse off] that way,” or believe a divine being decided these people should be below them. The Dalai Lama dismisses this as totally wrong, and nothing but flimsy excuses for callousness. He calls upon people with the privilege and ability to make change to do so.

“You can repeat ‘equality, equality’ a thousand times,” the Dalai Lama says, asking his followers to act, not just sympathize. “But in reality, other forces take over.” Awareness without action following means nothing.

There is little empathy in the business and political leaders of today, and little thought is given to how it will affect those without access to power when they make decisions. This callousness makes the gap between the classes, between the tops and bottom of organizations, between the castes invisible. This lack of compassion becomes the norm when it isn’t acknowledged, and isn’t just a problem in Berkeley, California. It’s prevalent everywhere, and can only be changed by action.

Like Gandhi once said, “Compassion is a muscle that gets stronger with use.”

Become a force for good

Join A Force for Good initiative here.

Audio excerpts

Listen to other excerpts from A Force for Good:

Wise Selfish

The Empathy Gap

A Boyhood Passion

Constructive Anger vs. Destructive Emotions

Partnering with Science

Doing Good While Doing Well


Flex Your Mental Muscle

Adapted from Dr. Jutta Tobias‘s conversation with Elad Levinson, recorded for his online course Thriving on Change.

mental muscle

Image: Business Insider. DOTS App

Mindfulness training isn’t much different than muscle training. Just like working out regularly and consistently will show a gradual growth in your biceps and quads, the more you practice mindfulness the bigger your mental muscle becomes to approach situations differently and in a more open-minded way.

Working out your mental muscle and toning your mindfulness is a door-opener to endless beneficial skills for leaders, such a resilience, open-mindedness, self-control, patience, and regulating impulses. Being patient with yourself as you develop your mindfulness will indirectly slow down your impulse to judge situations quickly.

If you wake up one morning after doing nothing but sitting on the couch and eating chips for weeks and decide to run a marathon, chances are you will not succeed. Similarly, you cannot wake up in the morning and decide, “Today I’m going to be in complete control of my emotions,” or, “Today I’m going to take total charge of my impulses.” In order to become directly in charge of your emotions, you must work at it indirectly layer-by-layer through training in mindfulness practice.

Emotions are fickle and sometimes can never be directly controlled. Because emotions are deeply functional and have been our survival method for millennia, your boss can’t simply approach you and say, “Just be happy now!” However, you can follow this “work-out program” to begin your journey to a happier, more mindful life.

  1. Focus your attention on the here-and-now. Really emphasize the importance of the task at hand.
  2. Focus on your sensory experience, and see if you can become aware of how quickly or rashly you might be judging situations.
  3. Become more adept at seeing multiple perspectives. Look at everyone involved in a situation and try to see it from their point of view.
  4. Attempt to see each challenging situation not as a daunting, impossible task, but as an opportunity to learn and grow.

If you can begin to grasp those concepts, you are taking the first steps to creating a link between mindfulness and resilience, and becoming an effective decision maker in both your personal life and within your organization.

Dr. Jutta Tobias has been published in the Journal of Business Venturing for her work on entrepreneurial and social change in Rwanda, received several academic awards (including the President’s Award from her doctoral alma mater, Washington State University), worked with clients such as Goldman-Sachs and the United States Congress, co-facilitated non-violence workshops in United States/United Kingdom prisons, and holds counselling qualification from the University of Cambridge. Dr. Tobais is also a contributor to our Praxis You course, Thriving on Change: The Evolving Leader’s Toolkit.

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B-Corporation Profile: The Pour of a Candle is a Living Wage

prosperity candle

Burmese women refugees at Prosperity Candle’s studio in Easthampton, MA (credit: Prosperity Candle)

Too many of today’s news stories feature ruthless businessmen crumbling to greed and selfishness. Is there any hope out there for goodwill to survive? Luckily, there might be. A B-Corporation is a business with an explicit mission to benefit the greater good for humanity or the environment, as well as make a profit.

In Easthampton, Massachusetts, Prosperity Candle is a pristine example of a small B-Corp doing everything it can to change the world. Under the leadership of Ted Barber, Prosperity Candle trains women in candle-making and employs them at living wages after they have been relocated to the U.S. from overseas refugee camps.

Prosperity Candle has also helped train more than 100 Iraqi women – mostly war widows – in candle-making and entrepreneurship, giving them the ability to start their own thriving businesses. Their sister non-profit, Prosperity Catalyst, received funding from the U.S. State Department to expand the program to include 600 Iraqi widows. Prosperity Candle’s reach has found its way to Haiti, as well. They have given 12 women from domestic violence shelters in Northern Haiti the skills to start their own cooperative.

Sealing the Cracks

Refugee women are typically given a year of support from federal and state programs, during which time they are expected to find work and pay all of their own expenses. They often find themselves in minimum wage, temporary positions, made explicitly harder with language barriers. Facing many obstacles with a minimal a safety net, it’s very easy for these women to fall through the cracks.

Back in 2010, Prosperity Candle asked a group of refugee women what they truly need in terms of support. They were simple and clear: living wages, a steady income, opportunities to take ESL classes, flexible hours, a harassment-free workplace, and resources to understand the laws of their new home. Ted did not find these needs out of reach, and vowed to provide them double the minimum wage, transportation, and flexible schedules – among other supports. He wants his employees to be safe and treated with respect, and to help them get back on their feet not only so that they can survive, but also thrive.

“We’re very explicit,” Ted says. “We’re here to help women thrive. Minimum wage doesn’t even cover the bare necessities.”

Prosperity Candle women

Iraqi women learning candle-making in Baghdad (credit: Heber Vega)

B-Smart About the Bottom Line

Prosperity Candle was recently added to the top ten percent of B-Corps in the world for their size. Ted’s long-term goal is rather simple: to make a difference. He wants investors to see they are providing amazing opportunities not only to women who desperately need it, but for a healthy financial environment. He wants the organization to scale gradually and sustainably so that more lives can be impacted without growing so rapidly they fizzle out.

“I want to grow this business in a very specific way,” he says. “It’s not just employing women refugees here in the Pioneer Valley, but actually making them profit-sharing partners. I’m always exploring how Prosperity Candle can be a vehicle for greater impact.”

Personally, Ted’s goal is to merge his past experience in international trade and economic development with his present life dedicated to a creating a sustainable social enterprise that helps women and families lift themselves out of poverty.

B-Corps embody the philosophy of positive capitalism, which is when a business moves forward, but also makes it possible for others to move forward, too. The Dalai Lama says your goal should be to get on your feet, and then help others get on their feet. Like the ripples from a pebble thrown into a pond, the act of goodwill started by positive capitalism can start a chain reaction.

Ted admires any organization that has gone through the rigorous requirements to become a B-Corp, and considers it to be one of the best measures available for assessing an organization’s commitment to social and environmental sustainability. Even though there’s only about 1,500 B-Corps in the world, it’s an extremely active community.

“I support businesses that take on the challenges of doing things the right way, that care as much about the common good as their own personal success. That is what the B-Corp movement is all about,” he says.

Prosperity Candle women 2

Haitian women learning candle-making in Cap-Hatien (credit: Prosperity Candle)

Help Yourself To Help Others

In Daniel Goleman’s new book, A Force for Good: The Dalai Lama’s Vision for Our World, he quotes some advice the Dalai Lama gave a crowd of college students:

“The global economy is like a roof over all of us. But it depends on individual pillars for support. First take care of yourself financially. Then, step-by-step, stand on your own feet in order to help others.”

When asked if he could give any advice to his younger self, or to an entrepreneur looking to make the same sort of lifestyle transition into B-Corps like he did, Ted laughed and said, “I feel like there’s a talk in me that wants to come out… with any start up – whether it’s nonprofit, for-profit, social enterprise or tech – you’re going to have more people tell you why it won’t work than why it can. You have to filter out an onslaught of nay-sayers because they’re there in spades. Well-meaning and genuinely intending to help, but more inclined to punch holes than be supportive. This is my third venture, and I’m beginning to see a pattern. My advice is to seek out people who love your passion, regardless of whether they think your idea is crazy.”

Prosperity Candle truly embodies the words of the Dalai Lama. Ted Barber got on his feet, and now is spending the rest of his life helping others join him. And who knows? Maybe we’ll see him on a TED Talk in the future. Until then, Prosperity Candle will continue to be a model for other entrepreneurs and businesses interested in making a difference and joining the B-Corp movement.

Learn more about Prosperity Candle’s mission and initiatives at

The audiobook for A Force for Good: The Dalai Lama’s Vision for Our World is available for pre-order. The 6-disc set and digital download will be available on June 23, 2015. Listen to an excerpt from the audiobook here.

Pre-order the print book here.

Join the Force for Good initiative here.

A Force for Good audiobook


What Are Business Schools Missing?

business school

Amy C. Edmondson

The following is an excerpt of Elad Levinson’s interview with Leadership Development News.

It’s no secret that I’m not thrilled with the environment of today’s business schools and management training. The business world wants leaders, but the education only gives their students the skills to be workers. A recent Bloomberg study about the skills gap that executives are finding in corporations says the four areas that are really missing in business education are:

  1. Problem Solving
  2. Decision Making
  3. Leadership Skills
  4. Communication Skills

These four skills are missing pieces that have been sighted since 2001 when I first started reading Josh Bersin and Company’s annual report to the Learning Development world. Some companies are highly engaged with the personal development of their employees and actually provide them with formal training to make up for the slack in their education. They put them in situations that cause them to cultivate their problem solving and decision making skills, and have a mentor/coach follow up with them. This open stream of communication helps organizations view their new employees not as workers, but as their leaders of tomorrow.

A company I worked with, ICANN, was a 13 year-old start up with a very small staff responsible for the resilience, safety, and security of the internet. The staff was filled with very bright and skilled personnel, but never had any formal training. I wanted them to be well-rounded, adaptable individuals, but to get there these four skills have to be a required part of the performance management process. If employees are responsible for problem solving and decision making but it isn’t part of their performance management process, they’re (understandably) just going to ignore it or find a way around it.

From my own experience, I have found the case study method to be the most effective. My online course, Thriving on Change: The Evolving Leader’s Toolkit, uses three pillars – mindful awareness, focused attention and intentional relaxation, and cultivating goodwill – as major skills areas that are required for employees to develop a foundation that they can grow from. These skills allow them to be better equipped to handle any challenges and tough judgments that arise.

Thriving On Change teaches you to not only listen to other people, direct reports, or peers, but to really hear what they’re saying. Your coworkers’ views and words are just as relevant to a collaborative environment as yours. But to hear them properly you have to be able to put aside your views, opinions, and biases first. You have to be able to bring a kind of neutrality and objectivity to the decision making process.

A lot of conflict arises due to the lack of communication, leadership, and decisive skills, which is where mindfulness and goodwill comes in. If you’re going to generate goodwill in your workplace and life, you have to be skilled at conflict resolution. Mindfulness is one thing, but you have to be able to stand the heat when people have differences of opinion and strong negative emotions. Mindfulness goes out the door if you don’t also have the confidence to be able to skillfully have that conversation.

thriving on change

Preview the free Introductory Module from Thriving on Change here.

Learn more about the course here.

Download Elad’s free ebook, Learn to Dance on Jello here.

Elad Levinson, head lecturer for the Praxis You course Thriving on Change, has over 45 years of experience as a leadership coach and organizational consultant. He’s currently the Senior Organization Effectiveness Consultant at 4128Associates

Elad has been a senior organization development and learning and development professional at Agilent, Stanford University, ICANN and several start-ups. He was the first to apply the stress theory to business and leadership at many of these organizations.

How Compassion Can Transform Your Organization

compassion at work

The following is an excerpt of Elad Levinson’s interview with Leadership Development News.

It’s no secret that the “softer” personality traits aren’t as valued in organizations. Empathy, self-reflection, and goodwill take the backseat to efficiency, results, and profits. What would you say if I told you that fostering the former skills would actually improve the latter?

Jane Dutton, one of the founders of the Center for Positive Organizational Scholarship and University of Michigan Roth School of Business, has been studying and researching compassion in the workplace. Her research shows that when you train in mindfulness, it has an immediate impact on the quality of your relationships with your colleagues.

Mindfulness and compassion in the workplace happens in three ways:


You take more responsibility for your own reactions to situations. Instead of being unaware of the impact you have on the people around you – whether it be the team you manage, the project you’re a part of, or even in your personal life outside of work – you begin to step back and observe. Once you are able to view yourself from a semi-objective standpoint, you will find that your actions, positive or negative, may have been really influencing outcomes.


Your listening skills will be immediately impacted. When you are mindful, you tend to be able to put aside your internal reactions to things and really listen to someone and what they are experiencing. As a result, you will improve in being able to include other people and their experiences with the problems you’re trying to solve, which will make not only you, but your team, happier and more efficient.


You just might become warmer. You become more interested in others. There is a sense of concern that the people around you might translate as, “I’m with you, not against you. I’m here for you and interested in your growth and development.”

What people like Jane Dutton and myself are trying to say is that there is room for compassion in the workplace. Work should not be a place you have to completely turn yourself off. Practicing mindfulness and compassion in the workplace can start with you; give it some time and you just might notice your colder co-workers warming up to you, and your workplace become a more enjoyable place.

thriving on change

Preview the free Introductory Module from Thriving on Change here.

Learn more about the course here.

Download Elad’s free ebook, Learn to Dance on Jello here.



Learn to Dance on Jello

learn to dance on jello

To dance on jello is to gracefully handle stress and change. This is especially key for leaders, as the ground beneath their feet is constantly – and rapidly – changing.

Learn to Dance on Jello is a free ebook adapted from a series of articles originally posted by Elad Levinson on LinkedIn. Additional material comes from Thriving on Change: The Evolving Leader’s Toolkit, a Praxis You online course by Elad Levinson and More Than Sound.

Download the free ebook here.

You’ll need to provide your email address to access the ebook. You will receive an email with download instructions. It could take a few minutes to receive your email. If you’re having trouble, contact

More about Thriving on Change

There is a growing disconnect between traditional management techniques and the unique assortment of skills required of today’s impactful leader.

How we manage ourselves informs how we lead… on every level. Stress, frustration, and burnout from an increasingly complex, ever-changing business environment can lead to poor decision-making, strained relationships, and weakened mental and physical health. These are ruinous to thriving in a competitive landscape.

Our online course, Thriving on Change, integrates the necessary proven-effective skills, tools, and practices to ensure leaders expertly respond to uncertainty, conflict, and inevitable distraction.

Unlike other leadership development courses, this program is delivered in bite-size chunks, designed to enlist all of your learning faculties. And because we all learn differently, each course offers a balance of:

  • video
  • audio
  • animation
  • self-assessments
  • discussion forums
  • downloadable practices
  • reading on your own time.

Course developer and facilitator Elad Levinson, a 45-year veteran of organizational development, has collaborated with experts in organizational psychology, leadership development, and social and cognitive science to provide first-hand experience, research findings, and practical exercises you will incorporate into your daily routine.

Elad’s co-instructors include:

Daniel Goleman, author of Emotional Intelligence;

Mirabai Bush, co-developer of Google’s game-changing Search Inside Yourself curriculum;

Joseph Grenny, author of Crucial Conversations;

Jutta Tobias, lecturer on Business Performance Management whose work focuses on the link between mindfulness and performance;

Jane Dutton, Professor of Business Administration and Psychology at the University of Michigan;

Theresa Glomb, Professor of Organizational Behavior at the University of Minnesota;

Sylvia Boorstein, founding teacher at Spirit Rock Meditation Center;

Monica Worline, co-founder and President of organizational development firm Vervago;

Juliet Adams, Director of A Head for Work, a firm specializing in leadership and workplace productivity.

About the Author

Elad Levinson has over 45 years of experience as a leadership coach and organizational consultant. He’s currently the Senior Organization Effectiveness Consultant at 4128Associates.

Elad has been a senior Organization Development and Learning and Development professional at Agilent, Stanford University, ICANN and several start-ups. He was the first to apply the Stress theory to business and leadership at many of these organizations.

Healthy Relationships Begin with You


Something to ponder: when people become more mindful, do they also tend to become more relational, more aware of other people? And if so, does it also move them to action?  Elad Levinson, instructor for our first Praxis You course, Thriving on Change, spoke with Mirabai Bush about her experience with the interdependence between mindful awareness and cultivating goodwill.

“I think that mindfulness is very important in cultivating goodwill toward others.  In my experience, when I work mindfully with an intention toward compassion, for instance, I notice that I am working better with others. The more you practice, or the deeper you go, the more you tend to develop awareness of how you can make change to relieve the suffering of others.

Mindfulness gives you the space to cultivate calmness and clarity, which can allow you to become quiet enough to be present for another person–to really listen to them and be conscious of their emotions. Of course, practicing mindfulness doesn’t, in and of itself, always provide such results.  Some people begin to practice mindfulness and other meditations and would prefer to sit in a cave, so to speak. Just stay inward.  And there are long traditions of that in all the religious and spiritual traditions: contemplation doesn’t have to focus on relationships.

We really need to do complementary compassion practices to cultivate goodwill. When I consult with organizations dealing with difficult leadership transitions or mergers, I introduce a practice called Just Like Me. Here’s how it works: you look at another person and remember, call to mind, all the ways in which they are ‘just like me.’  Participants silently repeat phrases like, ‘You are another human being, with thoughts and emotions, just like me, and you have been through very difficult things in your life, and you want to be a good person, just like me.’ At the end, you send goodwill and kindness to the other person.

Keep in mind that we also need to cultivate compassion, understanding, and care for ourselves. Then an awareness of the ways in which others are just like me really begins to resonate. We have more of a predisposition, or an inclination, to treat each other with respect and dignity.”

Praxis You

Sign up for More Than Sound’s free newsletter to learn how and when to register for my Praxis You course, Thriving on Change. Email to sign up.

Take a Survey

To help us develop useful, practical courses for you, please take a few moments to complete a very short survey. As a thank you, we’ll give you free access to the introductory module of our first course, Thriving on Change. Be sure to provide your email address when you’re done with the survey.

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3 Pitfalls to Avoid as You Rise Through the Ranks

arrogant boss

Avoid Groupthink

The higher up the ranks you climb in an organization, the less honest feedback you receive from peers. Your team becomes “yes men and women.” Daniel Goleman and Bill George discuss why leaders need to surround themselves with diverse opinions and outlooks.

Find Your Blind Spots

Leaders need to how they’re coming across to others. Blind spots can impact our ability to interact with peers, or be fully aware of a situation.

Stop Chasing Admiration

We all make mistakes on the job. The best leaders are humble enough to recognize that they messed up, learn what not to do in the future, and develop resilience.

Put these principles into practice with Daniel Goleman’s Leadership: A Master Class video series and training guide. Enter discount code LMC250 at checkout to save $250 on the training guide.

Leadership A Master Class Training Guide


A Mindful Workplace: Shifting from Difficulty to Opportunity

difficulty opportunity

Mirabai Bush, co-founder of The Center for Contemplative Mind in Society and long-time mindfulness coach for organizations, has noticed the positive impact mindfulness techniques can have on employees throughout her 40+ year career. Below is an excerpt of her conversation with Elad Levinson, creator and facilitator of the upcoming Praxis You course, Thriving on Change.

Benefits of a Mindful Workplace

“When I began introducing mindfulness methods to co-workers or clients, the most noticeable shift was that people became more present with difficulty. They didn’t repress it or push it away. They were better able to say, “Okay, here’s a difficult situation. What are our options? What are the possibilities? What can we do with it?” I began to see a calmness and acceptance in difficult moments.

People also started to accept change with more ease. As you may know, when we practice mindfulness, we learn to see that everything is changing all the time. We watch our mind and our body. We notice thoughts and physical sensations rise and fall away. Sensations are changing. Ideas are changing. We become much more comfortable with change.

When I first started working with Google, I was intrigued by a real-time projection of what people were Googling. The whole wall was a projection of all these questions, phrases and fragments going up the wall, and then disappearing. I thought, “This is the global mind at work.” Just the way you watch your own mind in meditation, you’re getting to watch what the global mind is thinking and letting go of.

Back to coping with change. When I worked with a large chemical company in the mid-‘90s, there was always a possibility they were going to be bought by somebody else. It was that period of mergers and acquisitions. The employees were always really worried about job security. I would focus our mindfulness practice retreats on dealing with change.

We discovered that the more comfortable we become with change, the more we can just be with whatever arises. Including a job loss. And that’s not to minimize that such a change could cause suffering. But we’d be able to be there with that suffering. That presence and awareness was huge in terms of developing leaders.”

Praxis You

Sign up for More Than Sound’s free newsletter to learn how and when to register for my Praxis You course, Thriving on Change. Email to sign up.

Take a Survey

To help us develop useful, practical courses for you, please take a few moments to complete a very short survey. As a thank you, we’ll give you free access to module one of our first course, Thriving on Change. Be sure to provide your email address when you’re done with the survey.


Mirabai Bush on founding The Center for Contemplative Mind in Society

Mirabai Bush and Daniel Goleman on the importance of self-awareness and self-regulation

Coping with Change guided exercise

Practice Emotional Intelligence

Additional Resources

Working with Mindfulness: Research and Practice of Mindful Techniques in Organizations

Working with Mindfulness Guided Audio Exercises (CD or digital download)

Cultivating Focus: Techniques for Excellence