Structural Racism, Climate Emergency and the COVID Crisis – what connects them?
In this article we explore what underpins any lasting system change, and in the process illuminate how structural racism, the climate emergency, and the COVID crisis all share an underlying root which when dealt with can improve the health of our organisations, society and life on Earth.
Systems scientist Donella Meadows researched system interventions. She observed that the highest leverage point at which to intervene in a system is the worldview/mind-set out of which the system arises.
Unless we address today’s dominant yet out-dated worldview and the leadership logic that flows from it, then all our best endeavours for new ways of working and more sustainable, ethical and inclusive business models will be short-lived.
As co-author of Quantum Leadership and long-time specialist on Flourishing Enterprises, Chris Laszlo notes,
‘When a business announces that it will cut carbon emission 50% next year, it is really saying that it will harm the environment less. A more accurate way to think about such business efforts is that they are only slowing the rate of unsustainability. This should not be conflated with making positive impact, by which we mean creating economic prosperity, improving wellbeing, and contributing to a regenerative natural environment.’
Shifting business strategies from doing less harm to strategies that create flourishing for all life requires a root-and-branch transformation in how we perceive the organisation and its purpose, and how we perceive ourselves and our purpose. It’s a worldview shift.
This worldview shift is already unfolding. Here are some signs of change:
In August 2019, 181 CEOs of the US Business Roundtable (BRT) issued a statement about the purpose of the corporation. It stated that central to the purpose of the corporation is value-generation for all stakeholders including communities and the natural environment, as well as shareholders which were mentioned last. 20 years ago in 1997 the statement by the same Roundtable stated shareholder value was paramount and any other stakeholder interests only derivative of this duty. This is a significant shift in two decades.
Another sign is the exponential rise in B-Corps – businesses that agree to meet high standards of social and environmental performance, public transparency, and legal accountability. These organizations are moving away from a narrow focus on serving only shareholders to serving all stakeholders, including society and the environment. Since the certification was first established in 2007, the number of B-Corps has grown from a handful to over 3,000 around the globe, and the number is rising by the day. And it’s not just small organizations looking to make change, but French consumer products giant, Danone has now certified 30% of its brands and businesses as B-corps, and Unilever has an increasing number of B-Corp businesses within its corporation (Ben and Jerry’s, Seventh Generation and Pukka Herbs, for instance).
Corporate Social Responsibility (CSR), sustainability and Circular Economics are no longer side-line topics relating to volunteering, measuring metrics or philanthropy. They are now recognized as core to the strategic imperative of organizational viability. Sustainability professionals are moving from cubicles in the basement to the C-suite, accompanied by large, dedicated, and often virtual teams that reach throughout the organization. The business priority of sustainability will only increase as social and environmental issues increase.
“To prosper over time, every company must not only deliver financial performance, but also show how it makes a positive contribution to society. Companies must benefit all of their stakeholders, including shareholders, employees, customers, and the communities in which they operate.” Larry Fink, CEO of BlackRock, world’s largest business investor
Over the last 5 years we have seen a marked shift in the investor community from viewing sustainability, conscious leadership, ethics and corporate social responsibility as a distraction to core business performance to realizing it is essential for survival in these VUCA times. Larry Fink, CEO of the world’s largest investor BlackRock, tells all business leaders that within the next 5 years, every investor will be considering Environmental and Social Governance (ESG) criteria for every business they invest in. He sees ESG as key to understanding the future viability of any organization.
All good stuff! Yet, we also know that there are immense challenges pervading today’s systems and structures, with stress and tension at near breaking point. Time is not on our side.
Becoming Conscious of the Underlying Illness
To heal the systemic challenges we now face – of which COVID, climate change and structural racism are but 3 on a long list – we must become conscious of what the illness is that creates these systemic imbalances.
Our current worldview warps how we relate to ourselves, each other and the world around us, and it’s this that creates system frailties. It’s this out-dated worldview that creates the symptoms of the day. To deal only with symptoms while leaving underlying causes gapping is no recipe for the wise or urgent.
So what is our current worldview and why is it flawed? And in what way can it upgrade?
Let’s briefly explore the history of Western worldview shifts to gain context.
Worldview Shifts
While the history of the Western mind is complex, we can simplify our Western worldviews into 4 phases:
Phase 1) Animism – The shamanic animism of Neolithic and Palaeolithic times – prevalent in Europe from 2.5 million years ago all the way through into the Bronze Age circa 1,000 BC.
Phase 2) The Greco-Roman worldview – from pre-Socratic 6th century BC all the way through Roman and mediaeval times.
Phase 3) The Scientific Revolution and its Mechanistic Worldview of Separateness – from the 16th century, and still dominant today, yet now collapsing as it fails to cope with the challenges of the day.
Phase 4) The Participatory Worldview of Interconnectedness – begun in the 20th Century with the New Physics of Quantum Theory and strengthened through new scientific explorations such as Depth Psychology, Facilitation Ecology, Complexity Theory and General Systems Theory.
Let’s briefly explore each of these worldview phases, as it gives us context on what is rupturing today, and can help us make sense of these death/rebirth ruptures and the healing required as one worldview dies and another is being born into our collective psyche.
Phase 1: Animism
For the vast part of our human history we have viewed the world as fundamentally interconnected and full of an animating spirit. All of nature’s ensemble is perceived as sacred and interconnected. Nothing is separate, and when we harm one aspect of the world out there, it affects us in here. Shamanic rituals and practices help us attune with this interconnectedness. All human cultures the world-over find their roots in animism, and the indigenous cultures still functioning today draw upon this worldview. It is what informs their cultural norms and community behaviours. These indigenous cultures look upon how Westernised culture behaves with real concern. They see us as ill; sick due to a separateness from life itself. This sense of separation, they perceive, is what causes us to pollute our inner-selves and outer-systems at an alarming rate.
Phase 2: Greco-Roman
The brilliant pre-Socratic philosophers of ancient Greece formed the bedrock of Western culture for many centuries to come. Yet they drew inspiration from the animist cultures of Bronze Age/Iron Age Europe and from wisdom traditions further afield such as Babylonia, Egypt, the Indus and the Far East. For instance the pre-Socratic Thales famously said, ‘All things are full of gods’ as everything was imbued with spirit, similar to the animist worldview.
About 500 BC (2,500 years ago) breakthrough experiences were happening across the globe with great minds having profound insights, such as Lao Tzu and Confucius in China, the Buddha in India, Pythagoras and Parmenides in ancient Greece. While these people may have been far apart geographically, they all had a deep embodied sense of the sacredness and interconnectedness of life. In that regard, they were inspired by the animist cultures before them.
In the West, the great minds of Plato and Aristotle drew from the pre-Socratics of Pythagoras, Parmenides, Thales and others, and perceived the acquisition of knowledge as a sensing in to the interconnectedness of life. Plato’s self-knowledge as a key to self-enlightenment has parallels with Buddhism, Hinduism and Confucianism. The role of the individual mind drawing from the universal Mind is critical to right thinking and right action. The individual mind’s acquisition of knowledge becomes primary, yet not divorced from the interconnectedness of life. Hence, an increasing emphasis on the ‘self’ as an individual mind immersed within the wider universal Mind of Nature/Cosmos.
The Greco-Roman worldview underpinned cultural advancements throughout Europe, and along with it the rise of Christendom which drew much of its philosophical underpinnings from Greco-Roman thought. Yet, there comes a time when one worldview starts to fall apart and another worldview starts to emerge, and this happened in medieval Europe amid the Thirty Years War and significant weather changes (a mini Ice Age) and the famines and plagues that went with it, rising corruption in the Church, along with witch-hunts and Inquisitions. As the old worldview died, the Scientific Revolution was born.
Phase 3: The Scientific Revolution’s Mechanistic Worldview
Brilliant philosophers and scientists sort to acquire knowledge not from the interconnectedness of nature, nor self-enlightenment, nor the Church, but from the ability to manipulate nature for human betterment in order to overcome material needs and personal strife. Knowledge as power; power to extricate secrets from nature.
The human mind begun to be perceived as quite separate from nature, and nature’s ensemble begun to be perceived as a collection of objects, things to be examined, controlled and exploited in the acquisition of power. Our knowledge became less embodied and less connected to our deeper self and the universal Mind. Because the universal Mind could not be measured in a reductive sense it was deemed to not exist. The individual mind was perceived as creating its own consciousness, rather than it learning to attune to a field of consciousness within Nature/Cosmos.
Our knowledge became more in our rational heads – or as neuroscientist Ian McGilchrist might say, more in our left-brain hemispheres. In this analytic worldview we perceive the world as a machine – a machine of separate parts that can be analysed by examining the parts in isolation, much like a clockwork watch can be taken apart and put back together again.
It’s this mechanistic logic that underpins today’s management theory in business today. Taylor’s Scientific Management Theory which reduces the organisation down into mechanical push-pull levels and KPI dashboards, for instance. And Milton Friedman’s reductive focus on short term profits for shareholders while excluding from view everything else. These are products of a mechanistic logic that dominates today’s management thinking. It’s this mechanistic thinking that creates systemic frailties such as ecological degradation, mass migrations, COVID, rampant social inequality, structural racism, and climate change. This logic creates a sense of us-versus-them each-to-their-own competitiveness, exploitation and exclusion. It justifies imperialism and a dominator mode of behaving. Until we allow a shift in worldview, and the necessary healing this involves, we shall continue to apply this mechanistic logic even while designing well-intended solutions to today’s challenges.
To recap this brief canter through Western history:
For the large part of our human history we sensed the innate interconnectedness of all life. What we do to one part of the system affects the interconnected system in other parts too. Our individual minds were immersed within a Mind of Nature. This is Phase 1: Animism.
Then, the Western project of the Greeks heightened the importance of the individual mind in seeking self-liberation through the individual soul by attuning with the polytheistic Gods or monotheistic God within and all around us. This is Phase 2: Greco-Roman.
Then, the Greco-Roman project of self-liberation was transformed in to seeking fulfilment of material needs by exploiting the world around us based on a mechanistic logic divorced from the interconnectedness of life. Phase 3: Mechanistic worldview.
In this now dominant yet dying Mechanistic worldview, matter has come to be seen as divorced from mind and the physical is divided from the metaphysical. Humans are perceived as separate from nature.
Not until the turn of the 20th century did this neat-and-tidy compartmentalized and mechanistic view of the world get ruptured by brilliant minds of the day – scientists likes of Einstein, Bohr, Plank, Nernst, Schrödinger, Bohm – each of whom explored the existence of an all-pervasive field. Today, many refer to this field as the Quantum Field or Zero-Point Energy Field. In the book Regenerative Leadership, we call it the Living Systems Field. The acknowledgement of, and ability to attune into, the Living Systems Field helps with shifting from Phase 3 Worldview of mechanistic separateness into Phase 4 Worldview of interconnectedness.
This sense of interconnectedness is not alien to us, it feels like a home-coming. We have felt moments of this connectedness in our lives when we feel love and aliveness – a heart-felt sense of being aligned, present and true in the moment.
In Regenerative Leadership we speak of Activating our Super-Nature whereby the natural intelligences within us – the rational, intuitive, emotional and somatic intelligences – cohere as we open up to the Field, and with it a deeper way of knowing occurs. This is a natural capacity we all have, and it can be cultivated through simple practices, as explored in Regenerative Leadership.
The ancient knowing of our shamanic heritage is now being revisited and renewed in our contemporary language of ‘systemic’ and ‘ecosystemic’ awareness, which draws upon an inner-outer integration with life. Adult Developmental Psychology recognizes this return as the shift from Tier 1 to Tier 2 consciousness, where at a higher level of consciousness we are capable of cultivating empathy with and reverence for the interconnectedness of all life. The developmental psychologist Clare Graves calls this shift a momentous leap in humankind, a shift into a different level of existence. His research evidenced this shift already unfolding. It is characterised by individuals beginning to realise the interdependence of all things.
So emerges Phase 4: Participatory Interconnectedness Worldview
Scientific discoveries at the micro-biological, ecological, psychological and sociological levels shed light on the participatory and relational nature of life. The human mind begins to be seen as reverberating within an interdependent connected world. Our inner psychological wellbeing influences and is influenced by the outer world. How we relate to the world through right thought and right action affects our ability to flourish at individual and collective levels. The acquisition of knowledge is seen as participatory, collaborative and relational.
This opens up new vistas beyond the constraints of the mechanistic logic. Such a worldview shift transforms underlying beliefs and informs values we live and lead by. And so enters a new kind of leader – the ‘systems leader’ or Regenerative Leader who can sense the participatory and systemic nature of their organisations and wider ecosystems.
‘Though they differ widely in personality and style, genuine systems leaders have a remarkably similar impact. Over time, their profound commitment to the health of the whole radiates to nurture similar commitments in others. Their ability to see reality through the eyes of people very different from themselves encourages others to be more open as well. They build relationships based on deep listening, and networks of trust and collaboration start to flourish.’ Peter Senge
Stress amid our social systems, our economies and our ecologies is rising exponentially. Riots about racism, protests about climate change, round-tables about mental health and wellbeing, UN Goals about justice and inequality, are symptoms of a worldview death-rebirth on our watch. This epochal time of immense upheaval can inform a deeper way of being and a deeper way of knowing within us if we so choose – no credit card or social rank required.
Let’s relate the current Mechanistic Worldview to today’s business logic, and see how we might sense signs of an emerging shift into Participation and Interconnection.
Today’s business management mind-set perceives the organisation-as-machine, as it draws upon the clockwork mode of thinking. The job of the manager is to manage and control business units within this organisation-as-machine through dashboards, levers and resource efficiencies. People are viewed as ‘human resources’ to be managed and controlled amid survival of the fittest.
Trust goes out the window. Organisations become soul-sapping. The machine mind-set adds layers of bureaucracy, and cultures become sick. Enter the world of Volkswagen, once a trusted quality brand caught cheating, with billion-dollar fines. Also, Samsung Electronics, again once a trusted brand, caught cooking the books. These are by no means isolated cases. Neither are the corporate cultures where people come to work and switch off much of themselves, don a mask, lying, hiding, faking every day. And the racket of ‘purposeful brands’ – nice sounding platitudes of how an organisation seeks to help society while ruthlessly focused on becoming Number 1 in the market. Values charters are stuck on the walls yet no one really embodies them in the day-to-day cut-and-thrust, they merely regurgitate them at the next pay-review. It’s the same logic that seeks reduction in carbon and water footprints due to cost reduction yet has little concept of how or why the organisation can become a force for good in the world. It’s a logic that has become divorced from life itself. It corrupts and enslaves us. The collective unconscious starts to rupture. Change is in the air.
Organisation-as-living-system
As we open up to Phase 4 – the Participatory Interconnected Worldview we begin to perceive both the parts themselves and the inter-relations of the parts within a holistic relational system. We start to realise that the organisation is not actually a machine, it an emergent adaptive system that is continuously sensing and responding to its ever-changing environment. We can still utilise machine logic when project managing, measuring and monitoring, yet we are not limited by this analytical type of knowledge acquisition. Instead we are free to attune to the relational flows and emergence that enliven or stifle the organisation as it adapts and evolves. As we perceive this living organisation, we also begin to see that it thrives by enlivening all its stakeholders and creating flourishing futures for all life. We regain our sense of purpose as stewards of life on Earth, not plunderers. We start to create the space to heal ourselves and feel more connected again to real life.
As business expert Jay Bragdon has meticulously shown in his two decades of research at the Global Lamp Index and highly informative book Companies that Mimic Life, organisations that understand and embrace this participatory living-systems mind-set consistently out-perform their mechanistic counter-parts. Its simply the Logic of Life – which is articulated in detail with supporting business references in the book Regenerative Leadership.
Leaders can ease off having to control-and-predict everything through stressful bureaucratic management. Instead leaders cultivate conditions for people to sense-and-respond, locally-attune and adapt to the ever-changing landscape in a far more responsive way than any top-down bureaucratic machine-mentality ever can. We may not wish to discard the hierarchy altogether as it can serve a purpose within a more hybrid structure, but certainly we can release bureaucracy while unlocking human creativity and brilliance.
We can perceive the organisation as having an ‘inner’ dimension where employees contribute to the health and vitality of the organisational culture through their empowered capacity to bring more of themselves to work, to be creative and collaborative, and to trust each other. And we can perceive the organisation’s ‘outer’ dimension where all stakeholders, including customer, suppliers, investors, communities, the natural environment, etc. form part of a healthy vibrant ecosystem where all relations interweave and participate towards life-affirming futures. The inner and outer inform each other.
Coming to work, whether on zoom or in the office, invites people to unlock their brilliance, work with their own tensions and learning edges, and contribute to a brighter future for themselves, their fellow employees and all stakeholders including society and the environment. Purpose and values are lived not just espoused.
This is rooted in a worldview shift, and not plastered on like a Band-Aid to an old mind-set.
‘When we behave as though the linear, mechanistic, separatist, cause-and-effect perspective is the only way to understand, we mentally disconnect from the beautiful, magnificent flow of life and retreat into ever smaller compartments of specialized denial. We no longer affirm the mystery of endless connectivity and wholeness – awareness that we, the quark and the universe, are both one and many, both infinite and finite, both particulate and whole. We begin to shrivel our life into the whining, puerile, pitiful little concepts of ‘me’ and ‘mine’, ‘get’ and ‘keep’, ‘win’ and ‘lose’. Life is emptied of content. Self-interest and greed become worthy of emulation. Winning is all that matters. Wealth, fame, and power become deities to worship. It is a desperately sick society that does so; a society that turns its back on life and moves toward destruction and death. It is just such a society we are creating.
It is an equally sick society that denies separability, individuality, and difference. Such a society loses the creative force of conflict, the formative tension of opposing forces, the vitality of change, the creativity of difference, and the beauty of distinction. It sinks into uniformity, conformity, and indifference. It would be a great mistake to sink into such a grey miasma in an effort to correct present ills.’ – Dee Hock, Founder and former CEO of VISA
My work as an executive coach and adviser, is to help people make sense of this worldview shift and practicalise it in terms of leadership and organisational development.
This does not mean having to learn yet more stuff, or work harder. In fact, it means moving closer to what really enlivens us.
Giles Hutchins is at the forefront of synthesizing new logics for business with the natural rhythms of life and the human mind that will revolutionize business. – Lynne Sedgemore CBE, former CEO, Centre for Excellence in Leadership
Rather than leaders getting caught up in the incessancy of having to try and control and predict everything that is unfolding amid this messy unpredictable time, we can cultivate the courage to let-go and open-up by listening more deeply to what is emerging in ourselves and through our relationships. By creating space inside oneself, we can create the space in our relationships with others, to allow insight and creativity to flood in. When we might feel the ego-urge to react in haste, it may well be that pausing, sensing and then responding might save more time in the long run.
Creating the space to listen to people within the organisation by bringing diverse employees together to share in collaborative and authentic ways encourages people to bring more of themselves to work. Soon creativity bubbles up and people start to take personal initiative and responsibility for situations as they unfold rather than waiting for ‘them upstairs’ to figure it out.
Likewise, in creating the space to listen and share through stakeholder dialogue with customers, suppliers, regulators, communities, and such like, we allow the organisation to sense into the emerging landscape.
This inner and outer relationality is how the business learns to adapt and evolve amid these unprecedented times. Rather than the old mechanistic mindset of control-and-predict we allow the new living-systems mindset of sense-and-respond to emerge as we listen deep within ourselves and through our relationships with others.
In the book Regenerative Leadership we explore how to apply the living systems logic of Divergence-Convergence-Emergence. Divergence (diversity, creativity and distributed decision making) counter-balances and integrates with Convergence (authenticity, sense of purpose, values and inclusive behaviours) to create Emergence (agility and organisational learning). It’s this that enables the living organisation to adapt and evolve. Nothing more, nothing less.
In their excellent book, Quantum Leadership, Frederick Tsao and Chris Laszlo show how introducing practices in the workplace can help leaders and managers see themselves as interconnected and participatory, both within the organisation and across the stakeholder ecosystem. This sense of inner-outer participatory interconnectedness provides a living-systems vision, relational awareness and quality of coherence that provides a greater sense of purpose, greater collaboration and an evolutionary leadership mind-set where crises and limitations become opportunities to learn, adapt and evolve. Quantum Leadership provides empirically-based research showing how ‘quantum leaders’ help organisations thrive in these volatile times. It’s a timely and important book.
As the wise writer Antoine de Saint-Exupery once said, ‘If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.’
So often we get caught up in assigning tasks, to-do lists and engineering solutions – all of which is useful. But let’s not overlook what this new business paradigm is actually all about – opening up to our humanity and falling back in love with life once again. It’s this that helps us remember the immensity of the sea, if only we dare open up to real life beyond the illusion of separation.
What are my beliefs? When I allow myself to tap into Phase 4’s Worldview of Interconnectedness – as the acculturated programming of Phase 3 still grabs my attention at times – then I believe with my heart that humans are innately loving beings.
This belief is not based on wishful hope, it’s rooted in a deep knowing.
What is within us is within everything. Once we understand this truth, we step outside of the parameters of our individual self and come to realise the power that is within us. This shift in awareness is a very simple step that has profound consequences – Llewellyn Vaughan-Lee
I see this with my own eyes when witnessing the innate urge people have to help others in times of strife, whether it be at the edge of the road during a car crash or when someone has lost their way and seeks direction, or amid more drastic situations like flooding and power-outages in New York. In such situations we find people opening out their hand to help regardless of ethnicity, class or status. Likewise, I was heartened to see the photo of black protesters making a human wall of protection around a white policeman who had become separated and isolated amid a protest. And I have personally experienced, on the streets of London, that when an injustice happens those nearest at-hand help to protect the vulnerable.
I also notice the exponential rise in interest around personal wellbeing, mindfulness, embodiment practices like yoga and T’ai Chi, purpose beyond materialism, altered states of consciousness and feelings of oneness. All of which are fuelled by a desire to connect with the rapture of real life.
It is fear that reduces down our heart’s innate desire to reach across and connect with the other, or to help amid strife. And the backdrop of fear across all societies has been on the rise as stress in all systems piles on the pressure. But this fear can’t extinguish our innate love of life. Love is where real power resides. The Logic of Life reveals this to us. As Einstein knew, when we look deep into Nature, we understand everything better.
I see the power of love every time I host leadership workshops and facilitate simple but powerful practices like Deep Listening.
For instance, a strongly opinionated alpha-male Trump-voting corporate leader sits opposite an Islamic burka-wearing woman from the Middle East, and cries as he opens-up and shares from the heart. They connect across perceived boundaries of separation, and realise they are friends not foes.
How to enable this shift in perception from head to heart? I have found one of the most powerful ways of doing this is to take people out into nature, so masks and falsities can start to melt. After some coherence and connection techniques, a circle around the camp fire provides the space conducive for leaders to listen deep and share in authentic ways. The heart of the matter is reached far quicker than in any boardroom or corporate hotel.
It’s not rocket science. In fact it’s all very natural and nourishing. Yes, for sure, opening-up requires a psychologically-safe environment, and space-holding facilitation to allow the tight grip of Phase 3 worldview to loosen and Phase 4 to flow. Yet, it is a natural process of overcoming fear with love. Getting out of the analytical head and into the heart where real wisdom resides.
‘He who is in harmony with Nature hits the mark without effort and apprehends the truth without thinking’ – Confucius
In the book Regenerative Leadership, we provide pages of personal and organisational practices that help cultivate such a shift.
Justice starts with crossing the threshold and opening-up into a way of knowing that is rooted in love. Justice, of the lasting kind, comes from the soul not the ego. When someone is fully seen and heard, through heart connection, then Justice shows Her face.
Insanity laughs under pressure we’re breaking
Can’t we give ourselves one more chance?
Why can’t we give love that one more chance?‘Cos love’s such an old fashioned word
And love dares you to care for
The people on the edge of the night
And love dares you to change our way of
Caring about ourselves
This is our last dance
This is ourselves under pressure– David Bowie & Freddie Mercury
It’s this pressure that can cajole us into evolving through love or being subsumed with fear. The choice is at hand. What a fascinating yet challenging time to be alive.
I’ll see you all, where ever you may be, I’ll see you all at the Dance said She.
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Giles Hutchins is a pioneering practitioner and senior adviser at the fore-front of the [r]evolution in organizational and leadership consciousness and developmental approaches that enhance personal, organizational and systemic agility and vitality. He is author and co-author of several leadership and organizational development papers, and the books The Nature of Business (2012), The Illusion of Separation (2014), Future Fit (2016) and Regenerative Leadership (2019). Chair of The Future Fit Leadership Academy and Founder of Leadership Immersions, co-founder of Biomimicry for Creative Innovation and Regenerators, he runs a 60 acre leadership centre at Springwood Farm, an area of outstanding natural beauty near London, UK. Previously held corporate roles – Head of Practice for KPMG, and Global Head of Sustainability for Atos (150,000 employees, over 40 countries). He provides coaching at individual and organizational levels for those seeking to transform their personal and/or work lives. He is also a keynote speaker on the future of business.
The Nature of Business 
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