When people picture entrepreneurs, accountants are rarely the first professionals who come to mind. Entrepreneurs are often portrayed as bold risk-takers driven by vision and creativity. Accountants, on the other hand, are usually associated with financial statements, compliance, and attention to detail. Yet some of the world's most successful business leaders have accounting backgrounds. A report from the Association of Chartered Certified Accountants (ACCA) found that finance professionals often possess many of the same skills that strong entrepreneurs rely on, including strategic thinking, risk management, problem-solving, and long-term planning. For Toronto entrepreneur and accountant Ali Gillani, accounting became more than a profession. It became a framework for understanding how businesses operate, where opportunities exist, and what separates sustainable growth from short-term success. Today, Gillani's work spans accounting, hospitality, healthcare, international real estate, and philanthropy. While the industries may seem unrelated, he credits much of his entrepreneurial perspective to lessons learned through accounting. “In accounting and entrepreneurship, trust is everything,” Gillani says. “Clients and partners must know that your word is solid.” Why accounting provides a different view of business Many entrepreneurs enter business through a single product, service, or idea. Accountants often see something different. They gain exposure to how organizations function behind the scenes. They see operational strengths, financial challenges, growth patterns, and decision-making processes across multiple industries. Before founding Soberman Goldstein & Associates, Gillani earned an honours degree in Accounting and Business Law from Ryerson University and later obtained his accounting license. That experience gave him technical expertise, but it also helped him understand how successful businesses are built over time. “My academic experience focused on developing strong expertise alongside an ethical foundation,” he says. Rather than viewing accounting solely as a numbers profession, Gillani saw it as a way to better understand organizations and the people who run them. That perspective would later influence how he evaluated opportunities beyond the accounting industry. The transition from advisor to entrepreneur Many accounting professionals spend their careers advising businesses. Gillani became interested in building them. Over time, his entrepreneurial interests expanded into hospitality, healthcare, and real estate. Today, his portfolio includes multiple restaurant ventures, including Osmow’s locations in Toronto, THG’s Hot Chicken, Crema, and Shahs of Kabob in Miami. He also owns Healthy Heart Clinic and remains active in real estate development projects. “One of the biggest challenges was learning to balance rapid business growth with personal discipline and long-term planning,” Gillani says. “Entrepreneurship can move faster than your systems if you are not careful.” That observation reflects a challenge many founders face. According to research from CB Insights, one of the most common reasons businesses struggle is not a lack of ideas, but operational issues that prevent sustainable growth. Gillani learned early that scaling requires more than ambition. “I underestimated the operational complexity of scaling multiple businesses at once,” he says. “That experience taught me the importance of systems, delegation, and patience.” Why successful entrepreneurs think long term One advantage accountants often bring to entrepreneurship is a focus on long-term outcomes. While trends, markets, and technologies constantly change, sustainable businesses are usually built on consistent principles. For Gillani, those principles include integrity, adaptability, and discipline. “Markets change, regulations evolve, and industries shift,” he says. “Success belongs to those who can adapt without compromising their principles.” That mindset was influenced long before his professional career began. Raised in Toronto by immigrant parents, Gillani watched firsthand as his family worked to build stability and opportunity. Those experiences shaped his views on responsibility, perseverance, and long-term planning. Today, he applies those same values to both business and leadership. “Growth requires humility,” he says. “No matter how much you achieve, there is always more to learn.” Why business success should create more responsibility While accounting helped Gillani understand how organizations grow, his philosophy extends beyond financial performance. Through the Truman Foundation, he supports initiatives focused on humanitarian aid, poverty reduction, and sustainable development. The organization's work reflects a broader belief that success should create opportunities for others. “The foundation prioritizes dignity, opportunity, and self-sufficiency,” Gillani says. This perspective has become increasingly important throughout his career. “Success is freedom with responsibility,” he explains. “It’s about supporting the people you love and using your resources to make a positive impact beyond yourself.” For Gillani, entrepreneurship is not simply about building profitable ventures. It is also about creating organizations that contribute to the communities they serve. The bigger lesson from accounting The biggest lesson from Gillani's career may not be about accounting at all. It is about perspective. Accounting taught him how businesses function. Entrepreneurship taught him how to grow. Philanthropy reinforced why they matter. Together, those experiences shaped a leadership philosophy centered on responsibility, trust, and long-term impact. “Financial performance matters, but so does reputation, team development, and the positive influence a project has on others,” Gillani says. At a time when entrepreneurship is often associated with rapid growth and short-term wins, Gillani offers a different viewpoint. The strongest businesses are not necessarily the ones that grow the fastest. They are the ones that create lasting value. As he puts it, “True success leaves a legacy beyond numbers.”

Food manufacturing is under pressure from labor shortages, tighter safety rules, and closer scrutiny of waste. Automation is changing daily operations by reducing hand contact, improving portion accuracy, and making production data easier to read. Across ingredient handling, inspection, and packaging, machines now support steadier output with fewer interruptions. For public health, that matters because cleaner processing and more reliable control help protect product quality at scale. From intake to pack-out In many plants, weak coordination between receiving, transfer, weighing, and packing creates avoidable delays. Teams reviewing food industry automation technology often focus on how integrated equipment reduces spills, dust release, cleanup time, and inconsistent flow. When each stage communicates clearly, ingredients move with fewer stops, operators catch faults earlier, and finished goods reach packaging with better uniformity. Labor pressure Repetitive lifting, bag dumping, and manual filling place heavy strain on workers. Automated unloading and conveying reduce musculoskeletal stress while keeping lines active for longer shifts. Skilled employees remain central to plant performance. Their time can shift from constant physical handling to oversight, preventive care, and process checks, where human judgment protects both safety and throughput. Safer ingredient handling Powders and dry blends can spread dust, trigger cross-contact, and complicate sanitation. Enclosed transfer systems help contain particles during movement between storage, feeding, and mixing points. That control supports cleaner air inside production areas. In allergen-sensitive categories, tighter handling also reduces the risk of unintended carryover, thereby protecting label accuracy and consumer confidence. Better portion control Accurate feeding and weighing influence product consistency more than many buyers realize. Small dosing errors can alter texture, flavor balance, moisture retention, and shelf stability across large batches. Automated measurement helps processors stay closer to recipe targets. Over time, that reduces giveaways, limits ingredient loss, and supports more dependable nutritional labeling for packaged foods. Inspection gets stronger Modern inspection tools do more than remove obvious foreign material. Checkweighers, metal detectors, and X-ray systems help confirm that sealed products meet safety and declared weight requirements. Stronger verification also supports traceability during audits or recalls. When inspection is integrated into the line, defects can be identified earlier, reducing rework and protecting scheduling. Packaging moves faster Packaging now has a major influence on food quality, shelf life, and return rates. Automated bagging, thermoforming, and vacuum sealing improve timing, fill control, and closure consistency. Better seals help limit oxygen exposure and moisture intrusion. That matters for freshness, because even small packaging defects can shorten storage life or weaken appearance at retail. Data supports faster decisions Connected controls provide operators with live information on flow rates, stoppages, fault patterns, and output variations. Clear visibility helps teams respond before a minor issue becomes a long production loss. Historical records also improve maintenance planning and the use of raw materials. With stronger data, plants can identify bottlenecks and judge which upgrades bring measurable financial value. Custom lines matter Every facility handles different products, floor plans, sanitation demands, and production goals. Because of that, a single machine rarely fixes broader workflow problems on its own. Strong line design depends on how conveyors, feeders, supports, and controls interact. Careful integration helps prevent mismatched speeds, awkward transfer points, and cleaning obstacles that can slow output. Cleanability shapes performance Sanitation affects uptime as much as speed or capacity. Equipment with accessible contact surfaces and simpler change points can shorten washdown between runs. Faster cleaning supports safer product changeovers without adding unnecessary downtime. In plants handling grains, spices, proteins, or powdered mixes, cleanability often determines whether a line performs well under daily production pressure. Return on investment Many automation projects begin with labor concerns, yet the financial return usually reaches further. Savings may appear through lower giveaways, steadier throughput, fewer product holds, and reduced unplanned service visits. Better control can also protect brand trust by limiting quality drift. A sound review looks at the entire line, because hidden losses often sit between steps. Adoption challenges Installation still requires thoughtful planning across utilities, layout, training, and compatibility with existing equipment. A rushed rollout can create more stoppages than benefits during the first months. Phased implementation usually works better in active food plants. That approach gives staff time to adjust routines, confirm sanitation needs, and build confidence with new controls. Conclusion Automation is reshaping food production by improving hygiene, consistency, and operational awareness across the line. Plants that invest in careful processes can handle ingredients with lower contamination risk, inspect products with greater accuracy, and package goods with more consistent quality. The strongest gains usually come from coordinated design rather than isolated machine purchases. As pressure on labor, waste, and food safety continues, automation will remain an important force in manufacturing.

Written by Paula Rose Castronova, Global Sustainability Voice Paula Rose Castronova is a sustainability leader and speaker who turns complex concepts into practical action. She champions sustainability as a human issue, uniting strategy and everyday choices to align purpose with performance and inspire systemic, real-world change. As digital systems expand at unprecedented speed, the environmental cost of technology is no longer invisible, forcing a critical rethink of what progress truly means. This article explores how emerging approaches in Green IT and Green AI are reshaping innovation by placing sustainability, resource responsibility, and long-term impact at the center of digital transformation. The hidden cost of the digital world For decades, digital technology has been positioned as a clean and efficient alternative to traditional industrial systems. Paper became digital, meetings became virtual, and cloud computing replaced large amounts of physical infrastructure. Technology has come to represent innovation, speed, and progress. As our dependence on digital systems has accelerated, another reality is increasingly visible, technology has an environmental footprint of its own. Data centers operate incessantly, consuming vast amounts of electricity and water, while device manufacturing relies on energy-intensive supply chains and finite materials. AI requires substantial computing power to train and deploy at scale. The convenience and connectivity that define modern life are not environmentally neutral. As awareness of these hidden impacts grows, a new movement is emerging, one that seeks to redesign digital progress itself. This movement, known as Green IT and Green AI, encourages organizations to measure the full lifecycle cost of technology, from raw material extraction to disposal. These decisions reduce waste, limit emissions, and extend the life of devices and systems as digital innovation becomes smarter and carries its responsibilities. What is Green IT? Green IT is the practice of designing, managing, and using information technology in ways that reduce environmental impact across the technology lifecycle. Traditionally, digital success is measured by speed, scale, and cost efficiency. Green IT expands the definition by adding environmental responsibility as an essential measure of value. This approach considers the full technological footprint, from the raw materials used to manufacture hardware to the energy required to run software and infrastructure. It includes what happens at the end of a product’s useful life, such as reuse, recycling, and disposal. For this reason, Green IT encourages organizations to think holistically about the systems they build and the tools they buy. In a practical path forward, Green IT supports sustainable behaviors and decisions. These include extending the lifespan of devices, reducing electronic waste, improving software efficiency, optimizing data storage, and shifting infrastructure toward renewable energy sources. It promotes smarter procurement, responsible recycling, and thoughtful system design that can lower energy consumption without sacrificing performance. Beyond operational efficiency, Green IT reflects a broader shift in how organizations define innovation and responsibility. It recognizes that technological progress should not come at the expense of the environment, and it challenges businesses and institutions to create digital systems that are effective, scalable, resource-conscious, and sustainability-driven. Green IT asks an urgent question, "Can technology not only deliver outcomes but also do so sustainably?" The emergence of Green AI Green AI has emerged in response to the environmental demands of artificial intelligence. AI has become a transformative technology of our time, influencing healthcare, education, logistics, business operations, research, and content creation. Yet behind these advances lies significant energy demand, as the need to train sophisticated machine learning models often requires enormous computational resources, while deployment creates ongoing operational demand. Green AI challenges the assumption that bigger models automatically represent better progress. Rather than focusing solely on performance benchmarks and computational scale, Green AI encourages developers to prioritize energy efficiency, carbon awareness, hardware optimization, and practical outcomes. It asks a different question from traditional AI development, "How can we achieve meaningful intelligence with the least environmental cost?" This shift represents a move toward intentional design. It also encourages more responsible innovation, where sustainability becomes a core consideration alongside accuracy, speed, and scale. To rethink how models are built and used, Green AI supports a future in which progress and environmental responsibility advance together. Why green technology is rising now Several forces are accelerating the adoption of Green IT and Green AI. One of the strongest drivers is rising energy demand, with the expansion of cloud computing, streaming platforms, connected devices, generative AI, and digital services that have dramatically increased electricity and water consumption. Technology organizations are recognizing that efficiency is becoming both an environmental responsibility and an operational necessity. Regulatory expectations and investor pressure are also reshaping business priorities, while sustainability reporting and environmental accountability are becoming embedded in strategic decision-making. Technology operations are no longer invisible contributors to emissions. Consumer expectations are evolving as people increasingly want to understand the environmental consequences of convenience. Questions around device longevity, data storage, energy use, and responsible innovation are becoming part of the public conversation. At the same time, advances in technology are creating new possibilities, with improvements in efficient chips, software architecture, renewable-powered infrastructure, and AI optimization proving that sustainability and innovation can coexist. The benefits of green IT and green AI One of the strongest arguments in favor of Green IT and Green AI is that environmental responsibility aligns with stronger business outcomes. Energy-efficient infrastructure can reduce operating costs while increasing long-term resilience. Green approaches encourage innovation while energy markets fluctuate and resource pressure grows, efficiency becomes financially valuable and environmentally sound. Constraints often drive creativity for teams to design with efficiency in mind, frequently developing systems that are faster, simpler, and increasingly effective against resource intensive alternatives. There are reputational benefits for organizations that demonstrate credible sustainability commitments, which strengthen trust with customers, employees, investors, and communities. Environmental performance now influences how leadership and innovation are perceived as efficient systems become adaptable and resilient, paving the way for technological organizations to prepare for future shifts in regulation, energy availability, and market expectations. What is the sustainability cost of IT and AI As conversations around Green IT and Green AI accelerate, most attention remains on carbon emissions and energy efficiency. Yet sustainability requires a broader lens. Behind digital transactions is a physical infrastructure system dependent on finite resources, and two of the most overlooked pressures shaping the future of technology are electricity and water. Technology is often described as clean, frictionless, and intangible. We speak of “the cloud” as though data exists somewhere weightless and invisible. But digital experiences are grounded in physical reality. Every search, streamed video, AI interaction, cloud process, and automated decision relies on servers, networks, storage systems, and data centers that consume energy and generate heat. Electricity is the most visible challenge. The rapid growth of artificial intelligence and digital services is creating unprecedented demand for power. Training and operating AI systems require substantial computational capacity, while cloud infrastructure and always on digital experiences continue to increase global electricity needs. As countries work to decarbonize energy systems and electrify economies, technology becomes part of a wider competition for energy resources. The less visible and critical challenge is water. Data centers generate significant heat, and many rely on water based cooling systems to maintain safe operating temperatures and reliability. While usage varies with climate, design, and cooling technology, large scale digital operations can require substantial amounts of water over time. This creates an emerging sustainability tension, especially in regions already facing drought, scarcity, climate volatility, and competing demands across communities, agriculture, ecosystems, and industry. AI intensifies this challenge. As computational demand increases, cooling requirements expand. More processing power often means more heat, and more heat means more water and energy usage. The environmental conversation therefore extends beyond carbon and into deeper questions of resource allocation. From a sustainability perspective, Green IT and Green AI are not about making systems more efficient, they are about redesigning the relationship between technology and resource use. This means moving beyond computational scale alone and instead considering energy intensity, water stewardship, circular design principles, regional resilience, and long-term ecological impacts. Organizations can respond by improving software efficiency, investing in lower-impact cooling technologies, increasing renewable energy adoption, extending infrastructure life cycles, selecting locations with stronger water resilience, and building systems that prioritize meaningful outcomes over unlimited digital expansion. Sustainability asks a different question of innovation, not how much technology we can build, but whether the technologies we build now can operate within the limits of the systems that sustain life into the future. Every digital action leaves a physical footprint, and the future of Green IT and Green AI may depend as much on how we value water and electricity as on how we advance intelligence itself. Beyond efficiency, a new philosophy of progress The defining idea that emerges from Green IT and Green AI is that the conversation extends beyond technology. It is not only about making systems faster or models more powerful, but about reconsidering the assumptions that shape how we build and use technology. Efficiency asks how we can do more with less, more output, more capacity, and more value while using fewer resources. Sufficiency asks a deeper question, "How much is enough?" That distinction matters because it challenges the assumption that every process should be automated, every interaction accelerated, and every problem solved with more computation. Progress does not always come from adding complexity, it sometimes comes from asking whether a system needs to exist, whether a task truly benefits from automation, or whether a simpler approach would serve humanity better. Not every challenge requires artificial intelligence, more infrastructure, or greater scale. In many cases, the responsible choice is the one that balances performance, resource use, and human value. It also requires careful judgement about context, trade-offs, and long-term consequences, rather than defaulting to the latest technologically intensive option available. Often, the sustainable solution is simpler, intentional, and designed around genuine human needs. This is not a rejection of innovation, but a redefinition of it, technology that is advanced, thoughtful, restrained, and aligned with long-term responsibility. Our future of responsible green IT and green AI Green IT and Green AI represent more than emerging trends, they signal a fundamental redefinition of progress itself. For decades, digital success was measured through growth, speed, scale, and the relentless pursuit of more. The future is now being defined by rewarding something deeper, intelligence paired with responsibility. This shift does not require organizations to wait for perfect solutions or breakthrough technologies. Progress starts with deliberate action, measuring digital emissions, extending hardware life cycles, designing more efficient software, embedding sustainability into procurement decisions, questioning whether AI applications create genuine value, and making environmental accountability part of organizational and leadership practice. The organizations leading this transition will not necessarily be those deploying greater technology. They will be the ones asking better questions, "Why are we building this? What impact will it create? What resources does it consume? Who benefits?" The next generation of technological leaders may not be remembered for creating the largest systems or generating the most data. They could be remembered for proving that innovation and stewardship are not competing ambitions, but inseparable ones. The defining question of the future is no longer simply whether we can build something. It is whether we can build in ways that allow people, business, and the planet to thrive together. The exceptional technologies of the next era will not be those that do more, they will be those that achieve more while demanding less. Follow me on LinkedIn and visit my website for more info! Read more from Paula Rose Castronova Paula Rose Castronova, Global Sustainability Voice Paula Rose Castronova is a sustainability leader, speaker, and holistic thought architect transforming how people and organizations respond to today’s defining challenges. With a career rooted in creativity, design, storytelling, and leadership, she turns complex sustainability ideas into clear, actionable pathways. She sees sustainability as fundamentally human, shaped by how we live, lead, consume, and connect. As an Active Sustainability Director, she identifies opportunities where others see obstacles, using systems thinking to link environmental, social, and economic issues. Through her writing, speaking, and strategy, she bridges policy and daily action, turning knowledge into meaningful change.

Written by Danijella Dragas, CEO The Bear Stearns Investment Banking firm employed Miss Dragas for over 18 years. She worked in their offices in London, São Paulo, Beijing, New York, and Irvine. Her specialty was asset management, capital markets/investment banking during her final four years at Bear Stearns. Miss Dragas was one of the original team members who introduced Bear Stearns mortgages to the banking industry in the residential wholesale market. Ground-up construction has long been one of the strongest indicators of economic confidence in the United States. When developers break ground on new residential communities, office buildings, retail centers, industrial facilities, and mixed-use projects, they are making a long-term bet on economic growth, population trends, and future demand. As 2026 unfolds, the construction industry finds itself navigating a complex environment shaped by elevated interest rates, labor shortages, rising material costs, affordability challenges, and shifting market demands. Yet, despite these obstacles, opportunities remain for builders, investors, contractors, and property owners who understand how to prepare for the next phase of the market. The question is no longer whether construction will continue; it is how industry leaders can adapt and position themselves for success. The current state of residential construction Residential construction remains one of the most important drivers of economic activity. New housing creates jobs, supports local businesses, generates tax revenue, and helps address the ongoing housing shortage facing many regions across the country. According to the National Association of Home Builders (NAHB), the United States continues to face a shortage of approximately 1.2 million housing units. At the same time, affordability challenges remain a major obstacle for potential homebuyers, as mortgage rates remain above historic norms and home prices stay elevated. Many builders are adjusting by focusing on smaller and more affordable home designs. Some are developing build-to-rent communities, while others are investing in townhome and multifamily housing projects. Energy-efficient construction methods are also becoming more common as developers look for ways to reduce costs and meet growing consumer demand for sustainable living options. These strategies allow builders to deliver value to increasingly price-sensitive buyers without compromising quality. Commercial construction is evolving Commercial construction faces a different set of challenges and opportunities. Traditional office development has slowed in many markets as companies continue to evaluate hybrid work models. At the same time, other sectors are expanding rapidly. Data centers, healthcare facilities, distribution and logistics centers, manufacturing facilities, hospitality projects, and mixed-use developments are seeing significant growth. Industry forecasts suggest that commercial construction growth in 2026 will be supported by technology infrastructure, industrial expansion, and long-term investment in logistics networks. Data centers, in particular, continue to attract substantial investment due to the rapid growth of artificial intelligence and cloud computing services. As a result, the commercial sector is becoming more specialized, requiring developers to focus on areas with sustained demand rather than relying on broad market expansion. The impact of labor shortages One of the industry's most pressing concerns is workforce availability. Construction companies across the United States continue to struggle with labor shortages as experienced workers retire faster than new talent enters the industry. NAHB estimates that residential construction alone will require hundreds of thousands of new workers annually to meet future demand. To address this challenge, companies are investing in workforce development programs, forming trade school partnerships, and launching apprenticeship initiatives. Many are also adopting construction technology and exploring automation and prefabrication methods. Organizations that prioritize workforce planning today will be better positioned to manage project schedules and control labor costs tomorrow. Material costs continue to pressure projects Material pricing remains one of the largest variables impacting project feasibility. Recent increases in the costs of lumber, copper, aluminum, diesel fuel, and other key construction inputs have created uncertainty for builders trying to maintain profit margins. Global supply chain disruptions, tariffs, and geopolitical events continue to influence pricing volatility. Successful developers are responding by locking in supplier agreements earlier, improving project scheduling, diversifying supply chains, increasing contingency reserves, and exploring alternative materials. The ability to manage procurement strategically is becoming just as important as the ability to manage construction itself, helping companies maintain profitability even amid unpredictable market conditions. How developers and investors can prepare Preparation begins with understanding that the next construction cycle may look very different from previous ones. Focus on cash flow and liquidity: Projects with strong cash reserves are better equipped to handle delays, cost increases, and financing challenges. Maintaining liquidity allows developers to remain flexible when market conditions shift unexpectedly. Prioritize high-demand markets: Population growth, job creation, infrastructure investment, and housing shortages remain strong indicators of long-term opportunity. Markets supported by economic fundamentals tend to perform better during periods of uncertainty. Invest in technology: Construction technology is improving project management, scheduling, estimating, safety compliance, and communication. Companies that embrace digital transformation can reduce waste and improve efficiency. Build strategic partnerships: Strong relationships with lenders, contractors, architects, suppliers, and local governments can help projects move more smoothly through permitting, financing, and construction phases. Plan for longer timelines: Many projects are experiencing extended approval and development timelines. Industry forecasts indicate that delays are becoming increasingly common across both residential and commercial sectors. Building realistic schedules and contingency plans into project budgets is critical. Looking ahead While uncertainty remains, the long-term outlook for U.S. construction continues to be supported by population growth, housing demand, infrastructure investment, technological advancement, and the need for modern commercial space. The companies that succeed in the coming years will not necessarily be the largest; they will be the most adaptable. Ground-up construction has always been more than pouring concrete and erecting structures. It is a reflection of economic confidence, community growth, and future opportunity. By preparing strategically, managing risk carefully, and remaining responsive to changing market conditions, developers and investors can position themselves to thrive regardless of where the economy moves next. In every economic cycle, challenges create opportunities. The future belongs to those who build with both vision and preparation. Follow me on Facebook, Instagram, LinkedIn, and visit my website for more info! Read more from Danijella Dragas Danijella Dragas, CEO Born and raised in England. She earned a BS in Economics/International Trade and Banking from the prestigious University of London. The Bear Stearns Investment Banking firm employed Miss Dragas for over 18 years. She worked in their offices in London, São Paulo, Beijing, New York, and Irvine. Her specialty was asset management, capital markets/investment banking during her final four years at Bear Stearns. Miss Dragas was one of the original team members who introduced Bear Stearns mortgages to the banking industry in the residential wholesale market. She has been in residential and commercial lending for 36 years. Her focus has been on construction finance, asset repositioning, fintech, and the blockchain market. In addition, numerous prestigious commercial projects on an international level. Miss Dragas has also worked in multi-sector business finance, corporate sponsorships, hospitality, clean energy, trade programs, and pre-IPO.

According to AARP's Dignity 2024 report, 78% of LGBTQ+ adults aged 45 and older are concerned about having enough support from family and friends as they age. That growing need for meaningful connection inspired the creation of The Wisdom Trust, an online community for gay men over 50, and now, The Wisdom Trust Podcast, a weekly series exploring connection, purpose, belonging, and healthy aging. Founded by wellness coach and community builder Loren Crawford, The Wisdom Trust was created in response to a growing need for spaces where older gay men can have honest conversations beyond dating apps, nightlife, and social media. Since launching its online community last month, members from across North America have joined discussions centered on friendship, emotional wellbeing, personal growth, and navigating the second half of life with greater intention. "The conversation around aging in the gay community is often dominated by youth, appearance, and sex," said Loren Crawford, founder of The Wisdom Trust. "Many gay men over 50 are asking deeper questions about purpose, friendship, loneliness, and how they want to live the next chapter of their lives. The Wisdom Trust exists to create a place where those conversations can happen openly, honestly, and without judgment." The newly launched podcast features thoughtful conversations with guests from diverse backgrounds, alongside solo episodes from Crawford exploring topics including: Loneliness and belonging Dating and intimacy after 50 Reinvention and purpose Mental and emotional wellbeing Building authentic community Healthy aging and personal growth The podcast complements The Wisdom Trust's growing online community, where members participate in live discussions, educational resources, reflective conversations, and events designed to foster genuine connection and support. Rather than focusing on the challenges of aging alone, The Wisdom Trust encourages gay men to embrace what Crawford calls "the wisdom years", a stage of life that offers opportunities for deeper relationships, greater authenticity, and renewed purpose. About The Wisdom Trust The Wisdom Trust is an online community and educational platform created for gay men 50+ who want to build meaningful friendships, explore personal growth, and navigate aging with greater purpose, health, and connection. Founded by wellness coach Loren Crawford, the community offers live events, educational content, discussions, coaching, and now, The Wisdom Trust Podcast. Availability The Wisdom Trust Podcast is available on YouTube and all major podcast platforms. The Wisdom Trust community is open to gay men 50+ from around the world. Community Website Media contact Loren Crawford Founder, The Wisdom Trust Mobile: 613-325-7214 loren@lorencrawford.com

Written by Danielle Lord, PhD, Author, Researcher, and Content Creator Danielle is the founder and principal of Archetype Learning Solutions, where she produces materials that support adult and organizational learning. She is also an author and academic researcher with an interest in how physicians transition from clinician to leader. I recently had the privilege of supporting a women’s affinity group, Women United, through the United Way of Pierce County, which hosted its first annual afternoon tea. On the surface, it looked like a simple gathering, teacups, small sandwiches, laughter, hats, and conversation. Underneath, it was something more intentional, a space for women united around a shared commitment to show up for each other, not denigrate, diminish, or bully one another. As I watched women share stories, cheer each other on, and make room at the table for different voices, I found myself thinking back to the Gilded Age (1870 to 1900). In that era, particularly in aristocratic circles, a woman’s “station” could be elevated, or quietly destroyed, by a handful of influential women. A rumor here, a snub there, a pointed exclusion from the right party or club. I’ve read accounts of women whose reputations, marriages, and futures were undone not by scandal in the newspapers, but by a small group of “mean girls” in the drawing room. Those stories are easy to dismiss as relics of another time. Different clothes. Different rules. Different world. Yet, the dynamics are uncomfortably familiar. Today, the setting might be a hospital, a nonprofit, or a corporate office instead of a gilded parlor. The language has evolved, the technology is new, and the stakes may look different on the outside. But the underlying pattern, women who can quietly lift each other up or tear each other down, hasn’t disappeared. It has just changed shape. We don’t always call it bullying. Sometimes we call it “fit,” or “not a team player,” or we frame it as concern, “I’m just not sure she’s ready yet.” Sometimes it looks like exclusion from key meetings, withholding information, or talking about someone rather than to them. Sometimes it’s the eye roll, the silence after someone speaks up, or the invitation that never arrives. Just like in the Gilded Age, those small acts can accumulate into something much bigger. In the Archetype Learning Solutions Trauma and Poverty series, we explore the idea of the poor and vulnerable through the lens of ALICE™ families, limited income, and generational financial trauma. That lens matters. It helps us see and respond to very real material needs. But the poor and vulnerable are not always the ones we expect. Sometimes they are the ones who drive to work in a nice car, wearing the right clothes, carrying the right bag, and still cry in the parking lot before walking in. Sometimes they are the ones who look “put together” but spend their days navigating subtle hostility, exclusion, or character assassination from people who, on paper, are their peers. You can have a high income and still be profoundly vulnerable in your workplace. You can have a prestigious title and still be one whisper campaign away from losing your footing. You can be “successful” and still go home feeling small, erased, or unsafe. That tea party for Women United was, in many ways, a small act of resistance against that old pattern. It was a declaration, we are not going to replicate the clubs and drawing rooms that weaponized relationships and status. We are going to practice something different. We are going to be intentional about how we show up for each other. We are going to notice the woman who has been sidelined and invite her in. We are going to challenge the offhand comment that reduces someone to a stereotype. We are going to celebrate each other’s wins instead of viewing them as threats. We are going to ask, “Who’s missing?” and “Who might need a hand here?” In leadership development, we often talk about psychological safety, inclusion, and belonging as if they are abstract constructs or items on a strategic plan. But in real life, they’re built in moments that look a lot like that tea, someone makes room at the table, someone listens without judgment, and someone chooses not to participate in the quiet character harm of gossip. Sometimes, the most transformative thing we can do for the “poor and vulnerable” among us is to recognize that they may not be poor at all in the traditional sense. They may be colleagues whose emotional and social safety is fragile, who are one more cutting remark, one more exclusion, or one more withheld opportunity away from giving up or walking away. The question for each of us is this, in our circles of influence, formal and informal, are we functioning as the Gilded Age “mean girls,” guarding status and deciding who belongs, or, as Women United invites us to do, intentionally using our power to see, support, and stand beside one another? Because culture is not just what we state in our values or print in our handbooks. Culture is how we treat the woman who is not in the room to defend herself. Culture is whether we silently co-sign the quiet bullying we see or gently, firmly choose another way. Culture is shaped at conferences and in boardrooms, yes, but also over coffee, in text threads, and at tea. Sometimes the poor and vulnerable are not poor at all. They are simply the ones we have not yet chosen to protect. In our poverty series and simulation, we’ve explored “the poor and vulnerable” through the lens of income, access, and generational hardship. Those realities matter deeply, and they must stay in our frame. But this story asks us to widen that frame just a bit further. Vulnerability also shows up in who has power over reputation, opportunity, and belonging. It shows up in who can afford to be disliked and who cannot. It shows up in who gets quietly frozen out, not because of performance or values, but because someone with influence decided they don’t fit. When we talk about caring for the poor and vulnerable, we are also talking about the woman whose voice is dismissed, the colleague targeted by “subtle” exclusion, and the leader who is slowly erased by a whisper campaign. When we recognize that, the question is no longer whether we see female-to-female bullying, it’s whether we are willing to interrupt it and choose something better. Reflection and invitation for your team If this story resonates, you might pause with your team, or yourself, around a few questions: Where do we see “mean girl” dynamics, gossip, exclusion, or status games showing up in subtle ways here? Who might be vulnerable in our environment, even if they don’t look “poor” from the outside? What does it look like, in our context, to be women united, to actively protect, include, and advocate for one another? Female-to-female bullying in the workplace is not a minor interpersonal issue, it is a culture issue, a safety issue, and often a retention issue. It erodes trust in the very places we can least afford it. My invitation to you this month is simple, notice where you have the power to either participate in those old patterns or disrupt them. Notice where you can make more room at the table, name what you’re seeing, or stand beside someone who is being quietly pushed out. Because sometimes the poor and vulnerable are not poor at all. They are the ones who need you to decide, in the smallest of moments, to be united with them rather than against them. Women: United at work – Interrupting “mean girl” dynamics and choosing support Purpose: To help teams recognize subtle female-to-female bullying, understand its impact as a form of workplace harm, and commit to practical behaviors that build psychological safety and support. 1. Opening context Female-to-female bullying is still very real in modern workplaces. It does not always look like overt hostility. More often, it shows up as exclusion, gossip, eye rolls, whisper campaigns, or “forgetting” to invite someone to key conversations. These behaviors do not just hurt feelings, they create workplace trauma and cumulative distress. They quietly determine who feels safe, who belongs, and who is pushed to the margins. Sometimes, the “poor and vulnerable” in our organizations are not poor at all in the financial sense. They are the people whose social and emotional safety is fragile because others use status and proximity to harm rather than to help. Today, we are choosing to interrupt those patterns and practice being women united at work. 2. Reflection questions (small groups or pairs) Invite participants to discuss three to five of these questions in small groups or pairs: Where have you seen subtle “mean girl” dynamics in professional settings, such as eye rolls, exclusion, gossip, gatekeeping, or whisper campaigns? How did those behaviors affect the person targeted, and what did they signal to everyone watching? In our organization, who might be vulnerable in ways that are not obvious from title, pay, or status? What does it look like to be united as women in daily, practical terms? What is one behavior you are willing to stop that may contribute to harm, even unintentionally? What is one behavior you are willing to start or increase that would visibly support other women? Encourage participants to notice themes that emerge, including patterns, stories, and “we all know this happens” dynamics. 3. Group commitments As a whole group, invite people to co-create a short list of Women: United at Work Norms. Aim for three to five specific behaviors, such as: We do not discuss a woman’s competence when she is not in the room. We address concerns directly, not through gossip. We actively invite women who are being sidelined into key conversations. We challenge subtle put-downs, eye rolls, or exclusion when we see them. We celebrate each other’s success instead of treating it as a threat. Capture these on a visible document or slide and make them easy to revisit. 4. Personal reflection and next step Give each person a moment to write privately: One stop: A behavior they will stop or interrupt, for example, staying silent when someone is being undermined. One start: A behavior they will practice more intentionally, for example, naming and amplifying another woman’s contribution in meetings. Invite those who are comfortable to share one commitment with the group or with a partner. 5. Close the loop End with an explicit link back to workplace trauma and cumulative workplace distress, these patterns are not “just interpersonal drama”, they are part of how trauma is created, reinforced, or healed at work. Choosing support over sabotage is both a cultural practice and a protective factor against distress. Encourage leaders or sponsors to revisit the Women: United at Work norms in 60 to 90 days: What has shifted? Where are we doing better? Where do we still see harm, and what do we need to address at a structural level, such as policies, reporting, and accountability? Follow me on Facebook, Instagram, LinkedIn, and visit my website for more info! Read more from Danielle Lord, PhD Danielle Lord, PhD, Author, Researcher, and Content Creator Dr. Danielle Lord is passionate about ensuring that employees have a meaningful and beneficial work experience. For over 30 years, she has worked in organizations bringing about transformational change through adult and organizational learning, change management, employee engagement, and leadership development. As the principal of Archetype Learning Solutions, she researches and develops materials to support employees and leaders in creating a harmonious work environment. In addition, many of her products are used by coaches and other consultants to help support their own practice of maximizing the human experience at work.

Written by Marya Firdausi Kazmi, Transformational Leadership & Identity Coach Marya Kazmi is a Transformational Leadership Coach and educator who helps individuals and organizations to examine identity, unlearn limiting patterns, and build values-aligned leadership using reflective frameworks and community-centered practices. "I had never considered that my disappointment mattered to anyone." I sat with that sentence at a point in my life when I was professionally depleted, and the behaviors I was showing up with had nothing to do with the job in front of me. I was mentoring a male colleague who was struggling with parts of his new role. In my pattern of overcompensating and overgiving, I stepped in more than I should have. I took the lead in meetings, carried the heavier cognitive load in planning and execution, and started to feel like I was driving while he sat beside me as a passenger. Until I broke. The weight I had been carrying silently imploded, and it came out as harsh words toward him, questioning his effort and his desire to support me. What I didn't see in that moment was how connected this was to the rest of my life. I was living through a divorce with a man who had failed to show up for years, while I raised three sons and watched the men in my life disappoint me at every turn. My frustration with my colleague, a man eager to grow but still struggling in the process, was never only about him. It was about every pattern I carried into that room and every belief I held about what men owed me in professional spaces. When I finally named that connection out loud, he said something I had never heard from a man before, "Marya, I do not want to be the man who disappoints you. You do not deserve that." That moment of truth, on both sides, changed how we worked together. We built a partnership that honored each other's strengths and needs instead of one person silently absorbing the gap. Why this matters for women in leadership Who we are doesn't get checked at the door when we walk into the office. We bring ourselves in fully, including the unspoken weight of what we're carrying while we perform competence on a team. The real pain points, the triggers, and the old patterns show up whether we name them or not. This is the part of leadership we rarely talk about. We talk about systems, strategy, and communication breakdowns. We don't talk about what women carry into the room before the meeting even starts, the personal histories quietly shaping how we give, how we trust, how we hide, and whether we let ourselves be fully seen. In my work coaching leaders and teams, I see this constantly, even when no one is naming it. A woman's history shows up in her demeanor, her interactions, and the way she carries her workload. Here are three of the most common invisible weights women in leadership carry, and what it looks like to finally set them down. 1. The overfunctioner, carrying everyone else's cup Who she is She's the first to notice when something is off. She picks up the slack before anyone asks. She stays late, overdelivers, takes the task no one else volunteered for, smooths the tension in the room, and sends the follow up email everyone else forgot. At home, she's the default parent and the emotional anchor. At work, she becomes the same person, indispensable, exhausted, and quietly resentful that no one seems to notice what she's carrying. She doesn't ask for help, because asking feels like weakness. She doesn't delegate, because no one else will do it right. She doesn't say no, because saying no feels dangerous, like she might lose her value the moment she stops being useful. This isn't only who she is at work. It's a life pattern that followed her into the office. The pattern Research shows women disproportionately carry emotional labor and nonpromotable tasks, the behind the scenes work that keeps an organization running but rarely advances a career or earns recognition. Beneath that workplace behavior is something deeper. Many women were never taught that their needs mattered, so they learned early that their worth lived in what they gave. They give, and give, and give, overfilling the cups around them while their own runs dry. Productivity becomes the proof of worth. For women of color, this layer can run even deeper. Overperforming isn't just a habit, it can feel like a necessity for survival and recognition, the antidote a generation of women has been taught to use against being underestimated or stereotyped. How it shows up Never leaving a meeting without volunteering for something Working through lunch while everyone else takes a break Absorbing team conflict because the tension feels unbearable Becoming the unofficial therapist, memory keeper, and emotional manager of the whole team An inability to receive compliments, support, or rest, because receiving feels unfamiliar, even unsafe Over time, the overfunctioner becomes invisible in a different way. Everyone depends on her, but no one truly sees her. When she finally burns out, the organization is shocked. They never saw it coming, because she made sure they didn't. Remember what this pattern has cost you, not just in energy, but in identity. Who are you when you're not giving? Examine where the belief began. What did you learn about your worth, and what happened the last time you stopped giving? Unlearn the equation that your value is conditional on your output. Then reclaim what reciprocity actually feels like. Real partnership means your disappointment matters. Your depletion matters. Your needs matter. That isn't a luxury. That's the foundation of sustainable leadership. 2. The masked learner, performing competence in silence Who she is She reads the meeting agenda three times before she walks in. She rehearses what she'll say if she's called on. She takes longer to process written information than her colleagues, so she arrives early and stays late to compensate. When something is unclear in the meeting, she doesn't ask. She nods, then figures it out later, alone, at her desk, at ten at night, because asking would mean admitting something she's spent her whole career hiding. She has a learning disability. Or ADHD. Or a processing difference that was never accommodated, only punished or ignored. She learned to perform competence so well that most people have no idea. That performance costs her everything. The pattern An estimated 88% of workers with non apparent disabilities hide them out of fear of bias, stigma, or simply not being believed. For women already navigating a workplace that scrutinizes their competence more closely, that fear carries extra weight. Disclosure can feel like handing someone one more reason to question whether she belongs in the room. So, instead of asking for what she needs, she masks it. She overcompensates. She works twice as long to produce what takes someone else half the time. The burden of masking, overcompensating, and absorbing the occasional microaggression takes a real emotional toll, one that compounds daily in silence. How it shows up Avoiding tasks that expose the gap, dense presentations, tight deadlines, and fast verbal processing in meetings Deflecting when asked a question she doesn't immediately understand Perfectionism that isn't ambition, it's armor Disengagement that looks like attitude but is actually exhaustion A polished performance of confidence so convincing that her team misreads her stress as coldness, her silence as arrogance, and her overwork as control The breakdown happens in collaboration, because she can't be fully present in a dynamic she's simultaneously trying to manage and hide. Remember that what you've been hiding isn't a deficiency. It's a difference that was never met with the right support. Examine what the masking has cost you, the relationships you couldn't fully enter, the ideas you didn't voice, and the rooms where you shrank. Unlearn the belief that your difference makes you less capable. In many cases, it's made you more resourceful, more empathetic, and more tenacious than you've ever been given credit for. Then reclaim your right to name what you need. In a culture that's genuinely safe, disclosure becomes possible. When women in leadership are brave enough to name their invisible needs, they give everyone around them permission to do the same. 3. The guarded collaborator, when trust has already been broken Who she is She's in a brainstorm. Ideas are flying. She has one, a good one, but she holds it back. Last time she shared something like it, a colleague took it further in the next meeting and got the credit. Before that, she was vulnerable with a leader who used her honesty against her in a review. She's learned that openness is a risk she can't always afford, so she gives enough to look engaged without giving enough to be exposed. She isn't disengaged. She's defending. Most people in the room don't know the difference. The pattern When trust breaks down, people withhold information, hold back input, and avoid collaborating. Innovation suffers without the open exchange of ideas. What workplace research often misses is that broken trust rarely starts at work. It starts in life. The woman who was gaslit by a former manager carries that wound into her next role. The leader whose ideas were dismissed in rooms where she was the only one who looked like her brings that history into every meeting after. A culture where people feel undervalued and reluctant to collaborate didn't appear out of nowhere, it has roots. Until those roots are acknowledged, the pattern repeats. How it shows up Withholding in meetings, sharing less than she actually knows Reading neutral interactions as threats Interpreting constructive feedback as criticism Pulling back from mentorship or sponsorship because the last one cost her something Micromanaging her own team because control feels safer than trust Being labeled "difficult" or "closed off" when she's actually protecting herself from something real that already happened The breakdown in collaboration isn't a personality problem. It's an unhealed response to a pattern of not feeling safe. Remember that your guardedness made sense. It protected you when you needed protection. Examine specifically what broke your trust and what you have carried since. The goal is not to become naive again. It is to unlearn the belief that every room is as unsafe as the one that hurt you. Transform the dynamic, both internally and by advocating for cultures that earn trust through transparency and accountability. Finally, nurture trust as it rebuilds slowly through consistent evidence. You deserve relationships, professional and personal, where your disappointment matters, where your ideas are protected, and where your full self is not a liability. Being present with our full selves Not long ago, I sat with a team in a dialogue where the old wounds were finally named out loud. I watched the shift happen in real time, in body language, in tone, and in the way people started speaking to each other with curiosity instead of accusation. Nothing was suddenly perfect. They were just finally honest. That honesty is the foundation. When women are given the room to set down what they have been silently carrying, collaboration changes. People show up with more of themselves, not less. That is what healing organizational culture actually looks like. Not a new policy. Not a team building exercise. It looks like someone brave enough to name the elephant, and a leader skilled enough to hold that moment with care. That is the work and it can begin when we create space to speak on the unspoken. Follow me on Facebook, Instagram, LinkedIn, and visit my website for more info! Read more from Marya Firdausi Kazmi Marya Firdausi Kazmi, Transformational Leadership & Identity Coach Marya Kazmi is a Transformational Leadership & Identity Coach and educator who helps individuals and organizations examine identity and cultivate values- aligned leadership. Her work is shaped by lived experience and years of professional practice, informing the reflective tools she created to support healing, clarity, and growth. She is the creator of the RETURN framework, which guides people through a process of unlearning, reconnection, and coming home to themselves. Marya is also the executive producer and host of Pain to Power, a talk show exploring leadership, healing, and human-centered change. Her work bridges lived insight with practical strategies, inviting others into a healing evolution rooted in self-trust, belonging, and purpose.

Written by Nikki Girard, CEO & Founder | Transformation & Human Development Expert Nikki Girard is a trailblazer in manifestation and exponential transformation. Overcoming personal adversity, she developed powerful techniques to master her mindset and achieve abundance. Today, she empowers individuals and businesses worldwide to unleash their full potential through her award-winning coaching, bestselling books, and groundbreaking High AF Advantage methodologies. Even when life changes, many people find themselves repeating the same patterns in different forms. A new job, but the same internal stress. A new relationship, but the same emotional triggers. A new goal, but the same sense of limitation. What changes externally rarely matches what repeats internally. This is because transformation is not primarily a behavioural problem, it is an identity problem. Identity functions as the internal operating system shaping perception, emotional response, and behavioural output. When that system remains unchanged, external change alone cannot produce lasting transformation. Life does not change simply because circumstances shift. It changes when the internal structure that interprets those circumstances is reorganised. True transformation therefore requires more than new strategies or environments. It requires the reorganisation of identity itself. Why change feels so difficult From a neurological and psychological perspective, the brain is designed for efficiency rather than transformation. It builds predictive models based on repetition, emotional association, and survival based learning. Over time, these models become automated systems that shape perception, emotional response, behavioural reaction, and the interpretation of experience. What is commonly referred to as personality is often the expression of these reinforced internal structures. When change is initiated, it is not simply behavioural adjustment, it is interaction with an established internal system designed for predictability and emotional stability. This is why transformation generates resistance, even when it is consciously desired. The nervous system does not initially distinguish between growth and threat. It responds first to unfamiliarity, processing change through the same protective mechanisms that govern perceived risk. This creates a dynamic tension between conscious intention and subconscious regulation, where the desire for change exists alongside an internal system designed to preserve continuity. Identity is the operating system behind behaviour Identity is not a self description. It is a structured internal architecture that determines how experience is interpreted, how decisions are made, and how behaviour is expressed. Every behavioural output is filtered through this system. It functions as a continuous reference structure that evaluates familiarity, safety, and alignment with prior internal programming. For this reason, behaviour is not the origin of change, it is the expression of identity. Most transformation efforts operate at the behavioural level without addressing the underlying structure generating those behaviours. While this can create short term variation, it rarely produces sustained change. When identity remains stable, behaviour naturally returns to established patterns, even in the presence of motivation or intention. When identity shifts structurally, behaviour reorganises without force or excessive cognitive effort. This is not conscious reinforcement, it is systemic alignment between internal structure and external expression. Sustainable transformation therefore requires identity level restructuring rather than behavioural modification alone. Emotional intelligence: The stabiliser of transformation As identity begins to shift, emotional variability often increases. This is not instability in the process, it is a natural consequence of internal restructuring. When established identity structures are challenged, emotional responses fluctuate as the nervous system recalibrates to unfamiliar internal conditions. This phase is often misinterpreted as regression, when in reality it reflects active system reorganisation. Emotional intelligence functions as the stabilising mechanism within this transition. It enables awareness of emotional states without immediate identification or reactive behaviour. Rather than reverting to familiar coping mechanisms, emotional awareness creates the capacity to remain present within transitional states long enough for new internal patterns to stabilise. Without this capacity, individuals default to established behavioural loops to restore predictability. With it, they remain within the transitional phase until internal coherence is restored. This is where sustainable transformation is reinforced, not through emotional control, but through conscious awareness during identity restructuring. A structural principle of integration A key principle within this transformation model is that sustainable change depends on alignment between identity, emotional regulation, nervous system regulation, and behavioural expression. When these elements operate independently, individuals experience cyclical patterns of progress and regression. This occurs because change is being applied at the behavioural or cognitive level without structural integration at the level of identity. When alignment is established, internal coherence emerges. Identity informs emotional regulation, emotional regulation supports behavioural consistency, and behaviour reinforces identity in a continuous feedback loop. In this state, transformation no longer relies on effort or external reinforcement. It becomes a stabilised internal system governed by alignment rather than force. Most approaches to change isolate mindset, habits, or performance strategies. While effective in the short term, they rarely produce lasting transformation without systemic integration. Within this model, transformation is understood as structural recalibration across identity, emotion, and behaviour. Understanding resistance Resistance is not a failure state. It is a predictable system response that occurs when established identity structures are no longer aligned with emerging behavioural direction. The mind naturally seeks continuity. When identity begins to shift, internal systems attempt to restore familiarity by reinforcing established patterns of thought, emotion, and behaviour. This creates a transitional threshold in which two internal states coexist, the persistence of the existing identity structure and the emergence of a new one. Within this phase, resistance is often interpreted as a signal to retreat. In reality, it indicates that structural change is actively underway. Transformation frequently occurs within this transitional instability, not before it and not after it resolves, but within the reorganisation phase itself. Why surface-level change rarely lasts Surface-level change fails because it operates at the level of output rather than structure. Behavioural modification can produce temporary improvement, but it does not alter the identity system generating those behaviours. As a result, the system eventually returns to its default configuration. This produces a cyclical pattern of short-term progress followed by regression into familiar behavioural loops. This cycle is not a reflection of discipline or motivation, it is the consequence of attempting to modify outputs without restructuring the system producing them. Sustainable transformation requires intervention at the level of identity architecture, where behaviour is not forced but reorganised through internal alignment. When this occurs, behavioural consistency becomes a byproduct of system design rather than conscious effort. A generational perspective on human development From a developmental perspective, many adult challenges originate in earlier stages where emotional and psychological structures were formed but not fully integrated. These foundational patterns influence how identity is constructed, how emotion is regulated, and how complexity is navigated later in life. For this reason, emotional intelligence functions not only as a performance capability but also as a developmental structure that shapes long-term behavioural outcomes. When self-awareness, emotional regulation, communication, and resilience are developed earlier in the developmental cycle, individuals are better equipped to navigate complexity without reverting to reactive or limiting patterns. Transformation, in this context, is not solely corrective, it is developmental. It reflects the ongoing expansion of psychological capacity across the lifespan. From this perspective, change extends beyond the individual and becomes part of a broader generational evolution of human capability and awareness. Creativity as a pathway for transformation Human systems do not process transformation through logic alone. Change is also integrated through expression, symbolic processing, and creative output. Creative practices such as writing, music, storytelling, and visual expression provide mechanisms through which internal experience is externalised and reorganised. This process supports integration by translating abstract psychological shifts into tangible form, allowing new patterns of identity to stabilise. Creativity is therefore not separate from transformation, it is one of its operational mechanisms. It moves change from conceptual understanding into lived experience, where integration becomes embodied rather than intellectual. The true impact of change Change is not a single event. It is an ongoing process of identity evolution, emotional recalibration, and psychological integration. Every disruption contains the potential for reinvention, and the impact of change is not determined by external events, but by internal structural shifts. When identity changes, perception reorganises. When perception reorganises, emotional response adapts. When emotional response adapts, behaviour follows as a secondary expression of internal change. In this way, transformation is not linear, it is a systemic recalibration of internal architecture. When viewed through this lens, change is no longer disruption. It becomes the mechanism through which human systems evolve. Its impact is not only what it alters externally, but what it reorganises internally, revealing capacity that was previously unexpressed. Final reflection Transformation is not defined by the accumulation of new behaviours or strategies. It is defined by the reorganisation of identity structures that govern perception, emotion, and behaviour. When identity shifts, perception reorganises. When perception reorganises, emotional response adapts. When emotional response adapts, behaviour follows naturally as an expression of internal change. Transformation is therefore not a linear progression, but a systemic recalibration of internal architecture. Through the integrated lens of identity, emotion, and psychological structure, change is no longer experienced as disruption. It becomes the mechanism through which human systems evolve. Follow me on Facebook, Instagram, LinkedIn, and visit my website for more info! Read more from Nikki Girard Nikki Girard, CEO & Founder | Transformation & Human Development Expert Nikki Girard is a trailblazer in manifestation and exponential transformation. Overcoming personal adversity, she developed powerful techniques to master her mindset and achieve abundance. Today, she empowers individuals and businesses worldwide to unleash their full potential through her award-winning coaching, bestselling books, and groundbreaking High AF Advantage methodologies. Her mission: Every heart is worth it, no heart left behind.

Written by Halima Seemba, Fashion Design Consultant Halima Seemba is a multifaceted professional, serving as a Fashion Design Consultant & Textile Digital Surface Printing Expert, Brand & Visual Communication Consultant, and Certified Global Trainer. Additionally, she excels as the Co-Founder and Marketing Manager of PURPLE BUBBLES Cosmetics and Perfumes. During the 2026 FIFA World Cup, many people noticed the growing presence of pink football boots on the pitch. It was more than just the emergence of a new color; it was a trend appearing across several major sportswear brands at roughly the same time. What makes this particularly interesting is that the phenomenon did not come entirely as a surprise to trend forecasters. Back in 2024, WGSN predicted that Electric Fuchsia would be one of the defining colors of 2026, describing it as a shade associated with self expression, digital energy, and a desire for individuality. Just two years later, the color appeared not only in fashion collections, accessories, and technology products, but also on one of the world’s biggest sporting stages. For me, this trend was especially intriguing, not only because I work in design, but also because fuchsia has long been one of my favorite colors and one that I have incorporated into my own designs over the years. Rather than viewing its popularity as a passing trend, I saw it as an opportunity to reflect on how ideas and colors travel from specialist forecasting reports into products, visual culture, and everyday life. However, the most interesting question is not about the color itself. Were these forecasts simply an accurate prediction of what consumers would embrace in the future? Or did the publication of these forecasts help influence the decisions made by brands and businesses? Trend forecasting companies rely on data analysis, consumer behavior, cultural shifts, and emerging signals across multiple industries. Yet their influence often extends beyond observation and analysis. When major brands use these reports to guide product development, marketing strategies, and creative direction, forecasts become part of the process of shaping reality itself. In other words, trends may not merely reflect the future; they may actively contribute to creating it. The rise of pink football boots during the 2026 World Cup serves as an interesting example of this complex relationship between prediction and influence. It is difficult to determine whether the popularity of the color emerged naturally and independently across brands, or whether it was accelerated by a shared vision informed by widely circulated forecasting reports. This also shows how color can become a form of communication. On a football pitch, boots are not only functional; they are visual statements. A bright shade like Electric Fuchsia stands out immediately, carrying associations of confidence, visibility, individuality, and creative risk. In a global sporting context, where every image is photographed, shared, and discussed online, color becomes part of the wider story surrounding athletes, brands, and cultural identity. The speed at which trends move today also makes forecasting more powerful than ever. A color can begin as a prediction in a specialist report, appear in fashion and product design, gain traction through social media, and then become familiar to the public before many people realize where the idea first came from. By the time consumers see the color repeatedly across different industries, it can feel organic, even if its rise has been carefully anticipated, interpreted, and amplified. For designers, this raises an important point. Trends are useful, but they should not replace personal vision or creative judgment. The most meaningful use of forecasting is not simply to follow what is expected to become popular, but to understand why certain ideas are gaining momentum and how they connect with people emotionally, culturally, and visually. In that sense, trend forecasting becomes less about copying the future and more about participating in a larger creative conversation. Ultimately, the real question may not be how accurate trend forecasts are, but how much influence they have on the creative and commercial decisions that surround us. So, do trend forecasting companies predict the future? Or do they help shape it? To see how this trend unfolded across fashion, sports, and consumer culture, explore my visual breakdown on Instagram. Click here. Follow me on LinkedIn, and visit my website for more info! Read more from Halima Seemba Halima Seemba, Fashion Design Consultant Halima Seemba, a young Emirati woman, excels as a Fashion Design Consultant Certified Global Trainer. As a pioneer, she co-founded Purple Bubbles Cosmetics, showcasing her entrepreneurial spirit and dedication to her heritage. Her diverse skills and visionary leadership at Jaffair Art Company inspire others, reflecting the limitless potential of Emirati women globally.

Marion Smith is an Executive Coach and Organisational Transformation Consultant, and founder of CoachMuse.com. A senior leader with extensive experience across public, private, and national healthcare organisations, she specialises in navigating complexity and change at scale. With expertise in leading change in complex organisations and systems. Marion Isabelle Smith, Executive Coach and Transformation Consultant What inspired you to create Mirror by CoachMuse® and integrate AI into leadership coaching? My inspiration for Mirror by CoachMuse® came from a simple but powerful observation: people, particularly leaders, often carry significant responsibilities, pressures, and complex decisions without access to a trusted, confidential space to think things through when needed most. Additionally, everyone encounters moments when they need space to reflect, gain clarity, and navigate uncertainty; yet access to coaching support or a neutral space for reflection is not always available when needed most. Mirror by CoachMuse® was created to bridge that gap, providing a confidential, on-demand reflective thinking space when this is needed most. Combining professional coaching expertise with the power of artificial intelligence, Mirror by CoachMuse® is a reflective intelligence platform designed to help people think more clearly, challenge assumptions, explore new perspectives, and generate new insights to inform better decision-making. For me, AI is not about replacing human coaching or connection; it is about widening access to reflective support, enabling more people to achieve their desired outcomes. How do psychometric tools like MBTI and FIRO-B enhance leadership effectiveness in complex organizations? Psychometric tools such as MBTI and FIRO-B are widely used in leadership development because they provide a practical language for understanding how people think, behave, relate to others, and perform under the pressures of everyday work. MBTI and FIRO-B psychometric developments are not about putting leaders into boxes; they are about increasing awareness. By helping leaders better understand themselves, appreciate the differences in others, and recognize how their behaviour is experienced, they create the foundation for more effective relationships, communication, and influence. In organizations and systems where performance is shaped as much by collaboration and trust as by authority, that insight becomes a significant leadership advantage. MBTI identifies personality preferences, while FIRO-B highlights the interpersonal needs that influence behaviour and relationships at work. Together, they provide a practical framework for understanding individual differences and interpersonal dynamics. Their value lies not in categorizing people, but in increasing awareness of behavioral patterns that influence leadership effectiveness. Under pressure, communication styles, decision-making preferences, and relationship needs often become more pronounced. The true test of leadership is not how it is understood in theory, but how it is experienced by others, whether that experience aligns with intention, and whether it enables the outcomes leaders seek. In your experience, what’s the most common barrier leaders face when trying to cultivate emotional intelligence within their teams? In my experience, a key barrier is the limited understanding of emotional intelligence as a practical leadership skill and its potential to improve communication, decision-making, and team performance in everyday work. Leaders who understand emotional triggers are better equipped to manage relationships and navigate complexity. Far from being a soft skill, emotional intelligence is a core driver of effectiveness, shaping how people think, interact, respond under pressure, and achieve results. When people feel safe to speak openly without fear, teams collaborate more effectively and perform better. In day-to-day interactions, how people communicate, respond, and relate to one another has a significant influence on performance. Under pressure, emotional intelligence is often the first capability to weaken. Communication becomes reactive, assumptions replace curiosity, and emotions can distort judgment, trust, and personal impact. Leaders who remain self-aware, regulated, empathetic, and constructive help create stability during uncertainty. When leaders understand their behaviour and its impact on others, they do more than manage performance; they set the emotional tone of the team and shape the culture, influencing whether people withdraw into self-protection or contribute with confidence, collaboration, and clearer thinking. Emotional intelligence can be further developed through reflection, feedback, and deliberate practice in real situations. How do you think AI will reshape the future of coaching and self-reflection in leadership? In my view, AI will shift coaching and self-reflection from something leaders step out of work to do into something embedded within the work itself. Today, reflection often happens after the event; through coaching sessions, debriefs, once the pressure has passed. In this sense, it is largely retrospective, helping people make sense of what has already happened. AI changes that timing. Leaders will not just reflect after situations; they will notice patterns, assumptions, emotions, and behaviours as they unfold. Coaching moves from episodic insight to continuous support. Human coaching then becomes deeper and more focused. Rather than reconstructing events, coaches can work with clearer behavioural patterns, emotional triggers, and leadership blind spots already surfaced through real-world experience. Over time, this creates a richer picture of leadership behaviour, shifting development from memory-based reflection to real-time, pattern-based insight. The future is not AI replacing coaching but augmenting it. Mirror by CoachMuse® extends the reach of coaching by enabling an on-demand, real-time reflective thinking partner in everyday leadership situations, increasing accessibility, immediacy, and consistency while enhancing rather than replacing human coaching, supporting leadership thinking in real-time in the flow of work. For leaders struggling to manage conflict, what practical steps can they take to immediately improve team dynamics? For many leaders, the instinct in conflict is to avoid it, smooth it over, or move on quickly. Yet the real issue is not conflict itself, but how often it is misunderstood. Conflict is not a breakdown in the system; it is information, surfacing where priorities differ and needs are not being met. When leaders rush to resolve it, they often lose access to valuable insights. Three practical shifts improve team dynamics: Create space before responding. Conflict escalates when people react faster than they think. A deliberate pause can interrupt escalation and create space for clearer dialogue. Name the dynamic, not just the issue. Moving from fixed positions to what is happening (“we seem to be pulling in different directions”) reduces blame and builds shared understanding. Lead with curiosity, not defense. Curiosity opens dialogue; defensiveness closes it. High-performing teams do not avoid conflict; they surface it early and work through it constructively. Left unmanaged, it moves underground and continues to adversely shape culture, trust, and performance. Alongside psychometric tools, CoachMuse® uses coached mediation techniques to enable resolution where interpersonal conflict between directors, line management, and peer relationships affects individuals and organizational effectiveness. How has your own approach to leadership evolved over the years, and what core values continue to guide your work? Over the years, my view of leadership has shifted significantly, from focusing on outcomes and getting things done to paying closer attention to people, relationships, and how work feels in practice. A key change has been slowing down: creating space for better questions, reflection, listening, and curiosity rather than defaulting to immediate solutions. Early in my career, like many others, I equated strong leadership with being clear, decisive, and solution-focused. Those qualities still matter, but they are not always sufficient in complex environments. Leadership in complexity is about shaping learning systems and inviting diverse perspectives to inform decision-making and strategy. I have also become more aware that under pressure, leadership is experienced differently from how it is intended, directly affecting trust, communication, performance, and outcomes. What has remained constant are my values: creating environments where people feel respected, psychologically safe, and able to contribute fully, grounded in honesty, clarity, accountability, and empathy. Leadership is also about how work feels in lived experience, not just what is achieved. At its core, leadership is about enabling performance through others, strengthening capability, and sustaining a learning culture, balancing relational quality with delivery. If there’s one key piece of advice you would offer to a senior leader facing organizational change, what would it be? Research consistently shows that around 70% of transformations do not fully achieve their intended outcomes, highlighting opportunity rather than limitation. Success depends less on strategy or design alone, and more on people and cultural dynamics. Change succeeds not in planning but in adoption, when people are genuinely engaged and supported to bring it to life. At its core, successful change leadership is defined less by the quality of the transformation design and more by whether people are brought with you. The emotional dimension is often underestimated. Even when direction is clear, people experience uncertainty around role, identity, and relevance. Resistance rarely appears as opposition to strategy; it emerges as a response to ambiguity and loss of familiarity. Where transformation succeeds, it is because people are informed and engaged, shifting ownership from delivery to lived behaviour. Leadership under pressure sets the emotional tone and builds trust, clarity, and psychological safety so people can adapt rather than resist change. My one piece of advice: lead with curiosity and treat resistance as useful feedback, asking “what is this response telling me about what people are experiencing that I may not be seeing, and how can these insights inform and guide next steps?” Disclaimer: The views expressed in this interview are my own and do not necessarily reflect the views, positions, or policies of any organization I am affiliated with. Follow me on LinkedIn, and visit my website for more info! Read more from Marion Isabelle Smith

TORONTO, ONTARIO – June 2026 – Canadian author, professional golfer, and Human Resource Business Partner Stacey Soans announces the publication of Fairways and Femininity: The Modern Woman's Guide to Golf, released on May 1, 2025. The book examines the evolving role of women within golf, exploring the sport through the lenses of culture, fashion, travel, community, and personal experience. Drawing upon her experiences in golf, business, and academia, Soans examines how women's participation in golf has changed over recent decades. Combining research, commentary, and industry insight, Fairways and Femininity explores the social, cultural, and professional dimensions of the modern women's golf experience. "Golf has long been recognized as a sport rooted in tradition, yet the experiences and contributions of women within the game continue to evolve," said Soans. "This book examines not only participation in the sport, but also the culture, relationships, and opportunities that have developed alongside it." Across seven chapters, Fairways and Femininity addresses topics relevant to both current and aspiring golfers. The book examines the rise of women's golf in the modern era, the evolution of women's golf fashion, notable golf destinations, and the role of golf in fostering networking, mentorship, and community. Additional chapters explore the camaraderie that develops through the game and the ways golf creates connections across generations, professions, and backgrounds. The concluding chapter considers the interplay between competitive golf, professional careers, family responsibilities, and the broader demands placed upon women seeking long-term participation in sport. A graduate of the University of Toronto with Honours in Political Science, Soans developed a foundation in scholarly research, critical analysis, academic writing, and evidence-based inquiry through rigorous university-level study. Her academic training emphasized the examination of social institutions, public policy, cultural dynamics, and research methodology. This background continues to inform her writing, allowing her to approach subjects through both analytical inquiry and practical experience. In addition to her academic background, Soans has built a career spanning human resources, publishing, sports, and media. As a Human Resource Business Partner, she has worked within complex organizational environments requiring strategic thinking, leadership, stakeholder engagement, and organizational development. Early readers have responded positively to the book, with one verified purchaser describing it as "Elegant, bold, and unforgettable, a refreshing take on femininity and sport." Available now Fairways and Femininity: The Modern Woman's Guide to Golf is available through major booksellers, including: Amazon Canada Amazon United States Barnes & Noble Indigo Chapters About Stacey Soans Stacey Soans is a Canadian author, professional golfer, Human Resource Business Partner, and model based in Toronto, Ontario. She graduated with Honours in Political Science from the University of Toronto. Her career spans human resources, sports, publishing, and media, bringing together academic scholarship, professional expertise, and firsthand experience within the golf industry. Fairways and Femininity is her latest published work. Website Instagram: Stacey Soans and Fairways and Femininity LinkedIn X

Marie Keutler spent years training as a psychotherapist before she noticed the gap that would eventually become Baseline. Clients who understood their stress perfectly and still couldn't find their way back to calm. Yoga training, breathwork, somatic practice, and her own published research on self-compassion all fed into the same realisation, that the body needed to be part of the work, not just the mind. In this interview, Marie talks about why nervous system regulation has become one of the most important conversations in mental health right now, the practical tools that can shift an overwhelmed or shut-down body in minutes, and the lesson building Baseline taught her about resilience, that it was never about pushing through in the first place. Marie Keutler, Psychotherapist & Somatic Therapist, Yoga & Breathwork Teacher, Founder & CEO of Baseline What first drew you to combine psychotherapy with somatic practices, breathwork, and nervous system work? It started with a kind of professional restlessness. Early in my training, I wanted to understand people from the inside out, what drove them, what held them back, why we do the things we do even when we know better. But the more I learned, the more disconnected I felt in my own life. I knew so much, and somehow that made it harder, not easier, to actually feel calm, present, and content. The shift came from places that had nothing to do with my training on paper. A yoga teacher training. A breathwork training. Moments away from the noise where I dropped into a state I'd only ever read about, quiet, alive, present without performing it. Living fully. I remember thinking, this is what baseline actually feels like. Is this what life is supposed to feel like? It made me quite sad, realising how far away from it I'd been living. "Is this what life is supposed to feel like?" That question wouldn't leave me alone. What's the point if we only get to feel like this a few moments a year, especially once I realised I hadn't actually felt that state in years? So I went deeper into the body-based work, somatics, movement, breath, nervous system science, and found a way back that didn't depend on a retreat or a holiday. Psychotherapy gave me the why. The somatic work gave me the how. What are you noticing in clients that convinced you the body needs to be part of the healing process? The moment I trust most in a session isn't when a client finally puts something into words. It's the moment after, when something in their body changes. Shoulders drop. Breath shifts. Their eyes go softer. Someone who's been articulate about their pain for months, sometimes years, suddenly feels it move through them instead of just describing it. I had a client tell me it felt like she'd gained a superpower. She was getting more done, sleeping better, her relationships had shifted, and nothing about her circumstances had actually changed. What changed was her capacity to regulate, not just understand what was happening to her. I've seen this pattern over and over. People can talk about their stress with total insight and still be stuck inside it. The body doesn't update on insight alone, it updates on repetition, on small consistent signals of safety. That's the part talk therapy alone often can't reach, and it doesn't take months. Sometimes it takes minutes, with the right tool, repeated enough for the system to relearn. Why do you think nervous system regulation has become such an important conversation in mental health today? I think we've collectively hit a wall with purely cognitive approaches. For years, the message was understand yourself and you'll feel better, journal it, reframe it, talk it through. That's valuable, but a lot of people did all of that and still felt wired, flat, or one notification away from being overwhelmed. At the same time, the science caught up. HRV tracking and wearables have put words like stress score and recovery into everyday language, and that's made people aware their body is holding information their mind doesn't have access to. There's also the simple reality of constant low-grade activation, notifications, and an always-on culture that never properly resolves. Our nervous systems are responding to a pace of life they weren't built for. So the conversation has shifted from how do I think differently about my stress to how do I actually help my body come down from it. That's a more honest, more useful question, and it's why nervous system regulation has stopped being a niche therapy term and become something people are genuinely curious about. Where do you see traditional wellbeing approaches falling short when it comes to stress and burnout? Most traditional wellbeing tools are still fundamentally top-down. Journaling, mindset work, even a lot of meditation apps, ask you to think your way into a calmer state. That works for some people, some of the time. But if you're properly activated, if your nervous system is already in a stress response, your thinking brain isn't always the part that's available to you. I also think a lot of wellness culture has quietly become another performance. Streaks, badges, daily targets, guilt if you miss a day. That's the opposite of what a dysregulated nervous system needs. It needs permission, not pressure. Then there's the gap between knowing and doing. Most of my clients already know they're stressed, they know meditation exists, they know they should sleep more and slow down. Knowing has never been the missing piece. What's missing is something simple, fast, and body-first enough to actually use in the moment it's needed, not at the end of a long day when the moment has already passed. What inspired you to create Baseline, and what gap were you hoping to fill outside the therapy room? I kept seeing the same gap in my therapy room. Clients could understand their stress beautifully, talk about it, name their patterns, and intellectualise it from every angle. But in the actual moment, mid meeting, mid meltdown, mid 2 am spiral, they couldn't access calm. Insight didn't translate into a felt shift fast enough to matter. I built Baseline because therapy happens once a week for fifty minutes, and dysregulation happens constantly, in the small ordinary moments of an ordinary day. I wanted something that could sit in that gap, body-first, one to three minutes, that meets you exactly where you are, wired, flat, overwhelmed, and gives your nervous system a real, physiological reason to come back to baseline. There's also something more personal behind it. I could only ever see so many clients, and my waitlist kept growing. One of my biggest missions now is making this kind of regulation accessible to far more people than I could ever reach one-on-one. Regulation is contagious too, in the best way. A manager who finds their way back to baseline changes their whole team, with knock-on effects at home, with family, with friends. Moments at baseline shouldn't only be for people who can afford therapy. Often the people who need it most have the least time to take care of themselves, which is exactly what the three minutes is for. The aim was never to replace therapy. It was to give people access to regulation outside of it too, in the moments therapy can't reach, because life doesn't pause for an appointment. When someone feels overwhelmed or shut down, what is one simple body-based practice that can help them reconnect with themselves? It depends, honestly, we're all different, and it depends on which state you're actually in. If you're overwhelmed and wired, a sigh breath or a slow exhale through pursed lips can help release some of that charge. If you're shut down and flat, you need the opposite, a bit of gentle activation. Letting your eyes move around the room, or a few seconds of shaking out your hands and arms, can bring you back into your body before you're anywhere near ready to relax. The most important thing is meeting the body where it is, not forcing it into a calmer state before it's ready. When I'm genuinely stressed, the last thing I want to do is close my eyes and take a deep breath. I need to release first, close the stress cycle, before my body can settle. What I love about all of these is there's nothing to believe in or understand first. You don't need to know the science for it to start working. That's the whole premise behind Baseline too, body-first tools that meet you in whatever state you're actually in, not the state you think you should be in. After leading retreats around the world, what shifts do people often experience when they step away from the pace of everyday life? What I notice most is how quickly people drop into a state they didn't realise they'd lost access to. Away from notifications, the next task, and performing being okay, something in people visibly softens, usually within the first day. Shoulders come down. Conversations slow down. People sleep properly, often for the first time in months. But the real shift isn't the calm itself, it's what people learn about how they got so far from it without noticing. A lot of people arrive saying they're fine, just tired, and by day two realise they've been running on empty for a long time and calling it normal. What I love watching most is how much more themselves people become, like the layers of conditioning and chronic stress had numbed them without them realising, and underneath it, their actual character comes back. People laugh more, they're more present, more connected to what they actually want and need, not because we've solved their life for them but because they've reconnected with themselves enough to actually listen. People often expect retreats to be serious, and they're always a little surprised by how much lighter they leave. What I care about most is what happens after. A retreat that only works on a beach isn't actually useful, so we spend real time bringing even a small piece of that state back into an ordinary Tuesday, because that's where people actually live. The goal was never the escape, it's proof the calm was there inside them all along. Mostly, people just need that felt sense, their nervous system relearning that it's safe to trust it. It's such an honour to do this work. Your work often emphasizes curiosity over judgment, how can that mindset change the way we relate to ourselves during difficult seasons? Judgment keeps you stuck in the story of what's wrong with you. Curiosity gets you closer to what's actually happening, which is the only place change can start from. This isn't just a nice idea to me, it's something I researched and lived. I conducted and published research that looked at self-compassion as a buffer between perfectionism and wellbeing, and the pattern was clear, the people who could meet their own struggling with curiosity rather than criticism recovered faster and more fully than the people who tried to think their way out of it through self-judgment. In practice, say you've just snapped at someone, instead of asking what's wrong with me, you ask what was my body holding before that happened. It's a small shift, but it changes your nervous system's experience of the moment. Judgment puts you into a kind of internal threat state, curiosity signals enough safety to actually look at what's going on. Looking is the first step toward anything changing. We don't need to love everything about how we react. Even moving from judgment to just tolerating it is enough to shift something. Our mind and body have good intentions, they're not the enemy, they just sometimes have outdated ways of responding. As simple as it sounds, we can't hate ourselves into change. Leaning in with compassion and curiosity creates space for a shift. Judgment does the opposite. If there is one thing you would like people to understand about resilience, what would it be? That resilience was never about pushing through, even though that's how most of us were taught to think about it. The version I believe in now is about how quickly and how often you can return to baseline after life knocks you off it, not about how much you can withstand before you need to. It's a balancing act, a kind of training, finding a baseline, losing it, finding it again. Life is messy and not perfect, this was never about forcing one state, it's about moving with it and having a way back. I see this in my own life. I now work more than I ever have, and I'm building something genuinely demanding, but it comes from a completely different place than it used to. Less forcing, more clarity. Better fuel, not just more effort. The difference isn't that less is happening, it's that my nervous system has learned how to recover in the gaps instead of staying activated through all of it. If I could change one thing about how people think about resilience, it would be this, it's not a fixed trait some people have and others don't. It's a skill your body can practice and get better at, in minutes, not months, with the right, repeatable signal often enough. It's about having the capacity to live fully, and the tools to come back to that capacity when life takes over. Follow me on Instagram, LinkedIn, and website for more info! Read more from Marie Keutler