LIFE is Short…

Life is short. Why not spend it mired in regret? Why not spend your evenings sitting side by side at the dining-room table with your spouse, trying to determine whether your downstairs neighbours’ ceiling fan is making the floor tremble?

Our brains are busier than ever before. We’re assaulted with facts, pseudo facts, jibber-jabber, and rumour, all posing as information. Trying to figure out what you need to know and what you can ignore is exhausting. At the same time, we are all doing more. Thirty years ago, travel agents made our airline and rail reservations, salespeople helped us find what we were looking for in shops, and professional typists or secretaries helped busy people with their correspondence.

Now we do most of those things ourselves. We are doing the jobs of 10 different people while still trying to keep up with our lives, our children and parents, our friends, our careers, our hobbies, and our favourite TV shows.

Our existence on this planet is statistically insignificant when compared with the history of the universe. So, take advantage of it! Charge your spouse six pounds and eighty pence on Venmo for “supplemental groceries.”

You get to choose the life you live. And, every minute, you have the opportunity to make a different choice. Every minute, you could say, “Today, I will eat defrosted turnip soup and think about the time I felt left out at my friend’s wedding.”

Our smartphones have become Swiss army knife–like appliances that include a dictionary, calculator, web browser, email, Game Boy, appointment calendar, voice recorder, guitar tuner, weather forecaster, GPS, texter, tweeter, Facebook updater, and flashlight. They’re more powerful and do more things than the most advanced computer at IBM corporate headquarters 30 years ago.

And we use them all the time, part of a 21st-century mania for cramming everything we do into every single spare moment of downtime. We text while we’re walking across the street, catch up on email while standing in a queue – and while having lunch with friends, we surreptitiously check to see what our other friends are doing. At the kitchen counter, cosy and secure in our domicile, we write our shopping lists on smartphones while we are listening to that wonderfully informative podcast on urban beekeeping.

But there’s a fly in the ointment. Although we think we’re doing several things at once, multitasking, this is a powerful and diabolical illusion.

Earl Miller, a neuroscientist at MIT and one of the world experts on divided attention, says that our brains are “not wired to multitask well… When people think they’re multitasking, they’re actually just switching from one task to another very rapidly. And every time they do, there’s a cognitive cost in doing so.”

So we’re not actually keeping a lot of balls in the air like an expert juggler; we’re more like a bad amateur plate spinner, frantically switching from one task to another, ignoring the one that is not right in front of us but worried it will come crashing down any minute. Even though we think we’re getting a lot done, ironically, multitasking makes us demonstrably less efficient.

To make matters worse, lots of multitasking requires decision-making: Do I answer this text message or ignore it?
How do I respond to this? How do I file this email? Do I continue what I’m working on now or take a break?

It turns out that decision-making is also very hard on your neural resources and that little decisions appear to take up as much energy as big ones. One of the first things we lose is impulse control. This rapidly spirals into a depleted state in which, after making lots of insignificant decisions, we can end up making truly bad decisions about something important. Why would anyone want to add to their daily weight of information processing by trying to multitask?

In discussing information overload with Fortune 500 leaders, top scientists, writers, students, and small business owners, email comes up again and again as a problem. It’s not a philosophical objection to email itself, it’s the mind-numbing number of emails that come in.

When the 10-year-old son of my neuroscience colleague Jeff Mogil (head of the Pain Genetics lab at McGill University) was asked what his father does for a living, he responded, “He answers emails.” Jeff admitted after some thought that it’s not so far from the truth. Workers in government, the arts, and industry report that the sheer volume of email they receive is overwhelming, taking a huge bite out of their day. We feel obliged to answer our emails, but it seems impossible to do so and get anything else done.

Before email, if you wanted to write to someone, you had to invest some effort in it. You’d sit down with pen and paper, or at a typewriter, and carefully compose a message. There wasn’t anything about the medium that lent itself to dashing off quick notes without giving them much thought, partly because of the ritual involved, and the time it took to write a note, find and address an envelope, add postage, and take the letter to a mailbox.

Because the very act of writing a note or letter to someone took this many steps, and was spread out over time, we didn’t go to the trouble unless we had something important to say. Because of email’s immediacy, most of us give little thought to typing up any little thing that pops in our heads and hitting the send button. And email doesn’t cost anything.

This uncertainty wreaks havoc with our rapid perceptual categorisation system, causes stress, and leads to decision overload. Every email requires a decision! Do I respond to it? If so, now or later? How important is it? What will be the social, economic, or job-related consequences if I don’t answer, or if I don’t answer right now?
‘Because it is limited in characters, texting discourages thoughtful discussion or any level of detail, and its addictive problems are compounded by its hyper-immediacy.’

‘Because it is limited in characters, texting discourages thoughtful discussion or any level of detail, and its addictive problems are compounded by its hyper-immediacy.’

Now of course email is approaching obsolescence as a communicative medium. Most people under the age of 30 think of email as an outdated mode of communication used only by “old people”. In its place they text, and some still post to Facebook. They attach documents, photos, videos, and links to their text messages and Facebook posts the way people over 30 do with email. Many people under 20 now see Facebook as a medium for the older generation.

“It is so plain and so simple. Yet everybody rushes around in a great panic as if it were necessary to achieve something beyond themselves.” Alan Watts, philosopher

What Alan Watts points out above is that we are lucky to enjoy the gift of life but we still keep on rushing around looking for it. We don’t get to realize that life is already in us. We are life: we breathe, feel and we are enough as we are.

People tend to think about life in two different ways.

Some people think they are going to live long enough and have the luxury to postpone things: once, twice or so many times that it tends to become a way of living.

Others believe that life is short and they don’t have the time to fit everything they like in it anyway. So, why care?

If the first category gave you a flick of recognition, you must have experienced that feeling which urges you to postpone things or situations. And the odds say that you might still experience it. You might think that you will do something in the future, you will make that trip you always wanted, you will quit your job to pursue your dream as a writer, you will be the person you always wanted to. You will be happy.

You seem to place all your desires and dreams in the future and expect that things will change someday but not now. By thinking that the next moment contains what this one lacks, your future lies on uncertainty.

Time passes without realizing, without you having enjoyed the ‘now and today’.

And there comes a day when, with snowy white hair and wrinkles on your face, you say “I wish I had tried dancing” or “I could have pursued my dream of becoming a teacher”. “Why didn’t I do it? I had all the time in the world.”

I’ll tell you why. Because you forget your mortality. You forget that you are here for a specific amount of time and that, someday, your life will come to an end.

I haven’t got any white hair yet, neither any wrinkles on my face and I don’t know how it feels when you come to that point in your life when you realize you wasted your time by doing things you didn’t really want to or by not doing things you wanted to. But I assure you that I don’t want to find out.

If you tend to think that your life is short and you can’t possibly fit everything in it, allow me to tell you that you’re wrong. Life is not short, we make it short.

Lisa Whelen

I lost a very good friend recently, Lisa Whelen, an amazing lady, so positive about life with a sixth sense of caring and love for everyone.

I was fortunate to know Lisa, we collaborated on my chapter for The Realization Foundation, Scars to Stars Volume 3.
I also wrote about Lisa’s book (‘Jo March’ being her pen-name) ‘Love is… simple’

Her career started in music working with The Petshop Boys and Oasis, before branching out into film. She was an excellent actress, and scriptwriter before coming an author.

After a near-fatal accident, Lisa was left immobilized, even considering suicide – yet, she defied doctors who said she would never walk again.

She was fortunate to meet Hratch Ogali, claiming to have saved a girl who hadn’t walked for twelve years. He told her: “I’m going to get you back on your feet and you will walk again, there is no doubt.” Miraculously, Hratch saved her life and Lisa was able to walk again.

Lisa being Lisa, she wanted to give back to the world and created a television programme, a film called Mind Over Science to help others who are in the situation she was in.

She worked all over the world with Hratch and his son Seto, helping others in energy healing and wellbeing.

She unfortunately died of Cancer at age 53, such a loss of a incredible person on 18th January 2024

I know Lisa will be out of the severe pain that she has endured, it’s sad to think that such a wonderful person has died, she gave 200% commitment to everyone, a very special person.

Life is short. She will always be in my prayers.

In the words of Dr Colin Murray-Parkes: “The pain of grief is just as much part of life as the joy of love: it is perhaps the price we pay for love, the cost of commitment. To ignore this fact, or to pretend that it is not so, is to put on emotional blinkers which leave us unprepared for the losses that will inevitably occur in our own lives and unprepared to help others cope with losses in theirs.”

In a world where the amount of stress one heaps on oneself can be seen as a badge of honour, we need to recognise the ways of reducing the potential negative impact of exhaustion and mindfulness is a great place to start. It allows us to take a step back and refresh our perspective on the world, to decide on a better response to the challenges we face, and to really focus. Neuroscientists have proven that no matter how good we are, our brains are simply not capable of operating effectively on more than one complex task at a time.

The fact that we are all intrinsically connected is not some fluffy principle someone made up, it is something which you can experience right now in your daily life. But the way we usually live our lives in this heavily technological environment our awareness and individual senses are hovering right below the signs so to speak. So, we rarely, if ever, see it.

We live in a post-truth world. The problem is in the technological world of information and importantly the way we humans communicate via online and collaboration tools and apps, do we communicate the truth?

It takes courage to be the person you really are. There really is no magic pill or solution to make this happen, especially in a world that constantly sends you messages about who you should be. All of this talk takes you away from being true to yourself. It leads you to live the life you think others want you to have.

This way of living takes you away from authenticity and truth. You ignore your desires and retort to what’s not even a best second on what you truly want to do or the person you really want to be.

This single realisation can change the way we live our entire life’s. From the way you treat others, to what you devote your time to, to the products you consume, and the causes you support.

Having understanding and interests, we can join together in a common purpose. This idea is similar to the way different components of the human body fit together to form a whole healthy body. Each part depends on the others as long as they are not diseased, for the whole to function properly.

The million-dollar question is do we want to be One, Whole and live in Truth… If not, our lives can be very short. Whatever you choose to do, make sure you enjoy every bit of it.

Annie Dillard:

“How we spend our days is how we spend our lives.”

Our life is made by moments and moments fill our days. Let’s make the most out of them, as the famous Oscar Wilde once said “Keep love in your heart. A life without it is like a sunless garden when the flowers are dead. The consciousness of loving and being loved brings a warmth and a richness to life that nothing else can bring.” And makes life’s journey all the more worthwhile. To experience love is to have lived.

Finally, Seneca, a Roman Stoic philosopher, said on the meaning of life:

“It is not that we have a short time to live, but that we waste a lot of it. Life is long enough, and a sufficiently generous amount has been given to us for the highest achievements if it were all well invested. But when it is wasted in heedless luxury and spent on no good activity, we are forced at last by death’s final constraint to realize that it has passed away before we knew it was passing. So it is: we are not given a short life, but we make it short, and we are not ill-supplied but wasteful of it… Life is long if you know how to use it.”

Rethinking the Purpose and Trust of Leadership

Over the past five years, there’s been an explosion of interest in purpose-driven leadership. Academics, business experts, and even doctors make the case that purpose is a key to exceptional leadership and the pathway to greater well-being.

Despite this growing understanding, however, a big challenge remains. Few leaders have a strong sense of their own individual purpose, research and experience show, and even fewer can distill their purpose into a concrete statement or have a clear plan for translating purpose into action. As a result, they limit their aspirations and often fail to achieve their most ambitious professional and personal goals.

To harness the power of corporate purpose, CEOs and other senior executives must pressure-test that purpose with their teams, employees—and themselves.

But what does that really mean, and does it make a difference?

There’s been considerable interest in the notion of “purposeful” and “purpose-driven” leaders and organisations in recent years, driven by growing levels of distrust and disillusionment with what are often regarded as the short-termism, financial imperatives driving contemporary firms. Typically, the attributes of purposeful organisations – societal responsibility, values and ethics – are simply translated into the qualities that characterise their ideal leaders. But what type of leaders do purposeful organisations really need?

Purpose is an aspirational reason for being that inspires and provides a call to action for an organisation, its partners, stakeholders, and society as a whole. Strategic research has consistently shown that purpose enables organisations to perform well in times of volatility. The research joins a growing body of evidence demonstrating that a strong and active purpose raises employee engagement and acts as a unifier, makes customers more loyal and committed to working with you, and helps to frame effective decision making in an environment of uncertainty. The EY Global Leadership Forecast 2018 found that getting purpose right builds organisational resilience and, crucially, improves long-term financial performance.

Don’t assume a lack of discussion equals agreement. Don’t assume that your organization’s purpose is good enough, goes far enough, or that your colleagues even see eye to eye about it. Have the courage to participate in tough discussions and learn where things stand.

Independent research from Linkage found connections between purposeful leaders and business results: The companies they led had 2.5 times higher sales growth, four times higher profit growth, five times higher “competitive differentiation and innovation” scores, and nine times higher employee engagement scores. Companies that create lasting leadership impact differentially invest in developing purposeful leaders; and they take concrete steps to assess the organisational dynamics that shape leadership performance.

So exactly what is Purposeful Business Leader?

My extensive research into the subject came up with the following structure of what makes a Purposeful Leader:
 Purposeful leadership and its constituent components – moral self, commitment to stakeholders and vision – are important in influencing a range of employee outcomes, including intent to quit, job satisfaction, willingness to go the extra mile, sales performance and lower levels of cynicism. Alongside this, ethical leadership approaches also emerge as central for employees’ experience of their work. Employers should consider ways of creating and embedding a purposeful and ethical approach throughout the organisation.
 Vision is especially important for employees and leaders alike to provide a sense of direction to guide activities. However, multiple or conflicting visions can emerge over time and in different departments or units, causing a sense of confusion and uncertainty, and so organisations should aim for alignment around a set of core themes.
 There is much that organisations can do to foster an environment conducive to purposeful and ethical leadership; appropriate central policies, leader role-modelling, training and development, and the organisational values and culture can nurture purposeful leaders. 41
 Constraints in organisations revolve around time and resource pressures, unrealistic targets, communication errors such as over-communication, remoteness of the centre, and cultural factors such as risk-aversion. When seeking to develop a purposeful approach to leadership, organisations should attend to issues such as these that may sabotage their efforts.
 Organisations tend to focus on a limited range of stakeholders and discount others from their decision-making. However, this can lead to an imbalance in how the organisation relates to its wider setting.

Leadership is central to transformation success. Companies with a systematic and well-supported approach to activate leaders see transformation success rates that are three times higher than those of their competitors. Yet leader engagement has decreased significantly since the pandemic—a drop of roughly 40% in two years.

The current business environment creates a paradox for leaders. Increased complexity and volatility mean that companies face a constant need for change. Yet the accelerating pace of business means that CEOs often struggle to manage complex transformation programs. Success requires a new approach to leadership—research shows that CEO engagement has a dramatic impact on transformation success. Aligning leadership with a powerful purpose is one of six attributes empirically identified as an essential component of short- and medium-term company performance.

Leaders of future-built companies are generative across the head, heart, and hands—as one team. The head refers to reinventing business to serve people, planet, society, and shareholders; the heart involves inspiring and enriching the human experience; and the hands entails executing and innovating through supercharged teams. Among companies that fully engage the head, heart, and hands, 96% see a sustained performance improvement, compared with just 33% that partially engage.

Leaders focus on a purpose that goes beyond the bottom line. Increasingly, leaders need to develop an authentic purpose to create value for people, for society and for the planet—not just investors. Moreover, they must embed environmental, social, and governance (ESG) into their overall strategy, not keep it off to the side.

Companies face common barriers. A shift in C-suite behaviours can help organizations drive faster end-to-end, cross-functional outcomes and overcome common barriers around near-sighted business targets, insufficient funding, and business unit misalignment. Building and scaling generative leadership across the organization and beyond the C-suite requires following a set of six key principles—relevance, impact, flexibility, integration, immersion, and coaching.

The Next Steps for Leaders

Building a reinvention for leadership is a process. Building for the future through leadership is a process that takes continued effort over time. Yet it pays financial and nonfinancial benefits as companies move up in terms of their maturity.

Many organizations mistakenly neglect the heart aspect of transformation. Leading with the heart is the most valuable to employees, but leaders most commonly neglect this dimension. Starting with a purpose and spearheading authentic ESG efforts are foundational to the leading with the heart, both with high impact across people and business results.

Purpose has power. The key to leadership from the heart and the head begins with a purpose among the top three success factors for transformation, having a clear purpose ranks first. Purpose aligns every element of the business; it is how employees see themselves as part of something bigger, regardless of their role. Purpose has tremendous impact when done well—companies with a clear purpose have 8% less turnover, a two-fold increase in productivity, and 3.25 times the involvement in transformation initiatives. Perhaps most important: they are twice as likely to have a high TSR.

Let’s now look at some of the most recognised model leaders from the past:

The Ability to Initiate Change — Franklin D. Roosevelt

Good leaders are never satisfied with the status quo and usually take action to change it. In addition, strong leaders bring about change for the common good by involving others in the process. Roosevelt. sought practical ways to help struggling men and women make a better world for themselves and their children.

His philosophy was, “bold, persistent experimentation…Take a method and try it. If it fails, admit it frankly and try another. But above all, try something.” Being willing to take risks by trying new ideas and involving others in the process of change is a key quality of strong leaders.

Inspiring a Shared Vision — The Leadership of Martin Luther King

Leaders, through their words and actions, must have the ability to draw others into a common vision by telling others where they intend to go and urging them to join in that vision.
Martin Luther King’s vision of a country free from racial segregation and discrimination, so poignantly expressed in his famous “I have a dream…” speech, exemplifies this critical leadership trait. King had a vision of a better America, and his ability to bring both whites and blacks together to march against segregation changed America profoundly.

Model Leadership — Mohandas K. Gandhi

Strong leaders not only need to have a vision and the ability to initiate change, but they must also model the values, actions, and behaviors necessary to make the vision reality. Gandhi not only created and espoused the philosophies of passive resistance and constructive non-violence, but he also lived by these principles.

According to Indira Gandhi, “More than his words, his life was his message.” By choosing to consistently live and work in a manner that exemplified the values he believed in, Gandhi engendered trust, becoming a role model for others looking to affect change without resorting to violence.

Encouraging the Heart — The Leadership of Winston Churchill

On December 29, 1940, London was hit by one of the largest aerial attacks of World War II. Somehow, St. Paul’s Cathedral survived. Two days later a photo showing a silhouette of the dome of St. Paul’s, surrounded by smoke and flames ran in the paper with a caption that read, “It symbolises the steadiness of London’s stand against the enemy: the firmness of right against wrong.”

Churchill recognized the importance of St. Paul’s as a morale booster. His instructions were clear on that December night, “At all costs, St. Paul’s must be saved.”

Rewriting The Laws of Nature For The Betterment of Humanity – Albert Einstein

Albert Einstein is perhaps the most famous scientist of the 20th century. The prized physicist had a profound impact on our understanding of the universe, including basic concepts such as time, light and gravity.

To this day, his work is being used to guide physicists to new frontiers, helping us to understand our significance on the grandest scale.

In addition to his timeless quotes and deep sense of humour, Einstein is remembered for overcoming adversity. His ability to keep a positive attitude and provoke creative thought experiments were at the centre of his genius. More than 60 years after his death, the world remembers not a man who spent years working at a patent office, but a man who changed the world.

The Embodiment of Liberty and Great Emancipator of Slaves – Abraham Lincoln

Abraham Lincoln was more than just an American hero; he represented the dawn of a new era in human civilization based on freedom, self-government and equality.

Lincoln rapidly modernized the economy without sacrificing his values. By 1860, he secured the Republican Party presidential nomination and was elected president. Lincoln’s victory prompted southern slave states to form the Confederate States of America.

To this day, Lincoln is synonymous with the principles of liberty, democracy, equal rights and unification.
His willingness to stand alone on issues he believed in made him one of the most beloved and memorable leaders in modern history.

The Physicist Who Proved That Determination and Positive Thinking Can Triumph Over Even The Most Severe Limitations – Stephen Hawking

Stephen Hawking probably had every reason to give up on life.

Diagnosed with amyotrophic lateral sclerosis (ALS) at the age of 21, he would spend most of his life severely disabled to the point where he controls his communication device through movement of his cheek muscles.

Despite his debilitating condition, Hawking became arguably the most well-known theoretical physicist since Albert Einstein. Hawking is known for his groundbreaking work on cosmology, quantum physics and black holes.

Hawking came from humble beginnings. The eldest of 4 children, Stephen was born in England during the Second World War. By his own admission, Hawking didn’t spend a lot of time studying.

That didn’t stop him from graduating with full honours before pursuing a PhD in cosmology at Cambridge University.

Much has been written about Hawking and his thought-provoking theories on the universe. He has received worldwide acclaim not only for his work, but for his determination in overcoming a severe disability.

When he was originally diagnosed with ALS, he was given only two years to live. That was over 50 years ago. On overcoming his disability.

Hawking’s attitude comes from his sheer refusal to make excuses for his disabilities. His ex-wife Jane Hawking attributed his outlook on the world to a combination of determination and stubbornness. As Hawking clearly demonstrates, both traits have their pedigree.

Leaders must be able to encourage the hearts of those who share their vision, providing a sense of confident optimism even in the face of enormous difficulties.

Traditional skills have not been supplanted but they now co-exist and very visually have survived with a mix of new factors, in your mind was Franklin D. Roosevelt, Martin Luther King, Mohandas K. Gandhi, Winston Churchill, Albert Einstein, Abraham Lincoln or Stephen Hawking a Purposeful Leader?

When creating an organisational shared purpose the essential questions to ask are:

What is the shared purpose that;
 Articulates a clear purpose for your organisation. Focus on answering the why questions. We all know what our organisations do. Purpose is about asking why we exist in the first place, what our employees and stakeholders care about, and what resonates with customers.
 Use purpose as a lens for everything you do. Let purpose guide the solutions you offer, how you treat your customers, and how you engage your workforce.
 Communicate success stories to all constituents. Stories perpetuate purpose. Each time people repeat them, purpose entwines more closely with day-to-day business.
 Integrate purpose into the company’s DNA. Reinforce purpose through the day-to-day customer and employee experience. Treat purpose as a commitment to stakeholders and publicly update on its progress.
 Focus on leaders. Help them develop their own “why.” Work with all leaders to articulate their own purpose as it relates to the overarching purpose for the business. Then, help them do the same for their teams and employees.
 Develop key skills. Purpose-driven leaders form teams, inspire, and motivate in a fast-changing world. They develop psychological safety and agility.

Uncovering authentic organisational purpose can come quite simply from finding ways to be of service. What’s needed today is for all leaders to look beyond profit and ask, ‘What do I have that could help someone right now?

Where can I practice abundance where there is short supply?’

Organisations will be changed by their actions to make a difference in these times of crisis. Connecting with employees at a human level as we enter into one another’s home offices and living rooms, meeting children and pets on the screen, is organically changing and strengthening cultures. It’s happening today by default; tomorrow leaders can shape their cultures with lessons learned by design. Leaders and organisations that count on their core culture and values and make a difference while pivoting to solve for the future will emerge from the fires of this crisis and thrive.

Finally, leadership has got to step up, if you want to save your job in the next 10 years, you need to adopt a balance between IQ, EQ, SI, DI, WI and trust intelligence. Emotional intelligence isn’t just an idea for leadership anymore, it’s a prerequisite for the trust toolbox.

The way to build trust and drive home purpose is to master honest communication and include employees and stakeholders in key decisions.

“We’ve seen fax machines, long emails, instant messaging, all kinds of collaboration tools come, go and sometimes stay. Business is about communicating with purpose, active listening, empathy. More trust has got to be to put into the executive leadership. Trust is the glue.”

The more emotional intelligence leadership teams employ across teams, the more you’ll see an increase in trust because people will see it’s not just words but actions. At IBEM, we commissioned a trust report back in January 2020. Even before I commissioned the research, I knew what to expect.

“69% of everyone surveyed said they don’t trust CEO or line manager.”

I would take that as applicable across all business and commerce. We’ve got to communicate more, build trust within organisations more. We can’t deliver anything without fixing this problem.

Inclusion of people into the decision-making process helps cement purpose and values.”

Vincent Thomas Lombardi was an American football coach and executive in the National Football League, who once said:

“A team is not a group of people who play together, a team is a group of people who trust each other.”

The continued success of my 5th book, Purposeful Discussions, was published across some of the biggest issues in business today, purpose driven outcomes, which lead to my 6th book, The Trust Paradigm.

The best business leaders begin by framing trust in economic terms for their companies. The best leaders focus on making the creation of trust an explicit objective. Like any other goal, it must be measured and improved. It must be made clear to everyone that trust matters to management and leadership.

It’s clear from the news that the leaders of some of our most influential governments and corporations are making morally questionable decisions. These decisions will lose the trust of society, customers, and employees.

No amount of electronic communication – staff intranet, corporate social media, marketing emails – will fix this, yet many organizations assume this can replace meaningful dialogue even though this is the only real means of building trust and high-functioning #relationships.

Pathway to The Trust Paradigm

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