Blog: Learning Curve

Wisdom Warrior #1: Certainty v. Clarity

“Wisdom Warrior” is an odd name.

It combines two seemingly contradictory terms. This is precisely where wisdom exists—beyond knowledge or the practical—with tensions at the intersection of paradoxes, opposites, or contradictions.

Warriors have a steely mastery that focuses on the battle at hand. Our battle involves the clouded mind that often conceals important wisdom.

Holding these tensions can often question our thinking, cultivate our minds, and expand our views.

This blog begins a series to distinguish specific items that can support cultivating wisdom. Each item, labeled “Wisdom Warrior” will inquire into a specific “tension” or idea. In this case: Certainty v. Clarity.

Meet the “U” in VUCA

Most of us in the learning and development profession have become familiar with the acronym VUCA—Volatile, Uncertainty, Complexity, and Ambiguity—during the last two decades.

Each of these terms represents a phenomenon that affects the human condition and influences our view of reality.

Volatility and complexity tend to measure externalities that define the pace or scope of change. Uncertainty and ambiguity often describe internal conditions that define our experiences and perceptions of change.

Certainty and uncertainty require deeper exploration.

Certainty v. Clarity

Let’s begin with distinguishing these two terms.

Certainty is an emotional state. It is informed by fear that offers a sense of safety and security in a predictable outcome. We grow to expect a specific outcome to hold fear in abeyance.

  • Certainty is grinding on the last 10% of a decision to get all possible information, at the expense of time and possibly market advantage.
  • Certainty rests on how and what. It requires that we know the outcome and that we’ve figured out how any choice will impact the outcome before taking any action.

Clarity is a state of mind. It is the result of an inquiry that clears the mind. It allows us to know the next step without having to know every aspect of the outcome.

  • Clarity occurs when you have enough information to make an informed, optimal decision. Then you make that decision.
  • Clarity rests on a grounded sense of why. It gets you out of bed with a sense of deep commitment before you know whether customers are lining up to purchase your services. Here, purpose is key.

The term, “attached,” above is from an Eastern wisdom context for “attachment” to mean “fixated on” or “obsessed with.” This is different from a Western context that tends to mean “bonding with.”

Knowing v. Discovering

Clarity says, “This problem deserves your attention,” while certainty tells you, “Wait until you know the answer.”

Here’s the rub: the essence of VUCA and the nature of change reveal that we can never know all the factors of any endeavor. In fact, we discover some of the most important variables after we’ve moved forward with our effort.

If we become attached to certainty, we will miss critical signs, patterns, and possible opportunities to alter, question, or clarify our direction.

Sure, we may produce our “expected” outcome, but we may be headed for a cliff. Or, we may miss critical opportunities to learn, innovate, and grow in ways that produce a different or more sustainable result.

The wise person realizes this: nothing is fixed or permanent. The best-laid plans or thoughts are subject to influence. Only a clear mind—unattached to an outcome—can be with the uncertainty that opens us to discovery.

Zen master Shunryu Suzuki points to this level of openness: “In the beginner’s mind there are many possibilities, but in the expert’s, there are few.”

So, how do we move forward in uncertainty?

Unclear v. Uncertain

There’s a big difference between being unclear and being uncertain.

Being unclear is not knowing which step to take.

Being uncertain is not knowing what the outcome of taking that step will be.

It’s important to distinguish between the two and to be able to recognize whether it’s a lack of clarity or the fear of uncertainty that’s getting in the way.

Unlike certainty, clarity isn’t reached via a tortuous route that can involve our identity or ego. When we personalize outcomes, our ego conflates being certain with being right. We then filter out ideas that question our desired outcome, ignore feedback we do not wish to hear, or deny data that “gets in our way” that we do not wish to see.

According to Steven Stosny, Ph.D., “To create a feeling of certainty, the brain must filter out far more information than it processes. In other words, the more certain you feel, the more likely you are wrong.”

And here’s an important paradox: the more self-assured one is of an outcome, the greater the chance of being caught off guard or paralyzed by fear.

Because clarity is not an emotional state, it is unclouded and unhindered, with the humility to choose the best next step.

  • Those who are clear expect to be wrong or surprised and can choose in the face of change.
  • Those that must be certain before acting find themselves trapped—unable to act until they are certain.

A time-tested truism states that the only way to predict the future is to create it. Develop yourself to embrace uncertainty: use the result of each step to pave the direction to that future, now.

What You Can Do to Embrace Uncertainty

The good news is that you possess the clarity required for any effort. We simply need to let go of any attachments to goals and outcomes and to trust our choices. These practices offer support:

  1. Find a mindful practice that creates space in your life for reflection, introspection, and inquiry.
  2. Notice any disappointment. When it occurs, first, discover any expectations. Then practice tolerating uncertainty by letting go of any attachment to expectations or to the outcome.
  3. Learn to distinguish between being unclear (not knowing which step to take) and being uncertain (not knowing what the outcome of taking that step will be).
  4. Practice differentiating outcomes as a fixed event or result from direction as a way forward from one’s intention, purpose, or commitment.

tony-zampella-headshot Tony Zampella is the learning designer at Bhavana Learning Group (previously, Zampella Group), which serves coaches, learning professionals and business executives. As an instructor, researcher, and designer of contemplative learning programs and practices, his work develops mindsets for growing a culture of servant leaders.

His focus includes ontological inquiry, into the nature of being; Integral theory to include Eastern wisdom and practice with Western learning and business models; and, Zen Buddhism to sustain contemplative practice.


  1. Avatar
    Kathy Harman May 22, 2019 at 8:46 am - Reply

    Tony, thanks for clarifying this(pun intended)! This is a great take on something that stymies many of my clients, and will help my coaching students understand how to work with their clients to become comfortable with uncertainty.
    As usual, you offer so much wisdom to the world!

    • Tony Zampella
      Tony Zampella May 23, 2019 at 10:57 am - Reply

      So very pleased that it supports them. These items can cause much confusion on where to focus and therefore create much suffering. Thanks for your encouragement and support, Kathy.

Leave A Comment

This site uses Akismet to reduce spam. Learn how your comment data is processed.

Imagination is Key to Rethinking Stale Business Formulas

Would you rather be stuck in an elevator or listen to an elevator pitch? This is a tough call for me: both evoke stressful situations.

My niece—a young, brilliant artist—recently graduated from a design school with a Bachelor of Fine Arts. She graduated armed with two formulas to sell her services in the “real world”: mastering the elevator pitch and finding your customer’s “pain points.”

Did I mention she graduated from an art school?

Some of our business concepts can offer real solutions, but others can be reductive and can pollute education, learning, and the human spirit.

Two such ideas include the elevator pitch and the popular pain-point primer for pitching products.

1 – Ditch the Pitch

Much of what we call an elevator pitch demands a formula for reducing services to a 15- 30-second script. Elevator or not, I often feel trapped when delivering or receiving such a script.

For those who have a well-defined need, no pitch is necessary—but if it works, great. For most of us meeting you, and getting to know you as an offer, the pitch is a turn-off in at least three ways:

— People do not buy products based on the words you use. Most purchases are based on how you make the consumer feel or because they see a possibility for themselves. Before you fill a need for others, they connect either with you or the possibility you create.

— A pitch relies on a canned script, something you’ve thought through before connecting with the person in front of you.

— A pitch is another word for “sell.” It reeks of an icky agenda, informing what comes out of your mouth as obvious and often cringeworthy.

Instead of a pitch, consider three or four scenarios that you might find yourself in. Practice speaking to yourself in each scenario, imagining the person in front of you.

  1. Ask questions and listen to the person—not your agenda. Pause, and reflect on what was said to seed a conversation (perhaps with more questions).
  2. Remember your why. Speak from the purpose or commitment that animates you to make a difference. What is that difference you wish to make? How do you see your offers leading to that?
  3. Share examples or stories about client benefits. People often find themselves in stories they can relate to.
  4. Take the next steps: Create a possibility to set up a meeting or follow up with an email. 

The goal is to transform “making the sale” into “making a connection.” An authentic connection will either lead to work or to a champion of your work.

2 – No Pain, Big Gain

A pain point is a specific problem that prospective customers of your business are experiencing. Some common examples include pain points in finances, productivity, process, or support. This is where you step in to relieve your client’s “pain” with your service or product.

The pain-point formula drives much of today’s marketing, branding, website design, and business value statements.

My quarrel isn’t with the idea; it can work, and it can produce critical insights. My problem is that we stop thinking and start relying on the formula. This leads to narrowing our mind.

1 – We adopt a problem-solving mindset that reduces our focus and all ideas to problems. We seek out problems and quick fixes without truly understanding issues.

2 – We come to rely on problem-solving with binary thinking that destroys imagination in ways that quash our ability to create possibilities.

Is this difference between problems and possibilities just semantics? Only in the way that achieving success is qualitatively different from not failing. In the latter, we focus on the problem: not failing.

Such a focus frames our assumptions about human potential and capacity regarding creativity and imagination.

  • Problem-solving discovers solutions to make something unwanted go away.
  • Creativity discovers new methods and approaches to bring things into being or to fashion novel solutions.
  • Imagination cultivates ideas beyond what exists or what currently seems conceivable.

Imagination is the ability to envision something that does not yet exist, the ability to form a mental image of something not yet perceived by the five senses. According to Einstein, “Imagination is more important than knowledge. For knowledge is limited, whereas imagination embraces the entire world, stimulating progress, giving birth to evolution.”

Instead of reciting pitches or relying on pain points, become curious. Imagine a future your clients wish to create or think of aspirations they wish to cultivate. Position yourself as the paintbrush on your client’s wide-open canvas.

What is the future your clients imagine? How can their offers or products create or impact that future? What kind of leadership will that future require?

When Companies Imagine Beyond Pain

What great companies like Apple do is invent twice. First, they imagine a new world as an aspiration, and then they return from that world with inconceivable ideas to invent products that both create and then serve that world.

They do not invent products first. They create a new world for those products. That requires imagination.

If we explore the iPod, what pain points did it set out to resolve?

The iPod solved the yet unknown pain points of finding, buying, storing, managing, and transferring music. Had Apple focused there and fixed those issues, we’d have some peripheral products to resolve these concerns.

Apple likely realized these pain points. But if it had offered a product to resolve those alone, I would have passed.

Instead, Apple imagined a world in which its product resolved issues we didn’t know about to connect us to music. When marketed, the iPod promised to “place 1,000 songs in your shirt pocket,” just like the Mac originally promised “a computer on every desk.”

Apple imagined an unimaginable world that offered us possibilities yet to be discovered.

To imagine its world, Apple built a whole ecosystem around iTunes and apps. Without it, the iPod would have just been an expensive niche MP3 player or perhaps the Zune.

3- Imagination Is Key

Many of our intractable issues today in government, education, business, and society are not for lack of creativity or problem-solving; they suffer from a severe dearth of imagination.

Resolving the magnitude of issues in an interconnected, volatile world requires imagination beyond that which created it. We can begin by questioning the thinking that reduces our world to problems and pitches.

Seeing today’s issues as problems is our biggest problem. We have become the product of such formulaic thinking.

With imagination, we become curious. Issues interest us as challenges that expand our minds, not problems that reduce our thinking. Imagination requires a movement willing to expand our minds beyond what’s possible.

When CNBC asked NBA legend Kobe Bryant about his conversation with serial entrepreneur and first-principles guru Elon Musk, Bryant said:

I buy into Elon… The amount of research, the amount of study he does is unheard of. But he’ll always say the most important thing is imagination. You can learn anything that you want to learn. You can study all these things that you have in a book, but if you don’t have the imagination and then take it to another level, it doesn’t mean anything.

How We Learn Matters

Imagination takes us beyond rational thinking, even beyond knowledge and analysis. When asked whether Steve Jobs was smart, his biographer Walter Isaacson revealed this:

Not conventionally. Instead, he was a genius . . . . His imaginative leaps were instinctive, unexpected, and at times magical . . . sparked by intuition, not analytic rigor. Trained in Zen Buddhism, Mr. Jobs came to value experiential wisdom over empirical analysis . . . . He told me he began to appreciate the power of intuition, in contrast to what he called “Western rational thought,” when he wandered around India after dropping out of college. “The people in the Indian countryside don’t use their intellect like we do,” he said. “They use their intuition instead . . . . Intuition is a very powerful thing, more powerful than intellect, in my opinion. That’s had a big impact on my work.”

Our notion of learning has slowly beaten out our imagination. Consider the legacy of this last half-century:

— We have diminished the very humanities Jobs wedded with science to generate elegant ecosystems of technological design. Jobs summarized it this way: “It is in Apple’s DNA that technology alone is not enough; it’s technology married with liberal arts, married with the humanities, that yields us the results that make our heart sing.”

— We have defunded art and music programs in education that transport us to other-lands.

— We’ve so derided education in the literature and history that connects us to the human condition, that we are left with an empathy deficit: absent moral imagination, we are unable to imagine the concerns of others so different from ourselves.

— We’ve forgotten how to inspire curiosity and cultivate intuition, instead proclaiming rational problem-solving (that emphasizes binary thought) as the epitome of human potential.

— Whether through STEM, business education, or the coding mania, we are all becoming trained in formulaic thinking.

Imagining New Worlds

The former chief scientist at Xerox Corp., John Seely Brown (JSB) understands the dilemma. A visiting scholar at USC, JSB calls himself Chief of Confusion, “helping people ask the right questions.”

In an article with New School professor Heather Chaplin, JSB explores the distinction between creativity and imagination.

I think we’re way too focused on creativity. It’s misguided. We should be focused on imagination. . . The real key is being able to imagine a new world. Once I imagine something new, then answering how to get from here to there involves steps of creativity. So I can be creative in solving today’s problems, but if I can’t imagine something new, then I’m stuck in the current situation. . .

I think what’s happening in STEM education is a tragedy. Art enables us to see the world in different ways. I’m riveted by how Picasso saw the world. . . . Art education, and probably music too, are more important than most things we teach.  Being great at math is not that critical for science, but being great at imagination and curiosity is critical. Yet how are we training tomorrow’s scientists? By boring the hell out of them in formulaic mathematics – and don’t forget I am trained as a theoretical mathematician.

Ironically, we’ve lost a generation of minds to imagine us beyond the moon or navigate global issues with bold ideas. Today, we’ve reduced creativity to 140 characters, apps that remind us to walk, and elevator pitches and pain points to sell unwanted products.

Breaking this cycle requires the courage of curiosity: becoming interested in questions that don’t have immediate answers, testing our imagination beyond our knowledge, and questioning anything that smells like a formula.

The trick is to use formulas and not be used by them, or worse yet, become one.

tony-zampella-headshot Tony Zampella is the learning designer at Bhavana Learning Group (previously, Zampella Group), which serves coaches, learning professionals and business executives. As an instructor, researcher, and designer of contemplative learning programs and practices, his work develops mindsets for growing a culture of servant leaders.

His focus includes ontological inquiry, into the nature of being; Integral theory to include Eastern wisdom and practice with Western learning and business models; and, Zen Buddhism to sustain contemplative practice.

Leave A Comment

This site uses Akismet to reduce spam. Learn how your comment data is processed.

The Practice of Choosing Wisely

You get one marshmallow now or two in an hour. I remember this test, which proved a valuable point about emotional intelligence: that our temperament can forecast future success. Delaying immediate gratification paid more dividends—even more than IQ—to one’s success.

This seems a quaint notion now, a quarter-century later, as we experience an abundance of information and daily inundation of content with a profusion of choices.

Perhaps the most important capacity today is the capacity to choose wisely.

Choosing requires the judgment to sort priorities. Without it, everything appears the same and becomes an emergency to do now (lacking priority).

Coaches and consultants often observe “busyness” as lacking time, boundaries (or balance), and focus on time management, self-care, or prioritizing. But at the heart of this issue is something more fundamental and confusing: choices.

What, how, and why we choose are often unclear to us unless and until we reflect on our relationship to “choice” with a clear mind.

The Paradox of Choice

In his 2004 book The Paradox of Choice: Why More Is Less, psychologist Barry Schwartz argues that the diminishing returns of additional choices paralyze rather than liberate us.

While Schwartz posits that freedom of choice is critical to our well-being, and choice is critical to freedom and autonomy, he also argues that eliminating choices in certain situations can greatly reduce anxiety.

Schwartz points to how the act of choosing intersects with our notions of free will, power, and responsibility. The sense of control we often get from choosing can be overwhelmed by the number of choices we cannot absorb, evaluate, or fully understand. We also often focus on the freedom of choice while dismissing the responsibility that we must take for our choices.

If we are unclear about what matters to us, beyond others’ expectations of us, we are more likely to choose from scarcity, from not (being) enough. Choosing from scarcity can cause greater regret, guilt, anxiety, and insecurity, without ever realizing satisfaction and the possibility of freedom.

If this sounds abstract, consider the frustration expressed in the tweet below.

How is this possible? What can we do about it?

Paralyzing or Liberating?

Capitalistic logic might indicate that more choices mean more competition, which increases quality. We have more news media outlets today than ever before, with more choices for consumption: broadcast, print, blogs, apps, streaming services, etc. With the abundance of time and cyberspace, what have we produced?

Economics suggests that a rarity of space, time, and intellectual resources—once governed by square inches, barrels of ink, and broadcast minutes, providing fewer choices with greater deliberation—yields a more thoughtful product.

Today, the abundance of space and time has offered more choices and greater access, without any threshold. The result is a system that churns out information and misinformation that has drained our intellectual resources to absorb, evaluate, and be informed. Sure, we have some better products, but we also have many more inferior products. Most do not have the literacy, time, or energy to discern the difference. Instead of more choices liberating us, we become paralyzed by choices or numb to weighing the differences.

Maximizer or Satisfier?

According to Schwartz, how we view choices characterizes us as either a Maximizer or Satisfier.

The Maximizer has no standards. They operate from an ideal of “the best” rather than the idea of “good enough.” They engage in exhaustive research to seek out the best, becoming drained. When they decide, they are left wondering if another, better option might exist and are unsatisfied.

For this mindset, an abundance of choices is met with a fear of missing out (FOMO) and the possibility of never having enough. Applied to news, without standards we consume endlessly for fear that we will miss out on the latest. We become confused and drained.

The Satisfier operates from a predetermined standard for what is good enough. They apply that standard to any option before them. When the product or service (or toothbrush) meets their standard, they are satisfied and stop searching.

For this mindset, an abundance of choices is met with the recognition that “enough” is possible. Applied to news, we might read and view from a diet that informs us. Then we stop.

The satisfier also comes away with another lesson: some choice is necessary, but more choice is not always better.


Choosing often means being confronted with “choice shock,” claims Schwartz, who told Pacific Standard Magazine, “My suspicion is that [social media], and dating sites have created just the thing I talk about in connection with consumer goods: Nobody’s good enough, and you’re always worried you’re missing out.”

Many of us have become maximizers. The level of dissatisfaction manifests in daily life; each choice becomes an epic battle of confusion, research, and analysis to seek out the best. Our mantra: never settle for second best.

How can we shift our internal compass from FOMO to JOMO?

JOMO, or Joy of Missing Out, is about understanding yourself, your needs, and your desires, and choosing to live in a way that energizes you. To embrace JOMO, we need to practice reflecting on our choices to understand better what’s driving our FOMO. This piece on the shift from FOMO to JOMO offers some tips, from slowing down and disconnecting to reflecting, reconnecting, and testing.

Practice Choosing Well

In addition to these ideas, I have found four frames that support intentional choosing.

1 – Choosing Principle: Important or Urgent

I offer you this temporal grid, originated by President Eisenhower and popularized by Stephen Covey, to observe your choices.

Q1- PRESENT – We manage with deadline-driven projects, pressing issues, and tasks.

Q2- FUTURE – We manage important items that are not urgent but reflect our values. We live by our principles, not by others’ deadlines.

Q3- PAST – We use distractions to cope: to feel good and ignore items that are urgent or important.

Q4- PAST – We use distractions to neglect items, often becoming obsessed and fixated by disruptions.

A full life can exist in all four quadrants by choice. The issue becomes problematic when any single quadrant dominates our life or becomes habitual.

Living our potential requires choosing to make time for our future (Q2) daily; otherwise, urgent demands (Q1) dominates life. Navigating these quadrants will help us learn when to choose to choose.

2 – Knowing When to Choose: Standards for Thinking

Here, we choose which 25% of our choices deserve greater investigation and thinking while applying predetermined or well-considered criteria to the remainder. We prioritize our thinking by letting these criteria manage the bulk of our choices.

In 2012, President Obama explained to Vanity Fair why he only wears gray or blue suits: “I’m trying to pare down decisions. I don’t want to make decisions about what I’m eating or wearing. Because I have too many other decisions to make.”

Similarly, I simplify my choices. My breakfast consists of a protein shake six days a week. It’s healthy, with fruit and 20g of non-animal protein to fuel my day. I may choose something different on the seventh day.

My wardrobe consists of a closet of heavier short- and long-sleeve black tee-shirts. When attending special events, I place “thinking” energy on dressing. Otherwise, my energy is placed elsewhere when I wake up.

Such thinking criteria also factor into my computing devices. I’ve used Apple for 35 years and developed these criteria: 1) excellent service after sale, 2) user-friendly interface, and 3) high quality, long-lasting products. Apple meets these standards, so I rely on them for my tablets, laptops, phones, and watches. It is a reliable “choosing partner.” A bonus is ease of integrating these devices. I use a similar approach for airplane tickets, lodging, travel locations, and other larger choices. My two or three criteria usually include a reliable “choosing partner.”

Of course, I reexamine these “choosing partners” every so often to avoid getting lulled into unwitting habits.

Learning when to choose prepares us for daily choices.

3 – Considering Reserves: Yes, No, Not Yet!

Choices that arrive quickly often evoke an automatic response. For most, that response is yes. Answering yes automatically can mean overpromising or becoming overcommitted or overwhelmed (see this blog). But the solution to a habitual yes isn’t just to automatically say no.

If you’ve explored items 1 and 2 on this list—defining what’s important and knowing when to choose—you can apply another standard for saying yes.

Here, we consider three reserves: Do I have a reserve of a) time, b) energy, or b) finances? Considering these reserves suggests we have the time, energy, or finances to expend. Paradoxically, building these reserves requires saying no to other choices that may deplete our reserves.

Also, consider that some choices are clearly no right now, while others may be a yes later. This is where we employ not yet: choosing two marshmallows later rather than one now.

I use not yet for two reasons: first, to evaluate any yes I want to consider. I examine my reserves and choose either yes or no. Second, I choose not yet if the merit of an idea arrives before it is timely. Not yet offers the freedom to hold off on an item until it ripens, perhaps next month, quarter, or year.

Signing up for a new learning program may be a good choice, but it may not be for me right now. A wiser choice comes from examining my reserves to guide me in choosing not yet.

Adding not yet to your toolkit will support you in choosing a more effective yes. It also allows you to manage reserves that strengthen your self-care and cultivate sustainable practices that evolve beyond reflexive whims or scarcity.

4 – Binary vs. Alternatives

Finally, as we examine our choosing, we can explore our view of choices. Most of us experience choices from a binary view: today, I will go to a movie or I will not. The choice is simple: to go or not to go.

A view of alternatives, however, offers us a range of choices that can cultivate possibility.

For instance, my choice is not merely whether I go to see a movie—rather, any choice discloses an anticipated future. We can go to the movie or go on a date, read a book, or play Words with Friends.

This reveals a world of alternatives, reminding us of our original challenge. Inviting alternatives without structures, standards, or reserves to guide us can be confusing and overwhelming. Choosing any alternative discloses the guilt of not choosing options from other possible futures. We choose and yet ponder what might have been.

Still, with structures for evaluating what’s important, standards for knowing when to choose, and reserves to guide us, we can allow alternatives to expand our imagination and open our mind to possibilities beyond a binary view of life.

Our Temporal Character

Understanding our most fundamental power of choice requires close inspection to examine how our thinking and actions appear in time. We are all afforded the same 24 hours, which reveal our choices and priorities about what matters most.

This last item considers how we can observe time in a way that reveals our choices, or, our temporal character, as posited by Heidegger: “Being, itself, is made visible in its temporal character.”

Examining our choices—what, how, and why we choose—is a critical step to disclosing our authentic nature. At the very least, our choices reveal whether we’d select one marshmallow now or two later.

However, this can be challenging, as it demands we explore these issues beyond mere time management. Do our choices reflect our principles from our authentic possibility?

Such a full inquiry is rare and can be intense. Few programs offer this level of immersion and depth of inquiry. We have developed one—perhaps it is right for you.

tony-zampella-headshot Tony Zampella is the learning designer at Bhavana Learning Group (previously, Zampella Group), which serves coaches, learning professionals and business executives. As an instructor, researcher, and designer of contemplative learning programs and practices, his work develops mindsets for growing a culture of servant leaders.

His focus includes ontological inquiry, into the nature of being; Integral theory to include Eastern wisdom and practice with Western learning and business models; and, Zen Buddhism to sustain contemplative practice.

Leave A Comment

This site uses Akismet to reduce spam. Learn how your comment data is processed.

 “In times of change, those who are prepared to learn will inherit the land, while those who think they already know will find themselves wonderfully equipped to face a world that no longer exists.”


Coaching Services | Leadership Development | Contemplative Practices | First-Person Learning & Design | Resourcing Services | Assessments