Expand Your Leadership Style Repertoire

leadership style

There are six leadership styles that are vastly underused: affiliative, democratic, pacesetting, coaching, coercive, and authoritative. Employing the right approach at the right time could make all the difference when it comes to closing a big deal, improving production quality and speed, or managing conflicts. Even though most leaders would say they only use two or three of the styles, it is important to understand that all of them can be mastered and used to your advantage.

Short-Term Solution

A simple solution to making up for the leadership skills you currently lack is to surround yourself with people who possess the style you need. For example, let’s say you’re the vice president of a food distribution corporation. You successfully did business in your home state of New York and expanded up into New England and down along the coast to the Carolinas using the affiliative style. You traveled frequently between the states, met with restaurant owners and eased their concerns, and made sure the customers felt like your company had a personal touch.

However, you know your tech knowledge is lacking, and technology is needed to distribute the food as quickly as possible. Efficiency is the most important appeal to your customers. Therefore, you informed a trusted colleague about the performance standards and let them delegate the strategy using their authoritative approach. You also told this person to appoint a second-in-command to bring along on visits to make sure you don’t spend too much time at each restaurant.

Long-Term Solution

While surrounding yourself with people who possess the skills you lack, it’s also a good idea to work on your limitations. The first step is to acknowledge your gaps in emotional intelligence so that you can work with yourself or a coach to develop them. Take an authoritative leader, for example, who may want to add some democracy to their workplace. They need to work on collaborative and effective communication skills.

They’ll want to master the affiliative leader’s strengths:

  • Empathy: Sensing how people are feeling in the moment allows the affiliative leader to respond to people’s emotions immediately, which helps build trust.
  • Building Relationships: Meeting new people and cultivating a bond comes easily.
  • Interpersonal Communication: Say just the right thing at just the right time.

Enhance your leadership styles

Gain practical insights from the following resources:

What Makes a Leader: Why Emotional Intelligence Matters presents Daniel Goleman’s ground-breaking, highly sought articles from the Harvard Business Review and other business journals in one volume. This often-cited, proven-effective material has become essential reading for leaders, coaches and educators committed to fostering stellar management, increasing performance, and driving innovation. This collection reflects the evolution of Dr. Goleman’s thinking about emotional intelligence, tracking the latest neuroscientific research on the dynamics of relationships, and the latest data on the impact emotional intelligence has on an organization’s bottom-line.

What Makes a Leader is also part of the C-Suite Toolkit.

The Coaching Program is an online streaming learning series for executives, highlighting methods for enhancing any leader or manager’s effectiveness, creativity, and ability to connect with their teams.

Leadership: A Master Class Training Guide offers more than nine hours of research findings, case studies and valuable industry expertise through in-depth interviews with respected leaders in executive management, leadership development, organizational research, workplace psychology, innovation, negotiation and senior hiring. Included is an extensive, detailed training guide around the video content for human resources professionals, senior managers and executive coaches. Each module offers individual and group exercises, self-assessments, discussion guides, review of major points, and key actionable takeaway plans. The materials allow for instructor-led or self-study opportunities.

Happy Employees, Happy Customers

customer service

Happy employees tend to go the extra mile with their customer service when they feel encouraged and supported. The relationship between workers, their environment, and customer service has actually been proved by a logarithm; customer service climate and revenue are directly proportional. In fact, a positive atmosphere doubles revenue.

Throughout his studies at the University of Maryland and his observations in a multitude of industries, Professor Benjamin Schneider has found that when employees responded more positively to their work environment, customer satisfaction and business results increased. Inversely, a negative work environment led to unhappy workers, poor customer service, and declining revenues.

The service industry is among the most stressful of all occupations. Workers have to deal with everything from insufferable customers, disagreeable managers, challenging working conditions, long hours and, more often than not, low pay. Not much to smile about.

Emotional Contagion

Bad moods spread faster than wildfire. Rudeness can transfer from the employee to the customer, in turn making them angry or dissatisfied, regardless of how well the actual service was executed. Furthermore, disgruntled workers who aren’t thorough can create a wake of trauma in their path. Cardiac care units, for example, where nurses’ described their outlook as “depressed” had a patient death rate four times higher than comparable units.

Great service, in contrast, can make a world of difference for both the consumer and the employee. If consumers enjoyed their experience, they are likely to return, and share good reviews to their friends and colleagues, or online. If the employees feel upbeat and cared for, they are also more likely to work harder to appease the customer. Jennifer George and Kenneth Bettenhausen concluded in their study, Understanding Prosocial Behavior, that stores with positive salespeople had the best sales results.

A Good Leader Can Make a Difference

The manager is often the person who sets the mood. If a leader is confident, optimistic, and shows genuine compassion toward their workers, both the overall atmosphere and the sales will be lifted in the right direction. There are three factors that make or break a job: working conditions, salary, and leadership. Resonant leaders are perhaps the most important of the three.

How leaders carry themselves and their relationships with their employees directly impact their emotions and performances. Between 20-30% of an organization’s profit can be traced back to how employees feel about their place of employment, and 50-70% of this view traces back to one factor: their leader. A leader’s ability to understand their emotional intelligence and act rationally – not impulsively – becomes a major factor in the overall performance of the business.

Resources to develop a positive work environment

The HR and EI Collection

Leading with Emotional Intelligence [online course]

Resonant Leadership: Inspiring Others Through Emotional Intelligence

What Makes a Leader: Why Emotional Intelligence Matters

High Performance Leadership


How would you define mindfulness?

How would you define mindfulness?

What Is Mindfulness?

by More Than Sound Staff

Have you heard anything about mindfulness lately? Chances are you have… Chances are you’ve heard a lot about mindfulness lately. You’ve probably been hearing about mindfuless in the media, at work, in casual conversation, maybe even at the dinner table from your kids. Perhaps you’ve read about it online a few times.

But even with the media spotlight on mindfulness, do you feel like you understand it? Is it clear to you how mindfulness works? How would you define mindfulness?

How would you define mindfulness?

Can you explain mindfulness? Credit: laprogressive.com

There’s so much buzz about what mindfulness is or is not, and sometimes coming from people who have minimal experience in the practice. So in an effort to both simplify and deepen the mindfulness conversation, we have released a series of podcasts featuring noted mindfulness scholars, including Rick Hanson, Juliet Adams, and Joseph Goldstein. Upcoming contributors will include Daniel Goleman, Mirabai Bush, and Surya Das.

Common Questions, Thoughtful Insights

Designed as an interview series to maintain consistency across subject matter, the podcast contributors are all asked the same questions. Some examples are:

  • How can mindfulness be put into action?
  • What’s the difference between mindfulness and meditation?
  • How does mindfulness training work?

Through these questions and others, our featured guests and their decades of experience will help provide clarity and add to the conversation surrounding mindfulness. This will allow you to formulate your own opinions about how mindfulness might apply to you.

Listen to some interviews now:

Rick Hanson: What is Mindfulness?

Juliet Adams: The Relationship Between Mindfulness and Meditation

Joseph Goldstein: Hidden Dangers in Popularity of Mindfulness

The Dangers of Groupthink


Everyone one of us has blind spots. But we often don’t see them until someone points them out. As leaders rise through the ranks, the less honest feedback they receive from peers.

A high-level executive can become isolated. They surround themselves with people who won’t report negative information. They’re afraid to deliver bad news for fear of repercussions. Not knowing the reality of a situation means you can get into a distorted bubble. A lack of information can lead to poor decisions. You go down a path that’s a mistake from the get-go, but nobody tells you.

When Daniel Goleman spoke with Bill George for Leadership: A Master Class, they discussed what Bill learned from a first-hand experience with the dangers of groupthink.

“Early in my life, I worked in the U.S. Department of Defense as a civilian in the year of Robert McNamara and the Vietnam War. Some of the most brilliant people I’ve met in my life were at the high levels of the Pentagon. But toward the end they were walking off the cliff together. They suffered from groupthink. McNamara was so powerful. His team simply reinforced what he was saying. They didn’t take different perspectives.

Any good leader needs to have a reliable team who will ask tough questions, or poke holes in logic.

Another time one of my co-workers asked, “Do you think everyone agreed with that decision in the meeting?” I said, “Yeah, they all said yes, and at the end. We even voted.”

His response was an eye-opener. “Well, there were three people backing their managers that were so angry, they could hardly speak to you because you  blew over them, and forced them to say yes.”

After some thought I knew he was right. I had to go back, tail between my legs, and say, “I’m really sorry. I guess I didn’t hear what you were really saying.” That allowed me to be open to honest conversation.

I also learned that it’s not just looking for and appreciating feedback from that special trusted group, but bringing the attitude with you to the office. I now try to surround myself with people who have diverse viewpoints.”

Fine tune your executive management skills with Daniel Goleman’s video series, Leadership: A Master Class.

Additional resources

The Coaching Program is an online streaming learning series for executives, highlighting methods for enhancing any leader or manager’s effectiveness, creativity, and ability to connect with their teams.

The C-Suite Toolkit is designed for senior management (or those new to senior management positions) seeking a comprehensive reference library from the most respected business and leadership experts of our time.

The Competency Builder program was created to assist workers at all levels learn how to work more mindfully, improve focus, handle daily stresses better, and use these skills to increase their effectiveness. A great resource for any HR library.

The EI Overview provides easy-to-understand insights into proven-effective ways managers can best employ leadership styles, as well as develop the areas where they lack.


Bee a Force for Good

bee a force for good

by Victoria Palmatier, More Than Sound

“Not a single bee has ever sent you an invoice. And that is part of the problem – because most of what comes to us from nature is free, because it is not invoiced, because it is not priced, because it is not traded in markets, we tend to ignore it.” Pavan Sukhdev, United Nations Report The Economics of Ecosystems and Biodiversity

More Than Sound’s collaborative photo series on Instagram, #MindfulFilter, is back from hiatus just in time to celebrate the Dalai Lama’s 80th birthday! The Dalai Lama only had one birthday wish – be a force for good.

But what does that mean?

According to the Join a Force for Good website,

“A force for good is not simply a phrase or a book, but a vision for the world…a world where transforming ourselves makes us better at helping others…a world where small actions can add up to a big impact…a world where #RealGood – actions that are motivated by genuine concern for others – are everywhere.”

Good deeds come in all shapes and sizes, and no act is too small. Our latest Instagram post concerns the decline of the honeybees, which would fall under embodying compassion, choosing human economics, and healing the earth. A compilation of different forces for good can be found here.

bee a force for good

Business Insider tells us, “A world without honeybees would also mean a world without fruits, vegetables, nuts, and seeds.” One third of the world’s produce – from apples, limes, and mangos to zucchini and squash to celery and leeks to broccoli and kale – would disappear from the shelves should the honeybees decline continue at its current pace. A Rhode Island Whole Foods grocer imagined what the world would look like without bees, and took 237 of 453 products off their shelves. Over half of their produce department was empty! BBC also has a fantastic page loaded with infographics about bees.

Chensheng Lu, Kenneth Warchol, and Richard Callahan at Harvard’s School of Public Health have all but closed all debates about the reason for the decline of the honeybees. Unsurprisingly, sub-lethal exposure of pesticides (specifically neonicotinoids, imidacloprid, and clothianidin) and the general state of contemporary mass agriculture caused the colony collapse disorder (CCD), starting around 2005. These insecticides exist in high levels in planter exhaust materials when plants are treated.

Honeybees in both the control and neonicotinoid-treated groups functioned normally in the summer and fall, but half of the neonicotinoid-treated groups abandoned their hives and died by the end of the winter. The control colonies, in contrast, thrived and re-populated after the winter, with the exception of one that died due to infection. Their article was published in last month’s Bulletin of Insectology. In addition to pesticides, bees are also declining due to diseases, parasites, habitat loss, weather, and the stress that comes with constant transportation between orchards to pollinate.

The collapse of honeybees is apparent and impending, and we have few prevention measures set up. The Farm Bill passed in 2013 and only allocated less than $2 million a year for emergency assistance. Don’t fall into despair, though. There are plenty of things you can do in your own backyard to help.

How to Bee a Force for Good

  • Plant bee friendly flowers and herbs. Spring – lilacs, lavender, sage, verbena, wisteria. Summer – mint, cosmos, squash, tomatoes, pumpkins, sunflowers, oregano, rosemary, poppies, black-eyed Susan, passion flower vine, honeysuckle. Fall – fuchsia, mint, bush sunflower, sage, toadflax.
  • If you’re financially capable, buy local, organic food from farms in your area. Shop at farmer’s market and local grocery stores. Get a CSA (Community Supported Agriculture) share.
  • Buy local, raw honey.
  • Learn how to become a beekeeper and look up local bee associations that offer classes with natural approaches. Morgan Freeman’s doing it, and you can too!
  • Don’t use chemicals and pesticides in your lawn or garden.
  • Understand the differences between wasps and honeybees. Wasps are carnivorous. They want to steal your turkey sandwich and sodas. They will sting you without hesitation because they know they won’t die. Honeybees are vegetarians, so as long as you aren’t eating pollen for lunch, chances are they aren’t interested in you. They will only sting you if they feel threatened, and will die soon after.
bee a force for good

Image Credit: farmtina.com

  • They don’t want to sting you! Stay still if one is near you. If it lands on you, chances are you smell sweet or remind them of a flower! That’s sweet, if you think about. Imagine them as a weird, flying dog and let them sniff you out until they realize you’re not a flower. Then they’ll be on their way!
  • If you see a bee on the ground, chances are it isn’t dead but will be soon. Gently transport it to a small saucer with sugar water so it can regain strength and continue on its way.
  • Put a small basin of water outside your home with little stones and marbles to crawl on so they can drink.
  • Spread this information far and wide!

It’s not just honeybees, either. Thousands upon thousands of butterflies, moths, and other types of pollinating bees are in peril. If everyone stands in solidarity with the honeybees, the powers that be will be forced to take notice and do something about CCD and the insecticides poisoning the only home we have.

Available now: Daniel Goleman’s audiobook, A Force for Good: The Dalai Lama’s Vision for Our World.

A Force for Good audiobook

Mindfulness isn't a quick fix; it takes plenty of practice.

Mindfulness is Not a Panacea

by Elad Levinson, source: Linkedin.com

Mindfulness isn't a quick fix; it takes plenty of practice.

Mindfulness isn’t a quick fix; it takes plenty of practice. Credit: newsroom.unsw.edu.au

Dr. David Brendel observed the following scenario with a client in his Harvard Business Review Article, “There Are Risks to Mindfulness at Work.”

“Some people use mindfulness strategies to avoid critical thinking tasks. I’ve worked with clients who, instead of rationally thinking through a career challenge or ethical dilemma, prefer to disconnect from their challenges and retreat into a meditative mindset. Some problems require more thinking, not less.”

He went on to illustrate how the hype of mindfulness as a “cure all” can actually do more harm than good. My takeaway from his thoughtful article: Mindfulness is not a panacea.

As a long-time mindfulness practitioner and organizational development professional, I like to set expectations with my coaching clients. Don’t be naïve and think that mindfulness alone will make you an effective leader, reduce stress, enhance your focus – or help you avoid difficult situations. And don’t expect an immediate fix should you decide to experiment with any techniques. It takes practice.

But when practiced properly, mindfulness is an effective way to develop self-awareness and self-regulation, both of which can help you in any number of tough decision-making situations.

Mindfulness Helps You Cope with Reality, Not Shield You From It

Dr. Brendel’s client experience reminded me of a scenario from my HR days.

I met Sam, a 30-year-old marketing leader, during my daylong mindfulness training session. In reviewing his class notes in a follow-up coaching session, he stated that: “I know there are battles that I should fight on behalf of our product line, but I just don’t feel strong enough to take them on.”

Like Sam and Dr. Brendel’s client, we all look for ways to avoid conflict and discomfort. But problems get worse if you hide or distract yourself in hopes they just disappear. Sam needed a plan, process and skills to gain the confidence to start “crucial conversations.”


Credit: qubemedia.net

Here’s the plan that I offered Sam. It included elements of mindfulness practices we covered in the course. I wanted him to see that these methods have useful real-life applications.

Give it a try.

  1. When you need to have a difficult conversation, be strategic instead of reactive. Take a few deep breaths. Think about the time and place to have the discussion. And do so only when you’re ready. This will prevent you from barging into an office ready for war. You may regret what you say and make things worse.
  2. Along the same lines, make a plan when you’re not frustrated. It’s difficult to be thoughtful when you’re upset. Taking a few minutes to quietly focus on talking points can make a world of a difference.
  3. Put yourself in their shoes. Consider persuasive, compelling facts that give those you need influence a basis for supporting your interests. Know what is important to them and incorporate it into your goals.
  4. Notice your own mental state before having the conversation. Are you tense, angry, scared? Self-awareness offers the opportunity for you to pause and shift to a more neutral mental state.
  5. Discuss the issue in a non-judgmental way. State facts. Avoid accusations. Give people the benefit of the doubt. Compassion can be used to mitigate tension.
  6. Explain how the issue impacts your work and intentions. State your case through logic, not emotion.
  7. Don’t be too proud. Ask for their help to achieve a mutually beneficial solution.
  8. Provide clarity. Summarize any agreed upon next steps. Send an email to confirm your understanding of the agreements/actions to be taken by who/by when.

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. Connect with Elad on Linkedin, Twitter: @CoachElad, or email him at elevinson@4128associates.com. You can also download his free ebook, Learn to Dance on Jello.

You’re invited to preview Elad’s online course, Thriving on Change: The Evolving Leader’s Toolkit for free here. Just click “Try the FREE Introductory Module.”


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


Think of your mind as a muscle: You need to keep it in great shape.

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.

Think of your mind as a muscle: You need to keep it in great shape.

Credit: rgh.cc

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 can be very fickle

Credit: entrepreneur.com

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.

thriving on change

You’re invited to preview our new online course, Thriving on Change: The Evolving Leader’s Toolkit for free here. Module 1 is now available for purchase.