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You can’t build a space ship on your own – it requires collaboration

25th May 2018


We live in a world where the pace of change continues to grow and technology moves on before we’ve even had the chance to become familiar with it.

The role of a leader has become more complex as organisational goals and issues rely on greater cross-functional working. No longer is there one single decision maker. Decisions are made based on consultation and collaboration with the best information available at the time. No one single person has the answer.

This requires great social and analytical skills and sadly most leaders are promoted for their analytical skills. According to Mathew Lieberman less than 1% of leaders are good at both!

Are you one of the 1%?

Social skills as a leader are more than being able to communicate with others. It’s about your ability to empathise with others, to read others before they have even spoken and engage with them at their level. It is more than email, text or any other digital method. It’s about face-to-face; that is how you read people moment to moment.

To see how good you are at this take this test. How many of these emotions did you get right?

Why does it matter?

We all have mind reading abilities. A part of our brain views the world socially and it kicks in when we are not doing analytical thinking. We see the world socially and social connection is a better prediction of happiness and well being than how much money we earn.

As humans we are social beings and we’re constantly looking for connection and safety. Organisationally this connection is linked to the type of work you want to do, the type of project you want to be involved in as well as the type of organisation you want to work for.

An environment of collaboration

With this in mind, your role as a leader is to orchestrate an environment that enables people to work together productively. This is an environment beyond your own team. An environment that allows individuals to cross-fertilise ideas, problem solve, challenge and manage conflict to get the best results possible.

It is your social skills that enable you to do this. Using your social skills to read the mood of individuals and groups.

Emotions affect the way we think and therefore our motivation and productivity. Next time you are with a group consider these questions

  1. What is the mood here?
  2. What information is this giving you?
  3. What needs to happen to move forward?
  4. What can you do to create the environment that allows others to be better at reading others?

We all have the ability to read the mood of a room and it’s easier when we’re not being analytical.

If you’re really not sure how you are doing initiate a 360 feedback process and develop a learning agreement with yourself. If you need help feel free to email me to set up a free discovery call and we can explore what might work best for you.

We live in a connected world digitally. What can you do to make it a more social world?

“Treat people as if they were what they ought to be and you will help them become what they are capable of becoming.”

Johann Wolfgang Von Goethe












3 simple things you can do to significantly improve your listening

13th April 2018


Culturally we are conditioned to focus on individual achievement – our education system is built on it. Yet when we move into the workplace life is different.

There are very few roles which stand alone, in fact I can’t think of any. Every role requires some input from someone whether it’s IT, procurement, another department providing information a customer with a query or sale…

So, whoever you are in the business world you have to be able to connect with others and as a leader this skill becomes even more crucial.

How do you connect?

We all connect with people every day right? Our partners, friends, colleagues, sales assistants, fellow commuters and so on. But how do you really connect? In most of the examples I’ve mentioned you are probably with the individual rather than truly connecting with them.

Connection requires a two way process with a focus on the individual not the task in hand. You don’t always have to speak but you really do need to listen. Most of us are all born with this ability, yet noone teaches us how to develop this skill. No one teaches us how to do it and as a leader and I’m guessing you’ve had very little training in how to listen well.

We listen at a rate of 125-250 words per minute and think at 1000 – 3000 words per minute.

Each day we receive over 1000 messages via emails, texts, instructions, advertising, TV… and we’ve become very good at filtering out ‘stuff’. it’s the only way our brains can cope. We delete what we don’t need and sometimes distort what we hear or make assumptions based on our own internal beliefs and values.

It’s listening that builds connection not talking!

In this 100 mile an hour world where we are bombarded with information, is it any wonder we struggle to really connect with people?  To add insult to injury in those moments when we do shut ourselves off from the outside world we have our own internal chatter going on!

And, you can do something about this.

There is only one thing you can control, and that’s yourself, so start here.

People in your team, customers, suppliers, stakeholders want to feel heard. The only way to enable this is to listen. Don’t just listen to the words, listen for feelings, meaning and undercurrents. Focus on building the relationship, on understanding their needs and wants so that they know you understand them.

There are few people I know who do this well, so here are 3 simple things for you to practice to improve your own listening skills.

3 things to practice

  1. Focus on the person in front of you. Do nothing else. Be present with them and ask yourself does my body and face show that I am involved in this conversation and interested in what this person is saying?
  2. Hear what is being said. What do they need/want? Ask open questions and check that you are not judging, criticising or trying to ‘fix’ the person.
  3. Check your understanding. Practice reflecting back what you’ve heard before responding to their needs.

True listening is an art form and like anything we do with practice, we get better at it over time. Keep practicing!

“The most important thing in communication is hearing what isn’t said”

Peter Drucker





Is your culture fit for purpose?

15th March 2018



Does the culture of your team or organisation inspire people to perform and deliver your strategy?

Is it actually aligned to your strategy and if not what is your plan to align it?

One of my favourite quotes on this topic is from Peter Drucker: “culture eats strategy for breakfast.” It doesn’t matter how good your strategy is if your culture does not support it then there is always wasted effort and lost productivity.

There has been much research on this topic showing that culture is typically responsible for around a third of organisational performance. Companies with a strong culture outperform those organisations that don’t have a strong culture.

What is culture?

The phrase you will often hear when asked what is culture is ‘it’s the way we do things around here’. It’s often difficult to define and put your arms around. Ask anyone you know to define the culture of the organisation they work for, they’ll probably struggle to articulate it clearly. If you are in the same position here are some areas to look:

  • What is the standard of performance expected and how is it measured?
  • What are conversations focussed on customers, products, processes…?
  • How are decisions made?
  • What is your external Brand and does how you operate support this or sabotage it?

One quick way to ascertain how aligned your culture is to your strategy is to ask your employees to explain the business strategy and then their role in delivering it. If you get lots of different responses you can bet your culture and strategy are out of sync!

Measurement is key

The suggestion above is a very simple way of measuring alignment. If you want a more robust way to measure culture there are several tools available . One I particularly like is from the Barrett Values Centre. Their tool allows you to easily identify the personal motivations of your workforce by asking them to identify their values. The same tool also asks participants to identify the values currently driving the organisation and the values that they believe will enable the organisation to achieve it’s full potential. The results provide you with information to determine how aligned your culture is and where the gaps are. You can then monitor this on an annual or biannual basis.

New rules for business

Measurement is key because the world of work is changing. New rules are evolving. No one person has the answer to a problem anymore, so greater teamwork and networking is required. Customers are more discerning, so you need to stay on the front foot in terms of service and product development. And technology is driving innovation at a faster pace than ever before.

All of this has an impact on your culture and it’s time to be proactive. Define and monitor your culture so you can deliver your strategy and outperform your competitors.

Like all things worth doing well it requires you to invest upfront, knowing that the payback is down the line. There is no silver bullet for this nor a quick fix. All high performing cultures are a result of focus, determination and constant evaluation and adjustment.

If you’d like to know more about how to measure and grow your culture email me to set up a free discovery call and explore what might be possible.

‘Culture is the key factor that differentiates one group of people from another’

Richard Barrett

A year from now what will you wish you had started today? Personal Leadership in action

27th February 2018
personal leadership

What would your future self wish for you today?

We all lead busy lives and have a to do list either in our head, on the fridge door, in a book you carry around with you or scattered on pieces of paper around the house.

My guess is you spend your time reacting to ‘stuff’ that’s coming at you. These are either the urgent things you just have to deal with or, someone else’s urgent things they want you to deal with. You’ll deal with the easy things on your to do list but the items you perceive as harder you’ll put off.

The things we put off are usually things that require us to think, either because we haven’t done them before, they’re complex, or they are some time off so not perceived as dangerous right now.

This is normal!

Our brains are wired to deal with things coming at us. It’s hard wired from the days when we used to look out for danger from wild animals. It’s a safety mechanism. Our environment has changed so quickly out brain hasn’t adapted to recognise that things on a list aren’t dangerous…

Take a moment

While you are taking the time to read this article take a moment to look at your list.

What is the one thing on that list that you will wish you had started today?

What is the one thing that you know you are consciously putting off because you don’t know where to start, what to do, or for some other reason, yet deep down you know it’s what you would really love to achieve.

Now, before you start running all the reasons why you haven’t started in your head. Let me share with you the reasons most people cite:

I’m too busy/ I don’t have time

I don’t know where to start

The timing isn’t right

I can’t afford to….

I’m not sure x or y will agree to it

These reasons (or excuses) usually come from much deeper beliefs we have about ourselves or driven by the shoulds and oughts we’ve grown up with. The amazing thing is we’re often unconscious about them and masterful at rationalising them! I know I’ve done this myself.

Which of them resonate with you and which additional ‘reasons’ came up?

Personal Leadership

The only way to move forward is to take action. One of the problems with taking action is we are creature’s of habit so taking new action with a new mindset takes practice. Doing our ‘old’ action is always easier.

Here are some simple steps to help you on your way:

Step One: Make a decision! Sounds easy, and sadly none of these steps are easy…what I’d invite you to do is make the decision from where you want to be. Put yourself out to the future 12months/2 years from now. Where do you want to be then? Now looking back at today what decision do you need to make to take action?

Step Two: Set a goal. Get a clear picture of what your end point looks like as best you can and be as specific as possible. Step into the picture in your minds eye so you get a real sense of what it feels like to be there and then step out again.

Step Three: Focus on what you want. Have a clear intention on where you are heading and pay attention to the things that will support you along the way. Let go of anything that no longer helps you. This can often be the hardest step. Hang on to that picture of what you want daily, weekly, monthly. It’s often the things around us each day that can get in the way and drain our energy such as the environment and relationships that are draining and unsupportive.

Step Four: Take action. Have some clear milestones so you can celebrate your progress and success. A common mistake is to set the end result as the target. That’s great, however when things get tough the target can feel like a long way off. Be kind to your self and set smaller targets so that you build momentum and recognise progress.

Step five: Build a support network. This may be existing friends and family, work colleagues and your coach/mentor. You want people around you who are routing for you and will encourage you when things aren’t quite going according to plan.

A year from now…

‘The time is always right to do what is right’ (Martin Luther King), so make a commitment to yourself to take action today and make your future self proud!

If you feel you need some support on this journey email me and set you a discovery call to explore how we can work together.

“Sometimes that smallest step in the right direction ends up being the biggest step of your life. Tiptoe if you must, but take a step.”

Naeem Callaway


My Top Ten Tips for Building Organisational Relationships

15th February 2018

organisational relationships

Top ten tips on building organisational relationships

The world of work today is more complex than ever. More tasks and processes are outsourced, digitalised, interconnected and often in another part of the world. There are many challenges for you as a leader to manage these situations.It’s easy to loose sight of the relationships that need to be built and maintained to ensure things run smoothly.

Here are my top ten tips to building (and maintaining) organisational relationships:

Top Ten Tips for Building Organisational Relationships

  1. Cultivate a network inside and outside of the organisation. Networks are webs of people bound by a mutual need and compatible goals. They provide support, information, advice and practical help when needed. Identify the networks you are part of. Where are their gaps? Are there any you have been neglecting? What action can you take to exchange ideas and stay in touch with the relationships you already have?
  2. Relate well to bosses, direct reports peers and colleagues. No man is an island! You need to utilise people in different ways to get your job done. If you relate well with them you will know what motivates them and therefore how to engage with them. Be approachable, listen well and give feedback.
  3. Respect and appreciate differences. We are all different. We each bring our history to work (consciously and unconsciously) and we have different perspectives. There are differences in status, expertise, gender, ethnicity and sexuality. Unite people behind a common vision and set of values and play to everyone’s strengths. Build an environment of acceptance and champion diversity.
  4. Recognise and respond to the needs of others. “Seek first to understand then be understood” (Stephen Covey). Learn about other people’s preferences and adapt accordingly. If they need help, do what you can to support them. This doesn’t always mean ‘getting your hands dirty’, advice or a listening ear may be all that is required.
  5. Promote collaboration and remove obstacles. Most initiatives require the cooperation and combined effort of teams across an organisation and, in my opinion, not enough time is put into developing teams. Stand out from the crowd and promote teamwork across the organisation. Find ways to unblock the blockages to getting things done.
  6. Ask for feedback on what blocks or hinders your effectiveness in building relationships. Be courageous! Most leaders are poor at offering up constructive feedback and in asking for it so this is your opportunity to lead the way. Ask people what is important to them about working together. You’ll get some great insight into their values. It’s also a great way to start building a working alliance.
  7. Be consistent and act in ways that demonstrate your beliefs and values. You are on show all of the time and people are watching you all of the time. You therefore need to be consistent in everything you do so be really clear of your values and beliefs and role model what you expect, even under pressure! You set the standards for what is acceptable and what isn’t.
  8. Act to preserve relationships, even under difficult or heated circumstances. Relationships do not stay at a constant level all of the time – if only. Even the closest relationships can be strained at times. I always advise my coachees to at least maintain the relationship at its current level. Ideally you always want to be building a relationship so, when there is a heated exchange, make sure you circle back and affirm the importance of the relationship and if necessary apologise!
  9. Seek to improve how the management team works together. As a leader you are a member of at least two teams, the one you lead and the one your boss leads. These two teams are the ones you can impact on the most. The easiest will be the team you lead. Strengthen the teamwork of your direct reposts and be comfortable with using an external facilitator or coach to help you with this. You are not magically expected to know how to build a team! With your boss encourage him/her to view you as a team and raise issues that require collaboration. Use your colleagues as sounding boards.
  10. Reflect on how you show up – constantly! For me, this is probably most important. One of my founding principles is that you cannot lead and develop others until you first learn to lead and develop yourself. Set aside some time in the week to reflect on how you have shown up as a leader. Where were you amazing? Where could you have done things differently? What will you do to continue to build your reputation and presence.

More leaders derail because they have not developed relationships than because they are technically weak and in today’s work environment it’s easy to become disconnected. What one thing can you do tomorrow to build at least one relationship?

“Don’t make assumptions. Find the courage to ask questions and to express what you really want. Communicate with others as clearly as you can to avoid misunderstandings, sadness and drama. With just this one agreement, you can completely transform your life.” 

Miguel Angel Ruiz 





One of the most under used influencing strategies by leaders

25th January 2018

Influencing Strategies

As a leader one of your main jobs is to influence others and engage them to deliver on the business strategy.

The mistake many people make is they believe this means they have to be on transmit mode most of the time, telling people the direction to go in, setting the goal and time line and explaining their position. If questions are asked it’s usually to gather information to support where you want to go or to find out the blockages that are getting in the way.

If you are on the receiving ended of this it can sometimes feel as though you are being pushed down a road. It may even feel like an interrogation, forceful and occasionally intimidating…

Be an explorer not an interrogator

So what is this underused influencing strategy that will make the difference?

It’s listening!

By this I don’t mean listening so that you can find the right place to speak and share your views. I mean listening with a real curiosity. Listening to explore the other person’s agenda. What do they really think? What direction do they want to go in? What’s the tone and energy behind what they are saying?

Be open and prepared to explore what they are saying so that you really understand where they are coming from. If you are open to others they tend to be open with you.

Listening is a great influencing strategy

 Listening means you have to be on receive mode. Absorbing what the other person is saying and putting aside your own personal needs.

How is this an influencing strategy I hear you ask? Before I answer that let me ask you a question. Have you ever been really listened to? If you have then you will know that you feel safe, that the other person is really engaged. You just get a sense that they are with you and not distracted by what’s going on around them or what might be coming up next.

My guess is you also shared more and there was a degree of trust built. Listening builds trust, particularly if all you are interested in is their agenda not yours.

A core part of influencing is about building relationships. That’s why this is an influencing strategy, because it greatly helps build relationships. Influence comes from interaction.

Extend your range

We are often blind to how we come across and finding out how you affect others is part of your growth. Have someone reflect back how you are showing up. Use someone you know will give you quality feedback. Ask them for feedback on these areas:

  • Eye contact. Were you looking at the person you were listening to?
  • Being fully present. Did you remain interested? Did the other person feel you were engaged?
  • Asking questions for clarity.
  • Open body language.
  • Voice tone. Did it match the other person?

If you want to influence others show they have influenced you. Share how your position or perception has changed and how you’ll adjust your proposal.

If you know you could improve your impact and influence email me to set up a free discovery call to explore how I may be able to support you in your growth.

“The best way to persuade people is with your ears — by listening to them.” 

Dean Rusk



Personal Impact – What’s it like to be on the receiving end of you?

11th January 2018

Personal Impact


What is it like to be on the receiving end of you?

Have you ever asked yourself this question?

As a leader you are on show all of the time and one of your key roles is to take people with you. To do this you need to employ a variety of influencing skills using both push and pull techniques. It’s an art form and takes lots of practice to master.

The mistake that most people make is to focus on the outcome – what they want, with very little consideration of where the other person is and what they might want. The last thing you think about is how do I need to show up!

You are judged by the impact you have on others, what you say, how you say it, what you do and how you act.

Be honest with yourself. How often do you consider the impact you want to have with someone, and when I say consider I mean really stop and ask yourself this question as part of your preparation strategy?

Always, sometimes or never?

I know I don’t always ask myself this question, however I know there are certain circumstances when I always do; for example when meeting a client for the first time, running a workshop and preparing for coaching sessions.

What occasions do you consider the impact you want to have and how can you do more of this?

So how do others experience you?

To be an effective leader your actions have got to match your intentions.

If you are thinking one thing and saying another people pick up on this. When was the last time you asked for feedback about the impact you have, your communication style and how you interact with others?

Without feedback you will never know what it’s like to be on the receiving end of you and the recipients experience.

Leadership is about connection, so you need to be sure you connect and engage   with everyone you meet.

You have to take the other person into consideration. So when you’re thinking about your intention for a one to one meeting think about these four things:

  • What is your current relationship with them?
  • What history is there between you (or their department)?
  • How do you want this relationship to develop?
  • Knowing this, how do I need to BE in this conversation?

Give some thought to the energy you want to transmit, your posture, your voice tone and your language.

Leaders who create the ‘right’ impact create a following. They are the ones who create an engaged workforce to get results.

My free mini coaching series will give you some ideas on what to do and provide some exercises to practice. You’ll find more information here.

“Do all that you can, with all that you have, in the time that you have, in the place where you are.”

Nkosi Johnson




Authentic leadership – What does it mean?

20th December 2017


The privilege of a lifetime is to become who you truly are.” C G Jung

We often hear it talked about but do we truly know what authenticity means? Particularly within the context of leadership in the workplace?

To be an authentic leader you have to be true to yourself. If you’re pretending to be someone different in the workplace than at home, you will eventually get found out. No-one can keep up a fake façade forever. If you don’t believe in who you truly are, why would anyone else?

Your team and stakeholders are watching you all of the time. There is no down time as a leader, so wearing a mask that is not you can be wearing and it’s likely to slip now and again.

How are you showing up as a leader?

Are you being true to who you are?

Here are some of the key qualities I think authentic leaders should model. How do you stack up against them? Are you being the best that you can be?

Integrity and Honesty

 This is the foundation of every great authentic leader. Without integrity you have nothing. If you’re not honest and genuine no-one is going to want to be led by you. Don’t be afraid to show your vulnerabilities. We all have them so why hide them. It show’s your team you’re no different to them and confident of your identity.

Impact and Inspiration

 All great leaders want to have a positive impact and inspire others. The impact you make determines how your team perceive you and how far they’re willing to go to realise team goals and objectives. The sad truth is we often don’t take time out to understand the impact we are having. We may have the best intentions but if our impact doesn’t align with these we are not going to take people with us. Inspiration can take on many guises. So be clear about who your audience is and what might inspire them.

Positive Attitude

 Attitude is everything. Who is going to want to work hard for a miserable, grumpy, unappreciative leader? Yes, we all have our moods, we wouldn’t be human if we didn’t. However, when you’re a leader you have to play down your moods to some extent and make sure you come to work with a positive attitude. Be consistent, even if it seems like everything is going wrong. Your team are depending on you to keep up the momentum.

Authentic Communication

Communication is the key to pretty much everything in life. We all react differently and we all interpret things through our own filters. Find a style that works for you and flex this so you can engage others. Teams work best with honest, open communication even when it’s bad news. Panic, worry or anxiety doesn’t help anyone, as others will pick up on this   Remain calm in a crisis and be open – if you’re not sure what to do next say so.

When things go wrong, focus on the positives of the situation rather than the negatives. Seek out that silver lining!

If you’re true to these basic character traits your team will respond favourably. Faking it doesn’t work for anyone, in any circumstance. The truth will always come back to bite you in the behind. Start as you mean to go on and your team will flourish under your authentic leadership!

“What you get in your life is not a result of what you want, it is a result of Who You Are.”

Marlon Smith



Are you a Chameleon or a ‘True to Selfer’ type of Leader?

6th December 2017

Authentic Leadership

Are you a chameleon or a ‘true to selfer’ type of leader?

This is not a trick question. If you answered a ‘true to selfer’ than that is great news. It say’s that you are clear about who you are as a person and not trying to be someone you are not.

You’re likely to act with great personal integrity and make choices according to your values.

If you answered a chameleon then that is even better! Why do I say that? Well, it’s because you are able to adapt to your surroundings.

To be a great leader these days you have to be able to read what is going on around you and act in a way that is going to take people with you. If you walk into a room and ask “How do I need to be in this situation?” You are likely to get a better result than if you walked in without any forethought and simply reacted to what was going on around you.

Adapt and flex

This requires a degree of flexibility and you can only do this well once you are a ‘true to selfer’. It’s not about blending in so no-one can see you – which typically is what a chameleon does. It’s about blending in in style and how you behave.

For example; if you are normally a highly energetic person who takes the lead and the situation in front of you requires a more thoughtful, reflective and calm approach, you need to able to adapt and respond easily and very congruently.

Moments of conflict are the best situations to look at. Do you rush in to get your point of view across or walk away? Neither of these are great options.

Better still, do you take the time to go to where the other person is and understand their position and then discuss a way forward from there?

Being able to blend coherently is an art and requires practice, a huge degree of self awareness and awareness of others.

How can I be more like a chameleon?

To develop these skills become more playful with yourself. We have a natural tendency to criticise ourselves and beat ourselves up when we get something wrong. STOP! Instead take a playful approach and be more curious.

  • Consider some situations in the past and how you could have acted differently.
  • If there is a relationship you know needs building, consider how you can act differently.
  • If there is a regular meeting you attend and you know you have challenges with it, consider how you may show up differently.

Try it out, see what works and then adapt.

Leadership is a life long journey so keep playing and practicing.

“Adults are more likely to act their way into a new way of thinking that to think their way into a new way of thinking”

Richard Pascale

If you feel you’ve explore all your options and need some additional support email me for a free discovery call to explore how we may be able to work together.

Photo by sanjiv nayak on Unsplash


5 reasons why you should invest in your Personal Brand

16th November 2017
Personal Brand

What does your brand say about you?

As a leader you are on show all of the time and people are watching you, even when you think they aren’t!

Your brand is what people say about you when you leave the room, the impact you make and the qualities people see in you.

Getting to grips with your brand begins with self-awareness. It’s understanding what motivates you – your values, your strengths, how you are perceived, and then utilising these to your advantage.

It is essential that you invest time to cultivate your image – remember that others perceptions are their reality. When you take the time to understand who you are and present this definition to the public, your will reap the benefits that come with taking control of your personal brand. Being your own marketeer and PR agent!

Invest in your Personal Brand

Investing in your Personal Brand will allow you to:

  1. Positively manage your impact

When you are clear about your identity and the impact you want to create you will more consistently behave in a way that is aligned to your brand and connect with the right people.

  1. Clearly articulate who you are and what you are about

When you are clear about your brand you will be clear about your values, your purpose, your skills and the value you bring to any organisation, or team.

Identifying your values, passions, and strengths will help you realize what you need to communicate in your brand. Once you understand what you have to offer, you will create a brand that is both honest and positive. It will allow others to see you in all your glory.

  1. Connect your ability to the reputation you have/want

When you are clear about your brand you can clearly express what you are expert at. What you do best and what you are the ‘go to’ person for in terms of your experience and skills?

  1. Identify areas in which you may need to develop and/or manage yourself more effectively

When you are clear about your brand and the reputation you want to create you will easily be able to identify skills, experience and behaviours you need to develop to fulfil this on an ongoing basis.

  1. Differentiate yourself from others

When you are clear about your brand you will easily be able to differentiate yourself from your competitors. You’ll communicate what makes you unique.

Take Action

Committing to your brand requires you to take action every day. It is about being consistent. Every interaction with your brand needs to build a sense of reliability. Taking daily action is the only way to make this happen.

Everyone has a chance to stand out. Everyone has a chance to learn, improve, and build their skills. Everyone has a chance to be a brand worthy of remark.

If you are interested in discovering your own brand with ease call me and I’ll share with you my approach to achieving this

If you would like a free copy of my Demystifying Personal Branding simply complete the sign up box at the top of the page.

Life isn’t about finding yourself. Life is about creating yourself.

George Bernhard Shaw.

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