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Prejudice and Discrimination: An Alarming Truth

The story of George Floyd comes as a painful reminder: we haven’t even tackled racial tolerance, when we should have tackled so much more already. Besides color, there are many other forms of discrimination that thrive like a fungus in the damp darkness of our indifference. Physical appearance, age, gender, professional status, sexual orientation, religious choices, skills and conformity to group norms – are among the most common forms of discrimination, part of our daily routine.

Prejudice and discrimination are so deeply ingrained that we are unaware of how often we treat unfairly our fellow humans. In turn, we are also quite often the recipients of unjust treatment. We take it as a normal fact of life or, sadly, we believe we actually deserve it. At times we do fight back but, alone on the battlefield, we are defeated. George Floyd lives in each of us. Yet in each of us there’s also a police officer placing a knee on the other’s neck.

We have normalized prejudice both through our silence and through our voices. We have lowered the bar when it comes to human dignity and embraced double standards: shouting we’re helpless while keeping our knee on our brother’s neck. We turn a blind eye to the bullies who fill our offices yet we promote a culture of openness and feedback. We are inert when a woman is offended or belittled yet we advocate for women empowerment.

Our words and actions are incongruent. We are oblivious of the subtle nuances of moral soundness, equality and equity. We fail to stand up when we witness injustice; we fail to set boundaries; we fail to respect others’ boundaries. Our inner compass is broken – fairness, tolerance and respect for others’ differences are overhyped in our vision & mission statements, yet devoid of essence.

To ALL of us who, in one way or another, have become complicit in prejudice and discrimination – it’s time to STOP IT! It’s been ENOUGH.

To the new colleague who quickly scans you and mistakes your youth for incompetence, concluding she needs no training from you; she was a senior executive by the time you were born!

To the recruiters who ask “when do you plan to have children?”.

To the employees who roll their eyes when they hear their new colleague is part of the LGBTQ community. “OMG, they hired a freak?!

To the doctors who dismiss women’s symptoms as “emotional” putting their health at risk through a delayed diagnosis.

To the friend who is disappointed when she hears you work as a waiter. “You are smart, you could be so much more!”.

To the men who toot their horn when they see a blonde driving, assuming right away she is unskilled. She must be – she’s blonde!

To the distant relatives who ask how much you earn so they can assign you a rich or poor label in an informed way. “Thank goodness my son earns more!”.

To the peers who scan you with disapproval when they see no engagement ring on your finger. “How come you are 30 and not married?”.

To the colleagues who always have a mischievous comment about the food you eat, the clothes you wear or the music you like. “Oh, that’s gross, how can you eat that?!“.

To the girls who “LIKE” the Facebook videos that portray women as pimps, yet feel offended the next day when their co-worker treats them accordingly. “We are not all the same!”

To the women who accept a toxic behavior from their partners, shrinking themselves voluntarily so that their abusers can easily step on their dignity.

To the men who conclude “you are such a girl” when you fail to distinguish between concrete and cement.

To the fathers who label their sons as pussies if they cry. “Real men don’t cry!”.

To the men who make fun of “fat” women, without knowing they struggle with thyroid imbalances. “Stop eating from KFC, hon!”

To the preachers who, instead of uniting us, segregate communities by dividing people into “children of God” and “children of the world”.

To the parents whose lack of affection turn their kids into people-pleasers unable to stand up for themselves, thus not giving them an equal opportunity to succeed in life.  

To the media who reports that the “old man” had just celebrated his 55 anniversary when the assault happened.

To the politicians who constantly treat us as if our intelligence was comparable to that of a fly.

STOP IT! It’s been ENOUGH.

**Image via Claudio Schwarz, Unsplash

Meeting Overload: A Warning Sign of Corporate Dysfunction

On average, we spend over 50% of our time in meetings, making the Zoom fatigue more real than ever. Lately, I hear the same complaint over and over in coaching sessions: “I have back-to-back calls with no time to collect my thoughts in-between. As a result, I work overtime to complete my tasks. I am overwhelmed and with no energy after work.”

Excessive meetings have become the exponent of a flawed culture, a corporate addiction leaving us with no mental space for strategic thinking, innovation and creativity. While meetings are key to a collaborative organizational culture, meeting overload is highly detrimental to both our business and mental health. More precisely:

  • Meetings distract us from strategy; they provide us with a premature sense of achievement and prompt us to measure the wrong things – the number of calls per day! In contrast, strategic thinking can feel daunting and harder to quantify, especially since – at the end of the day – great ideas are always scarcer than the number of meetings!
  • Meetings shorten our attention span; back-to-back meetings have the same effect on the human brain as mindless scrolling: we jump from one topic to the next in minutes, losing our ability to sustain focus over prolonged periods. This explains why even when we do have a no-meeting day, we find it so hard to focus on a task.
  • Meetings impact our sense of connection; unfortunately, besides meetings, one must work as well: reply to an email; prepare a report; design a deck etc. Hence, there’s no secret that most employees multitask while attending calls. No wonder more and more people feel unheard, unseen and misunderstood. That’s because they really are!
  • Meetings leave us exhausted and disengaged; spending more than 50% of our time in meetings (often scattered throughout the day) will not only make us more unproductive in the long run but leaves us with no energy for after-work activities. As employees feel less in control of their calendar, engagement drops and quiet quitting is on the rise.  
  • Meetings intensify conflict; a meeting has more potential to trigger negative emotions as compared to an email. The tone of voice, the mid-sentence interruptions, the coworker who repeatedly asks the same question, the rush to get to a conclusion before time runs out – these can fuel misunderstandings and ‘fight or flight’ reactions.
  • Meetings provide a false sense of progress; no time to work on that report? Set a call to keep the ball rolling! More progress? No. Just more empathy – “we are all busy” in a culture where the “do not disturb” status is frowned upon, unproductive busyness is a badge of honor and problem-solving means just another invite.

Research concluded that removing 60% of meetings increased cooperation by 55% and productivity by 73%, considerably improving communication effectiveness, engagement and employee wellbeing. Hence, cutting back on meetings is a must. But so is understanding why there are so many meetings in the first place.

We tend to place responsibility on the employee: prioritize better, decline unimportant calls, book focus time. While self-leadership and personal boundaries are essential, it’s hard to break bad habits in a system designed to reinforce them. In addition, focusing on the individual alone is like trying to solve world hunger by cooking a bowl of pasta.

Most often, an excess of meetings is a symptom pointing to a deeper organizational issue that requires shared responsibility and leadership attention e.g., conflicting priorities, unclear roles, superfluous or missing processes, micromanagement, untrained staff in key roles, scaling too quickly etc. As Peter Drucker puts it, “meetings are by definition a concession to a deficient organization. For one either meets or one works”.

I often advise leaders to spend a whole day attending meetings at different levels in their organization. It will provide them with more insights than any KPIs report on the type of dysfunctions within their companies. After all, meetings are a micro-representation of the larger organizational culture, showing the power dynamics, the company’s ability to align, plan and execute strategy, and its ability to foster inclusion and engagement.

How many meetings do you have in your organization?

3 Hard Truths Every Leader Should Know

As leaders, sometimes we need to make tough decisions, say “no” to a brilliant idea or pioneer a new business approach. While these are all essential skills, the heart of leadership lies in how we interact with others, how we present change and how we trade ideas with decisiveness, tact and humility. Sounds easy? Not at all. The truth is that many leaders struggle to communicate in a way that makes people feel heard, valued and inspired to follow their lead and rally around a shared vision. Here are three basic truths leaders ignore when asserting their ideas, resulting in low team morale and poor engagement.

1. By not listening, you’re not getting people on board quicker – you’re pushing them on board.

In their attempt to get buy-in as quickly as possible, some leaders will bulldoze through their peers’ arguments, without fully acknowledging them and at times – even without hearing them out. In other words, it’s like insisting I must buy your sneakers, while totally ignoring my brand-new Nikes! Similarly, interrupting others every two words will convey the message every leader should avoid sending: “I don’t care what you think” or “I’ll anyway disagree no matter what you say”.

People are attached to their ideas. Convincing somebody to give them up only by listening to your arguments will not work, unless you give them an opportunity to present theirs as well. By making them feel heard and understood, you are getting their “elephant” (emotional brain) out of the way. Hence, you will be able to access their rational mind and have a more productive discussion. Plus, you may conclude their arguments do make sense!  As Adam Grant puts it, “we learn more from people who challenge our thought process than those who affirm our conclusions”.

2. When saying “no” is your default response, it’s time to rethink your approach.   

If you often lead relying on your veto power, then you need to engage in some self-reflection: either the team you built around you is not the right organisational fit (culture-wise, performance-wise etc.); or your leadership style is not the right fit for the team. As a leader, your priority is to serve the good cause to the best of your abilities, even with the price of your likeability. Yet this cannot justify the fact that you consistently go against the flow. If you often find yourself saying “no” when hearing other ideas, it’s time to pause and think again.

Having this awareness also helps you get buy-in more effectively. Sometimes, when saying “I don’t like the idea”, you convey the subtle message that the acceptance criteria are very subjective. An idea is basically similar to an ice cream. If I happen to bring you a flavour you don’t like, then I’m just unlucky. Instead, leaders can respond with curiosity – “I’d like to better understand why you propose this”; or back up their “no” by explaining the business goals and providing more clarity on their expectations and decision-making process.

3. Getting too emotionally attached to an idea will only hinder your business.

A trauma-informed approach is essential in understanding that sometimes, rejecting an idea is perceived as rejecting the human behind it. Having your ideas challenged can often be anxiety-inducing. So, it’s easy to lose sight of the organisation’s needs and leverage your formal power as a personal shield in proving how right you are. Hence, you are not open to reconsider an idea or digest any arguments against it. You made up your mind and there’s no turning back. The business itself becomes an arena where egos collide rather than a cause to be served.

Sometimes people believe that their diplomas or property valuation have a say in who they are. Similarly, as a leader, you may often believe your ideas encapsulate your identity and tend to take things personally. The solution? Ground yourself in wholeness, a strong sense of self, personal values and a clear mission. Finally, employ a healthy dose of detachment – your ideas are not you. The good news is that with patience, self-compassion and awareness change is possible and new mindsets can be forged.

Dear Leaders: Each One of Us Matters

Our LinkedIn feed, newsletters and strategy meetings are oversaturated with targets: increase employee engagement by X%, improve retention rate by Y%, advance DEI efforts and women representation by Z%. We understand that the Great Reshuffle calls for resolute action and that we can’t improve what we don’t measure. In a data-driven world, numbers matter. We also understand the complexities you face in leading global companies, shaped by a remote workforce, during these turbulent times.

Yet the truth is that we’re experiencing a crisis of trust and authentic leadership. The last thing we need is hearing another data-heavy presentation reminding us we’re just another FTE in the companies’ statistics. We can’t solve this crisis using the same thinking that got us here. Trust is built on logic and competence. But it’s also built on empathy and kindness. People want to be seen, heard, included, mentored, guided – each and every one. One by one. Not in bulk. Off-the-shelf leadership is not the answer.

Hence, before you share your engagement/retention/DEI targets, please ensure the full leadership structure is on board and able to deliver. Before you approach your coworkers as employees, approach them as humans. Before you check-in with us, check-in with yourself – what’s your purpose and what’s the legacy you work towards? People can distinguish between a leader who just follows the script (even if with the best intentions) and one who really cares. And people will trust you if they know their own success is at the top of your agenda.

True leadership is not easy; it seems that we now expect from leaders what a whole ‘village’ used to offer – guidance, mentoring, empowerment, compassion, support for a healthy work-life balance etc. But there’s no way around it. The leader of the future is a humanistic one and leads with wisdom, empathy, kindness and compassion. The leadership of the future is about reconnecting with one human at a time, daring to be seen and daring to see each individual as a masterpiece in progress – worthy of your time and support.

So next time you reflect on leading others and setting your target, put a face on it. How engaged is Jane? How included does John feel? When it’s the last time you discussed with Kate about her career growth?

How to Future-Proof your Business: Effort over Results

While phrases like “results-oriented” remain a common buzzword in job ads, the latest leadership thinking challenges organisations to shift focus on effort instead. Results are undoubtedly the cornerstone of a successful business, yet they are always preceded by sustained effort and continuous learning. By rewarding effort, organisations stand a better chance of achieving great results consistently in the long run. In other words, effort is a long-term investment which can render exponential returns.

Growth and innovation require tolerance for trial and error. They also require a supportive organisational culture where people leverage teamwork, collaboration and internal networks to achieve far more than any individual working alone. Yet a culture where results are valued over effort can promote unhealthy rivalries where the gluers are often overlooked. Contrarily, focusing on effort fosters not only a healthy workplace ecosystem but also a learning environment where people feel safe to make mistakes, without fearing these will cost them a good end-of-year rating.

Zooming in on an individual/team level, valuing effort over results sounds simpler than it is. Results are easy to quantify, effort not so much. Measuring effort means measuring the individuals’ journey towards becoming their best version and the soundness of your team dynamics. While results are objective, efforts require all leaders (not just L&D) to pay closer attention; to take the pulse of their teams; to acknowledge their willingness to pick up tasks outside their comfort zone; to factor-in the role of the context or of risks beyond their control; to value their eagerness to excel, ask hard questions and propel the organisation forward.

However, in many organisations leaders are either too busy to notice effort or they approach it from a negative standpoint. The more effort is invested by the individual/team, the more engagement is required from the leader as well. And let’s face it: many leaders want to be “bothered” only with results, not with “excuses”, “nagging” questions, experiments or issue escalations. Effort with results matters. Effort without results disturbs. But that’s not all. When it comes to diversity & inclusion, the effort versus results topic reflects a double standard.

Unconscious gender bias surfaces here as well: Men are more likely to be rewarded for effort, women for results. While women need to prove they tried, men are given credit for it. If results fail to materialise, the bad luck of the circumstance is more easily acknowledged for men. Furthermore, women are more prone to be penalised for effort as it’s often perceived as fuss. There’s an implicit expectation that women should deliver results without showing too much blood, sweat and tears. While one cannot generalise of course, asking for help and escalating risks can often be perceived as a weakness; the reverse is true: women who stop needing answers are perceived as more capable. Yet in both instances their efforts are undermined.

Valuing effort over results is a must on every leader’s agenda interested to future-proof their organisation. Rewarding effort means investing in the company’s ability to pivot, learn from its mistakes, innovate and achieve sustainable growth. It also improves collaboration, allowing employees to maximise their skill & will in ways that can catalyse collective success rather than individual results. Also, acknowledging the role of unconscious bias in underpinning effort and fostering an inclusive culture will cement the foundation of a thriving organisation.

Finally, it’s important for leaders to switch focus from the outcomes to the process, encouraging each individual to become their very best. As Hubert Joly – former CEO of Best Buy – puts it in his bestselling book The Heart of Business, it’s like playing tennis: “if you obsess about winning the point or the game, you are more likely to miss because you get tense. Your best game typically happens when you relax and focus on the ball. Loving the process and striving to do our best keeps us motivated and even more skilled over the long haul, which leads to irrational and lasting performance”.

5 Steps From Surviving to Thriving

You overcame challenges. You lost dreams, hopes and loved ones. Yet you survived. You paid with blood, sweat and tears to be where you are today and now you’d rather stay dormant. Because you only know two states: when you have no choice, you fight to survive; when you do have a choice, you become passive. In other words, you waste the life you fought for. Because you don’t know how to spend it wisely. You don’t know how to be happy.  

You probably heard that about 70% of the people who win the lottery go bankrupt within a few years – having money is unfamiliar; they don’t have a spending plan, are overwhelmed or simply have an “easy come, easy go” mentality. But the reverse – “hard come, easy go” – is also true: when you’ve been fighting to survive for so long and you finally get to experience peace, you are overwhelmed. No wonder you go idle after all that you’ve been through; like a caterpillar too tired to become a butterfly.  

Shifting from merely existing to thriving is not easy, but it’s worth it. Do you remember when you were deep in the storm and didn’t know how to fight? Yet adversity forced you to level up. Adversity pushes. But happiness invites. Happiness doesn’t threaten your survival; it threatens your habit to fight for survival. And that is unfamiliar, confusing. You’d rather fight a demon you know than embrace an angel you don’t trust. But how can you start to trust? How can you actively engage in bringing yourself into blossom?

This journey takes time and change doesn’t happen overnight, so patience is key. Like with any other skill, you will need a lot of practice until you get better at it; but it’s worth it. You deserve to enjoy the return on your investment. You fought hard to survive. Now reclaim your right to be happy. While there is no universal recipe, here are a few points to help you make the shift from surviving to thriving:

1. Process your fights. Give them a meaning. You made it this far for a reason. What’s the story you tell yourself? Are you aware of all the strength inside? Do you see yourself as a victim or as a warrior? Give yourself time to mourn the amazing things you deserved but didn’t get to experience. Find the thread that connects your struggles to your gift and acknowledge how they’ve equipped you to make a difference in this world.

2. Observe your coping mechanisms with curiosity – these patterns are the legacy of your fights. What behaviours helped you come out the other end? What are your dominant thoughts? Are you afraid of getting used to joy and then being robbed of it? Do you find it hard to trust others? Do you think you don’t deserve to be happy? How often do you feel this way? In which context do you experience these thoughts?

3. Interrupt the patterns that no longer serve you, with patience and compassion. At first, you will feel uneasy every time you do so – should you listen to your gut or not? You will often slip back into the old habits but that’s okay. With every attempt to override your default reactions, you learn to trust the process. You could also benefit from the support of a coach or therapist along the way, to distil your feelings and recalibrate your inner compass.

4. Leverage your unique strengths. Thriving and happiness also involve fighting to some degree; but this is a challenge you embrace and enjoy. It implies grit, hard work, falling and getting back up – these are skills you master already. Yet instead of using them as a prerequisite to survival, you use them to maximise your life. Think of it this way: Fighting got you fit. But being fit will also help you be a good dancer.

5. Ensure your blooming is seen and shared. Not on social media; in real life. Connection will help your growth pass the test of time. Imagine how different time would be in the absence of life that measures it; how different a piano would sound in the absence of the ear that rejoices in it; how different turquoise would look like in the absence of the eye that marvels it. Blooming is also more meaningful when witnessed by a loving heart who roots for you.

Take heart. You made it to the shore already. Rest for as long as you need. But keep going. Some amazing views are waiting to delight you as you climb to the fullness of your life.

Breaking the Bias as a Leader

This year’s IWD campaign theme is #BreakTheBias. But what does breaking the bias even mean? For me, it’s a journey of awareness, leadership and self-empowerment. 

I #BreaktheBias every time I question my hard-wired default beliefs, acknowledging the role I may play in reinforcing bias. For instance, instead of disapproving an assertive remark thinking “I could never say that”, I intentionally flip the script: “I can learn from it”. I realise many of us expect validation from outside, especially from leaders. Hence, it’s even more important for us – leaders – to self-educate and navigate our own biases. In this open feedback culture, it’s so easy to pass them on to others! Yet it’s in our power to set ourselves and each other free from stereotypes, gender modesty norms and glass ceilings.

I #BreaktheBias every time I turn an encounter with bias in an opportunity to lead change – as a DEI advocate or as a leader who fosters and promotes other women leaders, levelling the playing field. It’s easy for me to see others’ lack of self-confidence because it mirrors my own. But this gift enables me to be the coach I once needed, amplifying somebody’s confidence and not their self-doubt; celebrating their courage to show-up; and making my teammates feel safe when giving me the big news, because they know there’s no “penalty” once they get back from mat leave.

Most often bias is internalized as a self-limiting belief; a deeply rooted fear of being perceived “too” (bossy, emotional etc.) or “less” (competent, decisive etc.). Hence, #BreakingtheBias can also mean changing our own narrative; feeling enough; acknowledging others’ strengths without downplaying our own. We don’t need to be people-pleasers to fit in. We need bold human beings who lead with vulnerability; sometimes, daring to say “I don’t know”; other times daring to say “I stand by my decision”; but always saying “I hear you. I see you. You’re welcome here”.

In some ways, #Breakingthebias is like embracing ESG: it used to be a “nice to have”, now it’s a “must have” with impact on companies’ bottom line. Similarly, research shows a company which fosters diversity and inclusion will outperform its peers. All we have to do is give up bias and we’ll be rewarded for doing so! But this calls for courage and shifting from being a bystander to being an ally, a change agent, a brave leader. In the end, it’s all about the legacy we intend to create: a kinder world where each of us feels supported to become their very best.

What does #BreakTheBias mean for you?

COVID-19: The One Thing To Remember

More than threatening our lungs, COVID-19 is targeting our mind, with its fear inducing campaign. The media’s in-depth coverage of severe cases has gone viral. While this serves as an effective warning urging us to maintain social distancing, there’s no doubt it’s also corroding our resilience.

A plethora of studies have confirmed it long ago: anxiety, fear and negative visualization can suppress our immune system. Not only we are more prone to catch the virus, but if we do – we experience the symptoms more severely and we delay our healing. In other words, what we feed our mind with is a critical prognostic factor – at times, more important than the underlying health condition or the advanced age.

Most of us are oscillating between the fear of a positive diagnosis and the denial of positive thinking: “It won’t happen to me”. But what if? What if you do test positive for COVID-19? Either because you are a first responder or simply because your infected neighbour sneezed in the hallway, a few moments before you went to take the trash out. How will you deal with it?

Recalling other patients’ lost battles, the virus’ unpredictability and its potentially severe symptoms can be daunting. Everything you’ve read fuels your negativity bias, increasing the risk of a self-fulfilling prophecy. Instead of visualizing your healing, you keep imagining the destructive spherical cell with spikes protruding from its surface. No wonder – after all, you’ve seen this picture so many times in the media. So how can you shift your mindset?

I am challenging you to uncover the tremendous mental resilience, confidence and faith within. Escape fear by sailing through it. Remember the giants you faced in the past and take heart! Remember the inspiring stories of survivors who defied the odds. You need to know you are unbeatable. You need to feel it in every cell of your body: You’ve got this. I want you to promise to yourself that no matter what, you will fight and conquer it.

Look in the mirror and face any self-doubt. You are more than just a number reported by Worldometers. You are equipped to go through it, so program your mind to survive. Your immune system is more trained than a Navy SEAL. Your life force will set in motion your healing. I hope and wish that none of us will ever need to remember this message. But if life does put us to the test, the only line you will need to remember is this: You are incredibly strong and you will make it.

***Note: By no means you should put yourself and others in danger. Stay at home. Follow the instructions provided by your local authorities and the prevention advice of the World Health Organization.

The virus is COVID-19. Who Are YOU?

The world, as we used to know it, has changed. Quarantine. For a moment, we forgot how fragile we were. We forgot that life is a deep personal experience, entrusted to us for a brief period of time. Our journey is ours alone. The safety of the herd is precious, life-saving at times, yet not irrefutable.

We felt secure surrounded by people. Yet here we are. Isolated. Safety is no longer defined through connection, but through distance. The “live” is risky, the online comforting. We are being taught there is no manual. No absolute concept. Only resettable truths.  

We surrounded ourselves with material things. With expensive cars. Now, we have nowhere to drive them. Nowhere to go. We traded our time and energy for money. Now, they can’t save us. We defied the sun in our quest for efficiency. Now, feeling its sunrays on our face is a luxury.

We paid tickets, marvelling at the creative minds behind a screenplay. Now we are living it. And we are being taught resilience, courage, humility. The “off” button is out of our reach. We are not the spectators. We are the actors. Somewhere, a high-resolution screen plays our movie.

We got intoxicated by our possessions and routines, fixated on self-made truths, entangled in the intricacies of our own busy lives. We saw in our achievements frail stairs to “forever”. We were deaf and blind to the world. To the statistics. To the poverty and hunger in Africa. Because we had it all.

We polluted the skies with our inflated egos and we called it smog. We built ivory towers to host our trivialities and we called them sky-scrappers. We swarmed across the globe until earth’s sigh dissipated us all.

Now, the virus can’t be bought. Our routines can no longer hide us. The truths are redefined. Safe is not “together” but “apart”. Busy is no longer an excuse. And the gratitude for today is the only firm step towards forever. The ego bubble burst and the skies are clear. Suddenly, we are exposed. Alone in our ivory towers, devoid of distractions, we must face ourselves. Who are we? Who are you?  

**Image via Alexandre Chambon, Unsplash

Shades of Spring

Nature is so colorful and joyful! A song about God, not a hymn to serendipity. Yet every day we estrange ourselves more from its vibrant rhythms, cutting the cord that supplies us with liveliness. Instead, we’re sinking deeper into the gloomy routine of our office cubicles and shopping malls.

Have you noticed? When asked to describe a certain color, we point to the synthetic dyes around us, instead of nature’s sublime nuances – the warm yellow of a daffodil, the soft pink of the sky at sunset, the dazzling purple of a lilac, the vivid blue gracefully worn by a butterfly.

Don’t let this spring pass you by. Reconnect with nature. Let the sun’s soothing glow fill you with calmness; let the fresh earthly smell awaken your quest for new adventures; marvel its richness of colors and get inspired to replace the grey of lost hope with the turquoise of fulfilled dreams.

Have a meaningful spring!

**Image via Canva