Tag: coaching

Speak Up!

Woman Using MegaphoneI was reading Tara Mohr’s op-ed about how women at work are criticized more than men so need to learn to tolerate it better the day after I was chewed out by a colleague for speaking up about something I believed in. That colleague – a fellow board member on a local community organization — was another woman.

I lamented that even some women seem to have taken on the nasty habit of criticizing women more than they do men, particularly for how they express themselves. In this case, I was criticized for sending an e-mail saying I did not want to participate in a male colleague’s public criticisms of others in our community. (Privately, several other women on the board thanked me for speaking up.)

It’s a trivial example, but in other contexts, speaking up without fear of criticism can be a matter of life or death. Which makes me think Mohr and Kieran Snyder, whose study she cites, are on to something really important. Its implications reach far beyond women’s success in the workplace or community advocacy.

Take the problem of violent extremism, which has pulled the United States into war after war over the last 13 years and threatens to keep us at war for the indefinite future. At a recent conference I attended, Mossarat Qadeem, Executive Director of the Paiman Alumni Trust in Pakistan, spoke of a successful program she started to counter violent extremism in a remote part of Pakistan. It was all about educating women – first, in how to make a living, and second, in how to keep their sons from engaging in extremist violence. It’s necessary first to teach women how to make a living, she explained, because otherwise, they’d be financially dependent on their sons, as many long had been; they would therefore be powerless to speak up and influence them.

Mohr similarly explains that historically, women around the world learned not to speak up for themselves, or for what they believed was right, for fear of offending and being rejected by men, whom they depended upon financially. While that’s less true in the United States today than it was in the past, it’s still very true around the world.

Nicholas Kristof makes a related point in his New York Times column on Thursday, where he argues that instead of spending so many billions of dollars killing extremists around the world, the U.S. government ought to invest more in educating the women who live with them. Groups like the Islamic State have intentionally kept women ignorant, illiterate and oppressed to create “a petri dish in which extremism can fluourish,” writes Kristof. As in the remote tribal areas of Pakistan, education equals empowerment equals influence, and in the long run will be far more effective in preventing terrorism than will guns and bombs.

I’m not saying the United States never has to use its military to fight terrorism or that educating women and girls will solve everything; but it’s a far less costly, more humane and potentially long-lasting solution to many of the most entrenched problems we’re seeing around the world today. (On a related note, American women tend to be far more concerned about global warming than men; according to a 2014 Gallup survey, 60 of “concerned believers” are women, while two-thirds of global warming skeptics are men. An entire world of educated women could make a world of difference.)

Which brings me back to my community group, and Snyder’s study. Even those of us with the privilege of being highly educated and interacting with equally educated men have work to do when it comes to making sure our views are heard. Those views may sometimes elicit praise, but they’ll often elicit criticism, which, as Mohr notes, we’ll just have to get used to.

“Women today inhabit a transitional historical moment,” says Mohr. “We have tremendous new freedoms and new opportunities, but the legacy of a very different past is around us and inside us.”

That means we all have important choices to make about how we use those freedoms — and support them for others — as we move into the future.

 

 

 

by Daphne Eviatar, coaching & consulting

Start Where You Are

photo
The view from my roof at sunset.

I’ve been trying to get outside more.  I love the outdoors, but the noise and congestion of New York City can make being out on the street pretty unpleasant, so lately I’ve been escaping to the roof.  I’m lucky to have access to a rooftop, and I’ve discovered that sunset yoga up there can be pretty amazing — and free.

The problem is that getting to the roof requires climbing up a ladder that’s in a really disgusting old utility closet.  The closet was disgusting when I moved into this place 17 years ago, filled with corroding old paint and stain cans, various kinds of cements and glues and solvents and other toxic substances that inevitably leak and spill and are really hard to safely (and legally) dispose of.  So somehow, I’ve never cleaned it out.  But now that I’m climbing that ladder to get to the roof more often, the nastiness of the space has really struck me.

I’ve also been reading Margaret Wheatley and Deborah Frieze’s book, Walk Out, Walk On, which I’ve written about here.  One of the most striking stories in the book is of a group of people in Brazil who took an abandoned apple warehouse filled with sludge — “layers of dirt, asbestos, syringes and excrement” — and turned it into a thriving community center. Organized by a group of Brazilians who started the “School of Warriors without Weapons,” the community of Paqueta, realizing that no one else was going to come clean up that old warehouse for them, decided to take on the task themselves.  Working just 15 minutes a day each, volunteers who’d created a vision for what they wanted the place to be cleaned out the 11,195-square-foot warehouse and transformed it into something their community really needed:  a healthy public space.

It’s an amazing story that inspires me in all sorts of ways, especially as I think about how coaching skills could help advocacy and community organizations. But what it inspired me to do the other morning was to clean out my closet.

After descending the ladder, I was about to just close the door once again on the dirt and muck and leave that project for another day. Maybe I was influenced by that post-yoga feeling of well-being, but it suddenly struck me that no one else was going to come and clean that closet up for me.  And that actually, doing just a little at a time wouldn’t be all that difficult.  Sure it’s kind of gross, but I can wear rubber gloves.  It’s really not that big a deal.

So I pulled out the gloves and some sponges and paint scrapers and I cleaned the damn thing up.  And you know what?  It wasn’t that hard.  I haven’t gotten rid of all the old containers in there yet, but it only took me about an hour to clean up the layers of grime that had built up on the shelves and the molding, and the chunks of debris scattered on the closet floor.  And man, did I feel better afterwards.

We’ve all had that experience:  some task looms before you that you don’t want to tackle because it seems really impossible and unpleasant and like it will take forever.  But imagine how nice it will be when it’s done;  then just start where you are.  Eventually, you’ll get there.

“Start Where You Are” is also the name of a Pema Chodron book I like that makes a really helpful point.  You can’t get to the good stuff without going through some bad stuff too.  Pema puts it more eloquently:

Life is glorious, but life is also wretched. It is both. Appreciating the gloriousness inspires us, encourages us, cheers us up, gives us a bigger perspective, energizes us. We feel connected. But if that’s all that’s happening, we get arrogant and start to look down on others, and there is a sense of making ourselves a big deal and being really serious about it, wanting it to be like that forever. The gloriousness becomes tinged by craving and addiction. On the other hand, wretchedness–life’s painful aspect–softens us up considerably. Knowing pain is a very important ingredient of being there for another person. When you are feeling a lot of grief, you can look right into somebody’s eyes because you feel you haven’t got anything to lose–you’re just there. The wretchedness humbles us and softens us, but if we were only wretched, we would all just go down the tubes. We’d be so depressed, discouraged, and hopeless that we wouldn’t have enough energy to eat an apple. Gloriousness and wretchedness need each other. One inspires us, the other softens us. They go together.

I’m not equating cleaning out my closet with life’s most painful moments.  But the point applies even to the simply unpleasant and annoying tasks we try to avoid:  if everything were easy and good and clean and beautiful all the time, we wouldn’t really see and appreciate it. Nor would we appreciate how difficult life can be for others, whose lives may be dominated by many more annoying, difficult or even truly wretched circumstances. Even in taking on grubby little chores, we can find compassion for others, and greater possibilities for ourselves.

by Daphne Eviatar, coaching & consulting

Power, Play and Hierarchy

40694-24568For anyone who questions rigid hierarchies and power structures or just feels discouraged or deflated by them, the book Walk Out, Walk On: A Learning Journey Into Communities Daring to Live the Future Now, by Margaret Wheatley and Deborah Frieze, is worth checking out.

“Walk Outs,” the authors write, are “people who bravely choose to leave behind situations, jobs, relationships and ideas that restrict and confine them, anything that inhibits them.” They “walk on” to “ideas, people, and practices that enable them to explore and discover news gifts, new possibilities.”  Rejecting rigid hierarchies and outworn notions of how things should be done, they learn and create new things.

The book traces seven projects in different parts of the world where individuals and communities created something out of what looked like nothing, relying not on outside expertise or a pre-designed plan, but on the dreams, ingenuity and creativity of local people joining together to build something they need.  I won’t get into the different projects here, which are really pretty amazing and worth reading about.  But I do want to share a few choice observations on power and hierarchy from the authors that could apply as much to a modern workplace in midtown Manhattan as to an impoverished favela in Brazil, the site of one of the projects described.

In physics, power is defined as the rate at which work gets done. This works fine for machines, but it has no relevance for humans. Yet many leaders assume that people are machines, that we can be programmed, motivated and supervised through external force and authority. This “command-and-control” leadership smothers basic human capacities such as intelligence, creativity, caring and dreaming.  Yet it is the most common form of leadership worldwide.  When it doesn’t work, those in power simply apply more force…. People resist the imposition of force by withdrawing, opposing and sabotaging the leader’s directives…. This destructive cycle continues to gain speed, with people resenting leaders and leaders blaming people.

This cycle not only destroys our motivation, it destroys our sense of worth…. It’s also visible in rigid hierarchies where people, confined to small boxes, can’t remember when they last felt good about themselves or confident in their abilities.

Power of this kind has a predictable outcome: it breeds powerlessness.  People accept the message they’ve heard so consistently, that they’re helpless without a strong leader. They become dependent and passive, waiting for a leader to rescue them, and their growing dependency leaves leaders with no choice.  They must take control if anything is going to get done.

What if solving a problem were instead approached as playing a game, write Wheatley and Frieze, and everyone with something at stake were invited to participate?

Games invite us to let go of our resignation and our sense of limitation – and simply to start dreaming, creating and imagining…. In the logic of play, people are invited to break rules, experiment, innovate, and be original…. Play returns us to a state in which we can see what’s possible–not what’s so…. We are inspired to experiment, to try out new ideas, to take ourselves a little less seriously. We do not have to conform to what we already know.

That’s the reasoning underlying the kind of leadership that leads to the stunningly successful projects described in this book.

It’s also consistent with new social science research showing that people perform much better and have far more energy for tasks they choose to do because the outcome matters to them, even if the task itself seems somewhat tedious, than for work they don’t really care about.  And people generally care far more about work they’ve chosen, using methods they’ve created, than work they’re told to do following someone else’s dictates.

All of this may seem obvious.  But it’s surprising how few leaders in workplaces consider this.  As I’ve written before, your boss may or may not be among the more enlightened leaders, but there are ways of setting your own goals and choosing your own means of accomplishing them that can go a long way towards putting you in the driver’s seat of your own work.

And if your job really doesn’t allow you that?  Then it may be time to “walk out” and “walk on.”

 

by Daphne Eviatar, coaching & consulting

Not Your Job. Or Is It?

Workplace-HellI realize that unemployment in this country is a serious problem, but talk to people who have jobs and most will tell you they don’t like them very much.

Reason #1 is that the purpose of the job isn’t your satisfaction: you’re working for someone, or some company, whose goal is to maximize profit (or attract funding, if it’s a nonprofit), not to make you happy. You’re inherently a cog in the machine, and most bosses treat their employees that way.

That’s not to say that all bosses are bad or mean people. Many may be great to their families and friends, committed to righteous causes, and maybe even decent to work for. But lots of bosses are under lots of pressure themselves to perform: to demonstrate their value to their boss, in some measurable way, whether by increasing profits or producing some other specific outcomes that will capture their manager’s attention, and keep them employed with the hopes of eventually reaching a higher rung on the ladder. And you, as a cog in the machine that they’re required to manage, are not on top of their list of priorities.

Again, they may be very well-meaning. But human beings pretty universally put their own needs first. Some are better or worse at considering the needs of others, but chances are your boss isn’t losing sleep over whether you’re feeling fulfilled in your work, employing your greatest talents or learning anything new. That’s for you to lose sleep over.

If you do, and you actually want to feel fulfilled at work (reportedly only 13% of people in the world actually feel engaged in their work) you have two choices: either 1) quit and work for yourself, so you get to be your own boss (and take on the boss’s responsibilities as well); or 2) find ways to create meaning for yourself while working for someone else. Above all, don’t expect someone else to do it for you.

In a recent NYT column, Management Consultant and Executive Coach Tony Schwartz laid out six ways managers can make their workplaces better, including such basic things as respecting the people who work for them, measuring employees’ worth for what they create and not their hours clocked, and encouraging them to get off 24-7 e-mail. All of that sounds really good, but I’d bet your boss didn’t read that column. Probably he was too busy answering to his boss; or, he was enjoying his own free time and not worrying too much about you. After all, he generally doesn’t have to. Yes, his employees might be happier and more productive if he did, but managers, like politicians, don’t generally think that far ahead. They tend to be more focused on getting done what they have to so they can get out of the office and go vent (or ignore) their own frustrations.

While management consultants may have great advice on how to create a better workplace, in my experience, few employers actually take them up on it. It falls to employees to make the better work environment for themselves. While you can’t control everything, there are probably many more things you can control and take charge of than you realize.

So, I’m going to take the liberty of twisting Tony Schwartz’s tips to put the power back in our own hands. Here are my top six ways:

1. Respect yourself, and your own work. Instead of looking to the boss to tell you you’re doing a good job, consider your own goals at work. What are you trying to accomplish? What matters to you about this job? What will be different if you do a better job, and how would you even define that? Then, set an intention to fulfill your own goals, for your own purposes. And feel proud of yourself when you do.

2. Measure yourself by how well you do what’s important in your work, and not by how many hours you put into it or show up at the office. Many employees worry about “face time” or otherwise looking like they’re working hard, maybe by sending a lot of useless e-mails. For those who work on occasion from home, we worry we’re not taken as seriously or efficiently because we’re not seen sitting at our office computer. My advice: forget about all that. Instead, keep in mind your own goals for the job, the outcomes you want to accomplish, and measure yourself by how well you achieve those, or how much you focused your efforts on achieving those, if the outcomes aren’t within your control. Forget what you look to others, since chances are they’re not paying as much attention to you as you think. But in case they are, be sure to let the higher-ups know when you do accomplish something you’re proud of. They might not know about it otherwise.

3. Get off e-mail. Stop reacting immediately to every e-mail you receive, or you’ll never get anything else done. Unless that’s the primary function of your job, take time to disengage from the constant e-mail chatter so you can concentrate on the work you want to accomplish and the goals you’ve set for yourself. E-mail is a huge distraction and a time-suck. And while sometimes it’s necessary, few people really have to respond as quickly as we do, in most instances. Maybe keep an eye out for e-mails from your boss, is she’s a stickler for quick responses, but otherwise, take time to turn it all off and focus. You’ll find you’re able to accomplish a lot more of what matters. Then you can send an e-mail letting everyone know that.

4. Build downtime into your life. The more demanding, stressful or boring your job is, the more important it is for you to take time off from it. Make sure you have daily things you do that aren’t work-related and really take you away from the job. They could be exercise, meditation, yoga, gardening, walking, painting or dancing – whatever it is, have other things you do in your life that you find fulfilling and relaxing and take you away. That’s key to not feeling burned out by work, whether you like your job or hate it.

5. Define your work in ways that matter to you. Why did you take this job in the first place? Other than the pay, was there anything about it that interested or appealed to you? Are those things still possible? If not, have new aspects of the work opened up where you feel you can make some difference? In other words, what’s important to you about your job, and how can you stay connected to that? Ultimately, that’s what should define how you feel about your work, more than how somebody else judges your performance, and whether or not anyone else ever tells you your work is appreciated.

6. Remember what you can do for others. Ultimately, workplaces are collections of people who come together with at least some shared purposes, even if it’s just to earn a living. And in those people are lots of possibilities, both to learn from and be enriched by them, and to give them something of yourself. We all have basically the same needs for appreciation, respect and security, and each of us has some role to play in helping others get those needs met. So when you go to work each day, consider what you can do for someone else to make them feel more appreciated and respected – whether it’s the receptionist, your office mate or your boss. That will both make you feel like you’ve done something worthwhile each day, and can help prevent conflicts (particularly with your boss) in the future.

Each of these points merits a lot more attention and consideration, and I’ll go into more depth on them in future posts. But this summary list is my first step toward exploring how we can all stop waiting for the managers in our lives to change things from the top. Chances are, it’s not going to happen. Start taking the matter of your work – and your life – into your own hands.

by Daphne Eviatar, coaching & consulting

It’s Okay To Be Blue

screamblueNow that we’ve passed Labor Day, there’s all sorts of advice out there about how to beat the post-vacation blues. Tips range from immediately unpacking your suitcases to going for a run to taking stock of your life and your work.  All good ideas.

But in a culture obsessed with the quick fix — things you can do, buy, eat or drink to make you happy — there’s one bit of advice you rarely hear:  let yourself feel lousy.

You’ve left your idyllic vacation spot, returned to a noisy city, a boring or stressful job, and re-immersed yourself in all the day’s bad news. It’s not surprising you don’t feel great.

After a recent week of traveling and being completely checked out, I made a huge effort to appreciate my return to home and work, ease back into my life, etc..  And I still felt crappy for a while. That’s okay. In fact, it can be a good thing to let yourself actually experience your emotions rather than pushing them away.  One surprising thing I’ve learned through coaching is that really sitting with my emotions for a while allows them to slowly transform — and can lead to some pretty amazing insights.

Left alone, emotions themselves last only about 90 seconds to 2 minutes.   It’s the story we tell ourselves about them – that my life sucks, my job sucks, I’m stuck in this place I hate, etc. – that tends to drag out that emotion, and cause us to have it over and over again and feel stuck.  Pema Chodron talks about this beautifully in her books, and suggests people “lean in” to the emotion rather than run from it. (This is a very different concept of leaning in from Sheryl Sandberg‘s.)

When I was feeling particularly lousy one evening, I called up my copy of Jon Kabat Zinn’s book, Coming to Our Senses. A professor of Medicine at University of Massachuseetts medical school and creator of Mindfulness-Based Stress Reduction, Zinn talks about the healing power of just focusing on the present and experiencing your emotions, without the overlay of thoughts.

As Zinn explains:

Enthralled once again, even when in great pain, with the story of me that I am busy creating, unwittingly, merely out of habit, I have an opportunity, countless opportunities, to see its unfolding and to cease and desist from feeding it, to issue a restraining order if necessary, to turn the key which has been sitting in the lock all along, to step out of jail, and therefore meet the world in new and more expansive and appropriate ways by embracing it fully rather than contracting, recoiling, or turning away.

So when you’re hit with that defeated or sad feeling, try just letting it be. Notice it, check in with yourself, with your body, and really feel it. Where do you feel it? What does it feel like? Drop the story line that’s feeding it, and see what else comes up. Does it begin to shift? What I’ve found particularly amazing about doing this is that by sitting with it, the pain not only goes away, but turns into something else — something new — that moves me forward.

by Daphne Eviatar, coaching & consulting

The Importance of Being A Beginner

Zen Bizarro-07-22-12-WEB bizarrocomics comOne of the biggest challenges of becoming a coach at this stage in my life is being a beginner all over again. Having spent years becoming an “expert” at things – first law, then journalism, then national security/human rights – it’s frustrating to go back to square one. Of course, no one ever totally masters anything completely, but after a few years doing something you get the hang of it enough to feel at least competent. Not so when you’re learning something brand new. It is, to say the least, humbling.

That can be true even for things that are supposed to be fun. I’m on vacation right now, for example, stretching the summer into September by spending this week in Maine. It’s beautiful up here, and I decided to bring some drawing materials with me to really immerse myself in that aspect of it. But the truth is, I haven’t done much drawing since I graduated from college. That was a long time ago. Over the last year, though, I’d decided I wanted to get back into doing something more creative, exercise the right brain a bit and let my more rational, judgmental side get some rest. So I’ve been taking the occasional drawing class (with this great teacher) – some life drawing, and an occasional pastel workshop. Surely, I thought, I could capture the beauty of Maine if I tried.

Not so easy. Two hours of pastel drawing while perched on the edge of a cove on an overturned canoe yesterday, trying to render an incredible landscape of wildflowers and beach grasses and evergreens, turned into a pretty big mess. There are a few parts of the drawing that kind of work, but there’s a big blob in the middle that I can’t make head or tail of.

At first, I found this really frustrating. I’d just spent half the afternoon to create this? It didn’t help when later in the day I stepped into a gallery in town and saw a perfectly-rendered framed pastel of a woman kayaking in a blanket of fog. I felt defeated.

I love what I’m learning, whether it’s coaching or drawing. But learning something new will always be hard, and sometimes even a bit humiliating. It requires going back to being a beginner while living in a culture that’s focused on celebrating expertise. For those of us raised to prize achievement and accumulate merit badges over the course of our educational and professional lives, it’s hard to start back at the beginning. But I’m finding it’s also wonderful: it allows me to truly value and appreciate and learn from others, while I grow and stretch myself.

This made me feel better about my lousy drawing, too:  Scientists have found that learning new things actually rewires our brains and makes them function better, through a process called myelination. That requires practice.

I like the Buddhist perspective, which, unlike Western culture, actually celebrates “beginner’s mind.” As Zen teacher Shunryu Suzuki puts it in his book Zen Mind, Beginner’s Mind: “In the beginner’s mind there are many possibilities, but in the expert’s there are few.”

The idea is not only to be open to the new, but to deliberately adopt a fresh perspective on everything — including on the things you do or see every day. Dr. Kevin Tidgewell, a professor of Medicinal Chemistry at Duquesne University, applies the idea to his scientific studies: “this beginner’s mind philosophy is the idea that you should come in your practice with no ego…. you should come with an open mind in that all things are possible, not simply the previously held beliefs and the standard beliefs of the field.”

Consider the alternative:  if you’re not willing to brave being a beginner or to adopt a beginner’s mind, you never learn or see new things. And so, for the sake of maintaining a polished exterior and a comfortable, if somewhat stale, interior, you stay stuck – pretty much repeating yourself over and over again.

 

 

by Daphne Eviatar, coaching & consulting

A Labor Day Launch


For most people, Labor Day is the last day of summer vacation, a time to enjoy the final barbecue or picnic or party of the season before heading back to work or sending the kids back to school.

But it’s also a good time to think about work – what it means to us, and the huge role it plays in our lives and society. There are, of course, huge problems with work in this country, most obviously how unequally people are paid for it, both historically and now, and the ongoing failure of our public policies to deal with that.

In this new blog, I’m focusing on the more personal dimension of work: what makes it satisfying, aside from the paycheck, which we all tend to think is too small. In my own career, I’ve gone from being a lawyer to a journalist and then some mix of the two, all in a quest for some sort of meaning and fulfillment. Both aspects of my career have provided me some of that, more or less at different times.

Still, more recently, I’ve wanted something else:  to contribute more directly to the people around me. As a human rights lawyer, I advocate for a more humane and less bellicose U.S. national security policy, and try to close down the Guantanamo Bay detention center or restrain the United States’ remote-controlled drone killings of suspected terrorists. But the benefits of that work feel very distant and intangible. Who am I helping, really, and how? What are the actual consequences of lobbying Congress and the White House, or of writing op-eds and blogs to try to sway public opinion? It’s all pretty unclear.

So over the last year, I’ve embarked on a new adventure: coaching. The idea isn’t completely divorced from my experience: it actually came out of being a National Security and Human Rights fellow with the Rockwood Leadership Institute, which runs trainings and fellowships for “leaders” in the nonprofit advocacy world. (I put “leaders” in quotes only because the underlying idea is that we’re all leaders in one way or another, not only within our organizations but also in our own lives. Job titles don’t necessarily capture that.) As part of the fellowship, I was assigned a coach, who I worked with over the course of several months. I found that experience, along with the fellowship retreats, to be really eye-opening. Most importantly, it helped me realize that we have more choice over our own experiences of work than we tend to acknowledge. It’s far easier to blame someone else – a boss, senior manager or colleague, usually – for our frustrations and dissatisfaction, than to look at our own actions and how we’re contributing to a bad situation.

That’s not to say that a boss, manager or colleague isn’t annoying or even doing something to actively obstruct us or make our lives more difficult. It’s just that focusing our attention on that is usually counterproductive: it just makes us angrier. Through my own coaching experience, and now intensive coach training, I’ve come to realize I do much better if I focus on what I can do to change and direct my own experience.

Since starting a coach training and certification course last Spring, I’ve been really delving into this question: how can each of us change, and improve, our own work – and life — experiences? How can we make choices that direct our own lives toward how we truly want to live them? And how can we gain sufficient clarity to become truly aware of our current experiences, our desires for the future, and the steps we need to take to move in that direction?

I’m still working as a human rights advocate as I explore this new realm. But I’m also relating to that work differently – more aware and accepting of what I can and can’t control, both about the work itself and its consequences. I know what I can and want to contribute, but I’m also more willing to do that work and let go of the outcomes. It’s a perspective that I think can reduce the stress levels – and burnout rates — of many advocates. It’s an area I plan to explore further.

This new blog is my way of working through some of what I’m learning as I develop a coaching practice and continue my human rights work. While the two might seem incompatible, they’re not, really: it’s all about human dignity. In my view, we all have a right to work and to live in a way that’s meaningful to us. That will mean something different to everybody, but I hope the insights I’m learning and will share here, and with my coaching clients, prove useful, even in some small way, toward helping people realize that real potential – and their own human right.

by Daphne Eviatar, coaching & consulting