The Anxious Leader

If it feels like leadership is getting harder, that’s because it is. AI is transforming the workplace faster than most leaders can adapt. The news cycle is relentless, geopolitical risk is rising, and the pressure to be always-on is unceasing. Today’s leaders aren’t just being asked to make decisions, but to do so under extreme uncertainty, with imperfect information, and at a pace our brains simply weren’t designed for. In this HBR Executive Live, HBR editor at large Adi Ignatius talks to Rasmus Hougaard, a renowned expert on mindful leadership, about how to lead with clarity, calm, and courage in anxious times. As Hougaard, co-author of More Human: How the Power of AI Can Transform the Way You Lead, explains, a lever leaders have is how we manage our own minds—our attention, our habits, and our capacity to respond with clarity, rather than react with fear. This is an uncommonly stressful time for global leaders. AI promises to disrupt everybody’s business, but we’re not sure how or when or how much. There are new political and geopolitical challenges that are injecting a large amount of uncertainty and stress into the system. It’s always lonely at the top. But it seems like the job at the top is getting harder. You work closely with many top leaders. How would you describe the general state of mind, I guess, of executive leaders these days? Oh, well, it’s hard. Obviously, it’s really hard. All the reasons that you’re saying makes it extremely hard. And you’re having these conversations as well. So you’re very well aware of it. But I’m also tempted to ask the question: When has leadership ever been easy? I think the answer is, never. It has never been easy to be a leader, unless it’s just completely smooth sailing, which never happens more than a few days or weeks at a time, and then there’s another torpedo that hits either your business or yourself or the geopolitical, whatever. So it’s never easy. I think it’s more a question of—since we can’t change what’s happening, we can’t control what’s happening—how can we change and control how we relate to it? From my view, and from the work that we’re doing with our clients, that’s really the big question—not how can you change the world, because we can’t, but how can we change how we relate to it. And that all comes down to learning to manage our mind, obviously, because it’s our mind that creates our thoughts. It’s our thoughts that create our words and our actions. And that then determines our habits and how we show up as a leader, the results that we’re delivering. So it all comes down to: Can we learn to manage our mind in a way whereby we can not only deal with this very, very uncertain and challenging reality, but also that we can be part of shaping it in how we relate to it? Like how much time do we spend on social media, or even just conventional media, which we know nowadays, is making us incredibly anxious and stressed, because there is so much gloomy dark news? So how much do we let get to us? And how much do we manage that constant flow of information? So when you talk about managing the mind, I would assume people listening to this, some people, would think, “Yes, absolutely, I get it.” Some people would think, “Eh, maybe, but I’m busy.” And maybe a third group would think, “Yeah, yes, but not for me.” So I guess the question is: When you’re talking to leaders who think somehow, thinking about mindfulness, thinking about slowing down is not part of the skill set that they’ve been taught, and that they have felt they need to master, how do you communicate that this is actually an essential part of what leadership is all about? First of all, I try to avoid the word “mindfulness” or “slowing down,” because let’s just call it mind training, mind gym, whatever you want to call it. It’s really just like training our muscles. And what it allows us to do is to have, basically, stronger attentional and focus control—that we can choose to focus on what we want to focus on, that we have the mental ability of being adaptable, changing from one context to the other, that we have mental agility, all of these skills that are incredibly important for us. Those can be developed. It’s freely available for all of us. We just need to apply a little bit of training. And then it all becomes a little bit easier. So it’s not about slowing down or being Zen and happy, smiling, mindful. No, it’s around real training. So do you recommend meditation, for example, for executives who are—I mean, look, I don’t know if the environment is, in fact, more high-stress than before, but I think it feels like it is to a lot of people. So is meditation an avenue you would recommend for executive leaders? Absolutely. So the book that you just mentioned, More Human, How the Power of AI Can Transform How We Lead, is focusing on the human side of leadership in the age of AI. And as far as I can see, having done research on leadership development for the past 20 years, the application or the practice of meditation, or whatever you want to call that, mind training, whatever, is more important than ever. Because the pace of change, the pace of complexity, the pace of just everything has just gone up so much. And our brains just have a really hard time coping with it because we are not neurologically wired for that kind of pace. So we need to allow ourselves the ability, the luxury of a little bit slowing down, deeper thinking, more critical thinking, to be even able to cope and grasp what’s going on. So absolutely, meditation, I think, is critical. So then, on that, what are some practical steps that listeners could take to get started, whether it’s on a meditation path or to take steps in any direction to deal with what you’re talking about, to practice deeper thinking, and—I don’t know if you like the term “slow things down” or not—but to get in a better mindset? Yeah, it’s definitely about slowing our thought process so it becomes more clear, more aware. So I definitely like that. I do like that terminology. What can be done apart from, of course, getting the book and reading all the tips and tricks in there? A really key thing that we are seeing for many executive and leadership teams, but especially executive top teams, is to take a few days off. And that is what a lot of our work is these days, to take a few days off together as a group, where there’s a lot of silence, where there’s a little bit of meditation, but more just being aware. And then linking that to business strategy, to execution, so that we can learn to bring, let’s say, the group cohesion and group clarity of thinking into our strategic planning and so on. So executive retreats is one thing. If you’re not part of an executive team that can do those kind of things, then, of course, there’s a lot of retreats that one can sign up for. And of course, there’s a lot of books and apps that can be hugely helpful to get on that path. But again, I just want to stress, in a world of AI, where everything is speeding up, we need to do the opposite, which is to slow down and have better critical thinking and clarity of mind. So I’ve said this before, and maybe on an earlier episode. But I talk to CEOs a lot. And sometimes, the topic of work-life balance comes up. And I would say, enlightened leaders generally say, “Yes, work-life balance is very important, and I support that in my company.” And then, I say, “Well, what about for you?” And they’re like, “Not for me. I’m too busy. That’s just off the table.” So it seems that you need to demonstrate the behavior and not just talk about it, if you want your culture to have that kind of balance and be mentally OK. Have you seen that, where leaders just feel like, yes, this is all so important, but I’m so busy I can’t possibly do any of this? No, I’ve never seen that. [Laughs.] It happens all the time, of course. Busyness gets in the way of doing the right thing for most of us. Personally, myself, having been on a meditation journey and through many, many, many monasteries over the past decades, even I find that some days, I’m just too busy to actually get it done. But to me, it’s more a question of, when it’s really busy—that’s when you need it the most. Because if you don’t, you are lacking that clarity of thinking and thereby, the most wise decision-making. So, it’s all about making it a habit, making an ingrained way of working, an ingrained way of being and how you live your life. And there are many ways of doing—everything from taking care of yourself by getting good exercise and good nutrition. And of course, sleep is incredibly important. And just to those leaders who say, “Oh, I don’t have time enough for enough sleep,” we actually did a study for our previous book, where there was a very interesting result, which was that the more you sleep, the higher you will raise in ranks, and the faster it will go. There’s a direct correlation between how much you sleep and how well you perform. And that then determines your good career. Let’s talk about emotions for a second. I think of emotions as the most human of things. But they can be our friend or our enemy. So how can leaders, I guess, become aware of their emotions? And then secondarily, how can they try to regulate them in a positive way? Yeah. I think it’s really important to think about emotions as canaries in the coal mine. They have a message too. If you feel anxious, there’s something you need to be aware of. If you’re feeling fear, it’s probably because you need to move or you need to move your business. If you’re feeling anything, there is a reason for that feeling. So, a lot of emotions have a lot of wisdom. The only thing for us to learn is, first of all, to be aware of them and know what they mean for us, because they are wise, these emotions. But the second thing is not to be controlled, not to be run by them. Because if we’re leading out of anger, out of fear, out of anxiety, we will make poor decisions. And this, again, comes down to this, let’s say, practice of gaining more awareness, calming ourselves down a little bit, so that we can see the emotions for what they are. We can name them, so that we can tame them, and then make the best decisions, based on the wisdom of those emotions, and then moving forward. I want to talk about your latest book and your latest work, which focuses on AI. In some ways AI feels alien to the conversation we’ve had. But I think we’re all aware AI will be—and is—a part of everything we do, every technology we deal with, every step we take. So it’s early days, but what is your sense? Can AI make us better leaders, or is AI most likely to amplify our worst tendencies? Probably both. [Laughs.] There’s no doubt about that. AI is a bit like a global organizational echo chamber. It is confirming the things we want to hear. It has a built-in pleaser bias. So, there’s an enormous risk about using AI, as much as it has power. And just to your question: Is it going to amplify good things, or is it going to make us worse leaders? It’s definitely both, and it depends on how we use it. If we’re using AI models, let’s say the whole X model of Grok, which is praising, what was it Hitler, for being a decisive leader— that’s probably not the right AI. All AIs have their built-in biases, so we need to be incredibly careful about which AIs we use and, whatever we use, that we’re also being incredibly discerning about the answers. And don’t conform to the cognitive laziness that our research is showing that more and more of us are conforming to, just because it’s easy. It’s so easy to rely on AI. But if we use AI in the right way, AI can really help humans to be more human, help leaders to be better leaders. So there’s an incredible potential. And that’s also why, to me and the research we’ve done, HR needs to be part of leading the whole introduction and the whole revolution of AI and how it’s used in companies. So I’m imagining we all have a picture of the dark side of AI. We probably have a sense of the positive side of AI, in terms of productivity gains. You’re saying AI, used in the right way, can actually help leaders be better leaders. Talk about that. I’m honestly not quite sure what you’re imagining. [Laughs.] No, not many people do. And that was what our whole last book and the whole research was about. I’ll give a really simple, practical example from one of our larger clients, Accenture, who has developed an AI performance review coach. Before this coach was introduced, any leader had to spend an hour every year preparing a performance review conversation. The 45 minutes would go on, gathering all the metrics, all the data, all the anecdotes of this person, and then a little bit of time structuring that. And then you go into the conversation, all good and great. But what the AI performance review coach is—it’s doing all of that with the click of a button. But the leader still has to commit to spend the hour preparing that conversation by asking, where is this person at in life, and what’s their next developmental edge, and, really importantly, what is the emotion, what is the feeling that I want this person to leave this conversation with. So it’s a complete shift from focusing on managing tasks and doing stuff to thinking of the whole human being and how you can motivate and create trust, and thereby unleash the performance that you want these people to deliver on a daily basis. And that’s just one very simple example of how it can help us to basically be better, more human leaders. So as AI gets better at, again, first the mundane and then, gradually, probably some of the more sophisticated aspects of management, how do leaders stay relevant? What is uniquely human? Or how do they need to adapt, whether it’s working with AI, whether it’s doing the things AI can’t do? I think a lot of us are worried about that. How do we stay relevant as AI gets better and better at what we do? I think the first thing that I want to see is—there’s a widespread and justifiable concern that AI is going to make a lot of leaders jobless. And I think that will also be the case. But I don’t think it’s going to be to a great extent. What is going to be the case is that leaders that augment themselves and learn to use AI fluently and natively will replace those who don’t. So that’s where the, let’s say, danger lies. So if you want to be relevant in the future, of course, you need to engage heavily with AI. But what, specifically, you need to do is actually a few different things. You need to learn to do what AI can’t do. It’s all about augmentation. You need to figure out, what is the operating model of you as a human? And what is it that AI can do to support that, so it becomes a seamless augmentation? For that, we need to understand what is the operating model of the human mind. And it’s essentially three things according to neurology. It is that humans—we perceive, then we discern, and then we respond. That’s how we operate in everything that we do. So in other words, in a leadership context, that means we are aware. We need to apply wisdom. And then we need to bring compassion into it. And I’ll just come back to that in a moment. But essentially, what leaders need to do, to answer your question, to stay relevant in the age of AI, is to do what AI can do, and that is to be aware, raising our awareness. Always be the ones that are setting context, that are bringing perspective to the table, because AI will never have the context that a human leader, with its lived and evolutionary lived experience, has. The second thing is we need to develop wisdom, as in the ability of asking good questions to the right things and then assessing that with our developed wisdom. And then finally, we need to develop compassion, because compassion, in other words, is to learn to do hard things in a human way. The job of a leader is to do hard things. We need to let people go to restructure, give feedback, and so on. How do we do that in a human way? Because AI, as incredible as it is in understanding emotions and empathy, it doesn’t have a heart. It doesn’t have that positive intent. Only us as humans can set an intention of wanting to do hard things in a human way. So to stay relevant in the age of AI, human leaders need to augment by basically toggling between AI and human qualities, and the human qualities that are most important. We did a ton of research you can read in the book. There’s awareness, wisdom, and compassion. When you say that we need to complement, we need to do what AI can’t do, it is a moving target. And this is pretty basic. But at first, these large language models were really bad at math. Well, they’re good at math now. And they weren’t funny. And they’re actually getting kind of funny now. So they are moving up the—I don’t if it’s Turing test ability, but just an ability to do some things that would have been remarkable, unthinkable before. I want to go to audience questions in a second. But before I do that, I want to ask you: Are there leaders you can identify—and I guess, business or other—who you admire and maybe who exemplify some of the ideals you’ve been talking about today? Yeah, a lot. Having worked with thousands of leaders, I have such a tremendous respect for most leaders because it’s a hard job. It’s never easy to be a leader. And it takes a toll on anybody. And if it doesn’t, it’s because you don’t care. Any leader that cares, it’s hard. So that’s my first. I admire any leader. And being a leader myself for the past few decades, it is tough. I know that. But to be more specific, I think in an age of AI, leaders that can really double down and be beacons of humanity, beacons of good in the world, are really high on my list. Because AI will take care of all the efficiency, effectiveness, productivity in some years. It cannot bring the human touch. So a few leaders that I really admire and respect, one of them, obviously being Dalai Lama, as being that beacon of humanity that he has been for 90 years—and of course, bringing up because it was his 90-year birthday last week, so he is, of course, incredible. But when it comes to more, let’s say, worldly beings like ourselves, there’s always one that I’ve admired a lot, and that’s Bill Marriott, one of the beacons of the whole Marriott dynasty, who, from a very, very young age, learned to lead in a, let’s say, incredibly inclusive and diverse way. His way of leading board meetings was always to ask, what do you think, ask all around the table, invite everybody’s input, which is really wise, because thereby, you get a lot of context. You get a lot of content. And then you can narrow in on the best decisions. I think he was really, really smart. And then today, of course, there’s a lot of, I think, beacons like Jacinda Ardern. And there’s Volodymyr Zelenskyy. And then there’s Brian Chesky from Airbnb that has done incredibly wonderful things from a people perspective. And those are the kind of ones that I would say I’m most inspired by. Yeah, that’s a great list. So I want to go to some audience questions—and we might be jumping around in terms of topics a little bit. But I think people did have questions about some of the things you talked about. And this is a question from Milan. I’m not certain if that’s a person or if we’re talking about Milano, Italy. But the question, so when you were talking before about trying to adapt behaviors that could help you slow things down, be a better leader, and the question is really: So, how do if we’re doing things right? Is there some sort of daily or weekly review or benchmarking or something, so we can figure out, are we doing the right thing in trying to achieve these skills? Yeah, if you find that you’re becoming less reactive and more responsive, that’s the litmus test. You’re doing something right. Keep doing that. Our natural neurological makeup is to very much lead our lives and our thinking from the amygdala, which is a fight-and-flight response. It makes us very reactive. And with the practice of mindfulness, meditation, breathwork, yoga, all these good things, we basically start to develop what’s called a prefrontal takeover, where the prefrontal cortex, which is behind the forehead, starts to perceive reality in a different way. And therefore, we become more responsive. Research has found that it’s literally making our prefrontal cortex thicker as we engage in these practices. And just anecdotally, having worked with hundreds of thousands of leaders over the past few decades with these practices and techniques, we have seen incredible changes in individual and groups in doing it. But all about less reactivity, more responsivity. Now, one thing that people say about AI is it will save your company time. So the question is not should I adopt AI, it’s, what do I do with that time. And this is a question that’s come in from Kathy, I’m not sure from where. So Kathy says, “I use AI to help me be more efficient. And the time that I gain, I then use to sit in quietness. And that time allows me to think creatively, to feel refreshed, to feel more energized in a continuous cycle.” I think that’s a really interesting idea. What do you think about that? Absolutely. It is so true. AI is coming with the promise, it’s going to save us a ton of time, make us more effective, more productive. Guess what came with that promise as well? Any piece of technology that has been introduced to mankind. Let’s just take emails as the first example. It came with the same promise. And I wonder if any of you have ever felt that your life became easier with emails. I don’t think so. Certainly, that is not the case for me. And Adi’s laughter is confirming, not for him either. So the big question is: How do we make sure AI doesn’t become a new email for us that just makes us more busy? And that comes down to two things. One is, let’s say, corporate policy around, time saved need to be added to higher-level work, like leadership, coaching, thinking strategically, and so on. And the second one is the individual discipline and practice of making sure that, when you save time, you don’t just hit the autopilot button and just start to do other things. And a big part of our work today is to help advise our clients all around the world on how to make sure that the efficiency and time gains by AI is not just making us more busy, but that we put that into higher-gaining work. Yeah, I think you put your finger on one of the problems with modern work. I mean, I think a lot of us feel stressed by the number of meetings we have, by the amount of email that comes in. And you are struggling to get to inbox zero or take care of all your meetings, so you can do your work. And what is your work? Is your work to have meetings and do email? I think what’s missing is that reflective time, that we certainly need now, when things are challenging and when business models are challenging. We need to think hard about, study what other people are doing. Reflect on that, too. So I definitely think you’re on to something. There’s also the question—this has come in from a couple of people in a couple of different ways, which is—so you can work on yourself and your own skills to become a more effective leader, everything we’ve talked about. How do you bring your team along with you, whether it’s your senior team or your staff more broadly? Because obviously, you don’t want to be alone in terms of having achieved a different perspective on business and a different approach to even meetings. How do you bring a team, large or small, along with you? Yeah, that’s a really good question. And of course, you’re asking that because we all know that’s challenging. And I think it comes down to, first of all, a bit of courage. You talked about courage in the beginning. Human beings are both social and habitual. And we like to just do things as we’ve always done them. But we all know, at least theoretically, that what worked yesterday is not going to be the best for tomorrow. So we need to have the courage to step into new ways of doing things. And as AI is radically defining what it means to be a leader and what it means to work, we also need to redefine how do we develop leaders. And how do we make sure that we are working in the smartest way? From everything that I can see, AI is speeding up everything. So the role of humans has to be slowed down. So it’s just pure logic. It’s just very simple. So what do you do to bring your team along, apart from having courage and seeing that it’s clearly needed? Have the conversations. Bring a little bit of the research and science. And if you’re looking for that, you can either, of course, read the book, but I don’t want to promote that you have to go and buy a book. But you can go on our website. And we’re bringing these infographics based on our research that, in very simple terms and from a research perspective, shows, let’s say, the need for critical thinking and how we do it, the need for having a beginner’s mind and curiosity, and what that’s doing to business outcomes. So use research. Use thought leadership. So here’s a question from Matt. Matt says anxiety drives his lack of confidence. And he thinks it affects how he comes across to everybody: his direct reports, his peers, his superiors. So I think there are two approaches. One is to learn to be more centered and less anxious. But I think there’s another approach, which is, how do you deal with anxiety that you can’t just wish away. And how do you process it in a way to understand what you can control, what you can’t control, and how to take a deep breath and get through it? So if you can’t wish it away and you know it’s affecting yourself, how do you deal with that, what can be crippling anxiety? Yeah, yeah. Anxiety arises when there is a lack of alignment or a lack of attention to something that needs attention. Anxiety only arises because there is a reason for it, and we are not paying attention to that thing. And therefore, it festers and becomes anxiety. So what do we do? We need to take a pause and bring attention to that sense into physically, mentally—what is it that’s causing that anxiety? Because we can’t tell it to go away. We can’t wish it away. It is there, and it is there for a reason. Bring attention to it. That’s the main thing that we can do. By simply bringing attention to it, then we can start to dismantle it. Having said that, the whole question about, let’s say, lack of confidence is not necessarily a bad thing because the lack of confidence we may have in ourselves as leaders is what makes us challenge our own behaviors and our own actions, which is a good thing for the first, let’s say, three decades of a leader’s job. And then at some point, you’re experienced and skilled enough to have less lack of confidence. I think in recent years, we’ve celebrated leaders who demonstrate emotional intelligence, who are not command-and-control, my way or the highway. And that all makes sense to me. On the other hand, I think a lot of us, if we look back—and it may be generational. But if a lot of us look back at some of the leaders who have affected us most, and maybe most beneficially, they might have been people who were tough, who gave us tough love. It’s not really a model for today. And I wonder if there is a balance between the one ideal and then aspects of what we used to celebrate that is a happy middle ground. What do you think about that? Yeah, I think it’s a both/and. Through the past few decades, I have definitely seen the pendulum swing from emotional intelligence, empathy, blah, blah, blah, blah, blah, to oh, now we need to be hard and driven and visionary. And then it’s going back and forward. I think either of those extremes are stupid, to be honest. None of them are great on their own. The whole concept that I mentioned of doing hard things in a human way means you are bringing them together. There is no dichotomy there. The idea of the dichotomy is false. We can learn to do hard things in a human way. We can learn to have really tough feedback conversations full of empathy. We can learn to drive stellar performance with empathy, and so on. So it’s not an either/or. It is absolutely a both/and. And from my view, the skill of future leaders, the silver bullet of good leadership—and we did a lot of research on this—is exactly the leaders that bring the heart and the human together, learning to do hard things in a human way. I’d love to hear you get personal for a second, because you’re a person who, at one point, didn’t meditate, maybe didn’t think about these issues. And you’ve come to a point where you feel this is all, has probably changed you, and in positive ways. Talk about it, so that it’s instructive to people who are listening to this. How did you begin the journey and get through the journey? And I don’t know if one completes the journey of letting some of these practices into your life. How did you realize you needed it? And then how did you then adopt some of this stuff to change your life in productive ways? I was, first of all, very fortunate to meet a number of these practices when I was just 17 years old, when I traveled. I moved to Nepal and went into monasteries. So that’s, of course, a very, let’s say, fortunate forming years at an early age. Having said that, what I think any self-development path, spiritual path, whatever you want to call it, every path has its limitations and its dark side. So to me, it has been a question of being open to new ways, because we as humans change. Reality and our job is changing. And we, therefore, need to be constant in alignment. And that requires reinventing ourselves. That requires finding new paths that will support us in the new reality. And whether that is meditation for you, whether that is breathwork, whether it’s yoga, whether it’s running, whether it’s going in wilderness retreats, we just need to have an openness to whatever that may be and have the commitment to experiment. That has been my journey. Because I have come to dead ends many times and needed to reinvent what’s made me grow. So part of, I think, this era we’re living in—again, it may or may not scientifically be different from past eras. It feels different. And it is an age of uncertainty. And we use terms like VUCA, and now it’s like hyper-uncertainty. You talked about the relationship between, anxiety and unresolved things. But how do you deal with this level of uncertainty that prevents you from almost being able to do scenarios? Let’s talk practical, tariffs, OK? Are tariffs happening? Is this just a fake for negotiation? I mean you can’t even do scenario planning when you don’t even know what in the world is happening. So that’s a type of uncertainty that is not unique only to this age. But again, there’s a lot of it now. How do you deal with that, the kind of daily bombardment of uncertainty that is hugely consequential? And somehow, you have to keep focused and keep leading a team. That’s a really good question, Adi. First of all, I want to say that the uncertainty is bigger than it, I think, has ever been. My friend Paul Doherty, the chief AI officer of Accenture, the largest tech firm in the world, once showed me, not so long ago, a slide with a graph of all tech inventions and how they have gone, like spiked over the past decade. So that means everything can move faster in tech. And that means it makes everything else move faster. And when everything moves faster, that means the runway of uncertainty is getting shorter and shorter and shorter and shorter. And now, I think, as most can agree, it is very hard to predict what’s going to happen next week, let alone even tomorrow, with geopolitical, just people, that are changing the game all the time. So that is a fact. And we shouldn’t belittle that experience of uncertainty. And I think, again, we can’t change the uncertainty. But we can change how we relate to it because uncertainty is a standard of being human. Everything has always been uncertain. We don’t know when we’re going to die. We don’t know how things are going to be tomorrow. Now it’s just more accentuated. But learning to live at ease with uncertainty, learning not to make uncertainty become the root of anxiety—it starts by noticing that anxiety, seeing that it’s coming from uncertainty, and finding peace in, it’s not just me, it’s always going to be like this. Getting used to it is really, really important because the moment we expect certainty, reality is going to slap our face all the time. And that’s when we get into trouble. So managing the mind to be used to uncertainty. So we’ve gone a little bit over our scheduled time. So we probably have to wrap this up now. I wish we didn’t because I find this really interesting. And we have a lot of questions that have come in that I haven’t been able to get to. But Rasmus, I want to thank you a great conversation. You have been a friend and an advisor for me as well. And I just appreciate that. So thank you for being with us. My pleasure. And thanks, everybody, for listening in. And really hope it was helpful or inspiring. And wish you the best on your journey of self-exploration and getting used to this new reality. You can do it.

The Anxious Leader

Summary.

Exclusive Benefits

Partner Center