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Odpowiedzialność, jaka leży dziś na barkach managerów, jest ogromna. Należy zadać więc sobie pytanie o to, jak ich wspierać? A dalej – czy sięgając po to, co znane – wieloetapowe i czasochłonne programy rozwojowe leadershipu – rzeczywiście pomożemy managerom_kom w pokonywaniu obecnych trudności?

W moim przekonaniu – bazującym na ciągłej współpracy z tą grupą, ale także z przedsiębiorcami różnych branż – odpowiedź brzmi: N I E. To nie tego potrzebują dziś managerowie_RKI. Przy chwilowym obecnym epidemicznym rozprężeniu, ściąganiu obostrzeń, kiedy społeczeństwo może, chce i potrzebuje swobodnie pooddychać (nie tylko bez maseczki) szczególnie ważne zdają się być dwie kwestie: odpoczynek i refleksyjne uczenie się. Pierwsze jest niezbędne do zdrowego funkcjonowania. Drugie pomaga w wyciąganiu praktycznych wniosków z doświadczeń, z uwzględnieniem planu implementacji tego, co działa i optymalizacji tego, co warto wdrożyć z pewnymi usprawnieniami. 

Posłuchaj wywiadu z Jackiem Jokś, z którego dowiesz się, jak wyglądają dobrze zaprojektowane programy dla osób liderskich.

Jeśli zainteresował Cię temat, warto przeczytać również:

Safety first. Samotność managera, czyli wyzwania liderów w zarządzaniu wirtualnym zespołem.

The cost of work stress and how to reduce it (Rob Cooke) TED

A passionate lecture on stress in the workplace, how it affects employees and what to do to minimize it. Rob Cooke, a world-renowned relationship manager, shares strategies on how to make our mental health and sense of balance come first.

How not to think about work in your spare time (Guy Winch) TED

Are you feeling burned out? Psychologist Guy Winch suggests that you may be spending too much time thinking about work. Using three simple techniques to help you relax after work, learn how to stop worrying about future tasks and tensions at work.

Why we should end hierarchy at work (Margaret Heffernan) TED

Business manager Margaret Heffernan points out that social cohesion - built during every coffee break, every time one employee asks another for help - leads to great results over time.

I don't think anyone doubts anymore that our everyday life has changed. For almost three years it has actually been changing constantly at a dynamic pace. We are experiencing as never before what the so-called VUCA world model describes. Developed at the end of the Cold War at the United States Army War College, it addressed issues of leadership in a world of uncertainty. The model, which has been well-liked in the business world for years, is an acronym for the English words:

In 2020, futurologist Jamais Cascio came up with a new acronym: BANI, to replace VUCA and help understand the impact of the pandemic and how it has affected our experience of the world and how the world of BANI functions in it:

Today, the speed of change we experience causes a constant sense of discomfort, chaos and anxiety, and in order to navigate this, it is essential to build one's self-awareness and mental resilience. Changeability, uncertainty, complexity and ambiguity as well as fragility, lack of calm, non-linearity and misunderstanding describe well the context in which we function today. It relates to the external that we have no direct control over. What we as humans certainly do have influence over, and what depends on ourselves, is the way we look at the world, how we perceive it, what we think about it. Already the ancient philosopher Epictetus said "it is not things that grieve us, but how we see them." These words are corroborated by numerous psychological studies on mental resilience (resilience), that is, the skills one possesses, among other things:

Finally, zone three - development. It describes an attitude of acceptance and understanding of what is happening and what is beyond our direct control, and focuses on what we can do both for ourselves and for others. In this zone we show empathy, think about how we can help others and focus on the present and future rather than dwelling on what is behind us.

For example, in the context of a pandemic, the model is shown in the graphic below:

It would be useful to expand this model by one more layer - the zone of psychological security, which encapsulates the roots of individual psychological resilience. And we can develop this resilience (resilience) all our lives. This layer - within the framework of the current situation - would be an expression of securing the basic issues of life (in terms of what you have influence over) but also of embedding yourself in the here and now (using, for example, the mindfulness technique) or searching for your own resources in past crises/difficult moments of your life (e.g., through the questions "What resources of mine helped me get out of that difficult situation?", "Which of them can I use today to cope with the current situation?", "What other resources do I have that can support me?".

Knowing that it's only (and up to you!) up to you what you think, what you feel and how you behave, I invite you to reflect on which zone you find yourself in. Look at the infographic above and think, find your own examples and if you are in the fear or learning zone, reflect:

I wish you a lot of inner warmth, the ability to accept emotions (both pleasant and unpleasant ones) and to ask yourself the question: "in which zone do I choose to function in this particular situation?". And remember, we can do it!!! 🙂

Jacek Jokś
Professional Certified Coach ICF, supervisor, business consultant, Gestalt psychotherapist in training.

What can an individual development process give you?

More and more people today are reaching for the individual development process. This is due not only to the expectations placed on us by an increasingly fast-paced world, but also to a purely human - internal - need to stop, reflect, take a quiet breath. Because, after all, in just a moment we are back to our daily run, a run often with obstacles.

I go to a coach for...?

Well, just what is it for? Depending on the topic, customers generally want to focus on the challenges they face to achieve their desired results. In a word, they want to reach their desired target state. Often these are business development goals, and just as often the goals are about developing managerial competence. Still another area is to work on one's life role or mission and career path. The essence is change and the willingness to implement it. However, it is important to know that in addition to the goal set by the client for the coaching process, the client learns in the process to change his thoughts, behavior, perception of the world. This happens, among other things, because he invites the coach, who forms a unique and unrepeatable relationship with him, to join his journey. This relationship turns out to be a catalyst for change.

Five positive "side effects" of the coaching process.

1. active listening.

One of the core competencies that a coach or psychotherapist is equipped with is active listening. Such listening can most accurately be described as fully engaged. It is expressed in full presence, in an atmosphere of acceptance and trust. A person capable of active listening hears not only what the other person says, but pays attention to how he says it. Above that, he pays attention to the unspoken and listens to his own feelings, which he shares with the interlocutor.

Clients of coaching processes often notice a change in themselves and say that they have finally begun to listen (to their spouse, partner, co-worker, friend...), that they have re-learned to focus their attention on the other person, without constant mental retreats into their inner world. As a result, they build more lasting relationships, derive satisfaction from them and the role of the

manager becomes lighter, able to truly engage in a meeting with an employee.

2 Asking questions.

The vast majority of sentences a coach utters are questions. They provoke the client to think, search for resources, solutions. They help to take a fresh look at - often - the fundamental issues of life, i.e. values, beliefs, the meaning of life.

Each of us is constantly engaged in an internal dialogue. We talk to ourselves, formulate questions, imagine how we could have behaved differently in a particular situation. Coaching teaches us to ask ourselves such questions that lead to solutions, that help us take the next step. These are action-oriented questions, about motivation and values. In addition, by taking care of so-called healthy semantics and asking ourselves supportive questions, we change the way we communicate with people, asking them questions, showing curiosity and provoking thought.

3. relationship building.

Active listening, having a healthy internal dialogue, asking questions of oneself and others (rather than immediately stating "facts") - all of these support the building of healthy, satisfying relationships. Already Aristotle stated that "man is a social being," and after all, the quality of relationships affects the quality of life. Coaching - through a specific relationship full of trust, acceptance, security and faith in the client - teaches such an approach to the other person. It teaches that the above components build more lasting relationships in which both parties are important to each other.

4 "How did you talk yourself into it", or dealing with procrastination.

Coaching has much in common with Solution-Focused Therapy, which, in addition to working on beliefs, also involves a small-step method and a search for specific, implementable solutions. The session ends with the establishment of the client's action plan and an examination of what may be getting in the way of the plan. It is said that good coaching is when the client stops needing a coach. Setting realistic goals on the road to change, being ready to implement them and being aware of lurking dangers, along with developed countermeasures, are ways to combat the ubiquitous procrastination, i.e. postponing tasks (and maybe even life?) for the so-called tomorrow.

5. self-awareness and being here and now.

When finishing work with a client, I usually ask them what was the highest value of our meetings. It's interesting to note that in addition to the change they worked on and implemented, they say - almost always - that the session time was an exceptional time. Special because they finally had time for themselves, time to meet with themselves, time to slow down and look at where they are and look for where they want to be. Clients appreciate that they had the opportunity to get to know themselves anew and now know what they want to do with their lives next. They begin to notice their thoughts, gain awareness of their emotions, are able to name them and work with them. In their daily run, they are able to stop for a moment, breathe consciously, direct their attention to their emotions, notice the world, people, themselves....

Coaching is not training.

Exactly. Despite the fact that the coach works with the client on the so-called attitude, on his goal, change, motivation, sense of purpose, coaching in itself is not a training of skills.

The positive "side effects" described above only indicate the additional value that comes from working with a coach, in fact - working with yourself with the temporary (usually about six months) support of a coach. It's worth learning to look at your life through the lens of acceptance, possibilities, self-trust, nurturing relationships. And this is what - by the way and not directly - can be experienced in an individual development process like coaching.

Another year has passed since the hitherto predictable (or at least seemingly so) world as we know it turned the order upside down. The onset of the pandemic, trying to find our way in the new reality, dealing with uncertainty in different contexts of life, the war in Ukraine, rampant inflation - all this has become the new normal for us. The situation has, in a way, forced us to do what Gestalt psychotherapists call creative adaptation , i.e. to use available resources while taking into account limitations. In other words, almost all of us had to ask ourselves how we should continue to function in this reality and adapt new or at least modified actions and behaviors. During these several months we have seen a significant increase in the demand for psychotherapy, large organizations have expanded their benefits package to include visits to psychologists, the topic of mental resilience has gained notoriety, and employees have been provided - not all, of course - with tools to support them in working remotely. Plus a rash of webinars, podcasts, online courses - knowledge at the fingertips of anyone who wants it. And for free! One could say that a lot has really been done by the development-education-support community. But in the maze of topics and daily challenges, have those who manage companies and teams found time for this? Have they managed to take care of themselves? In an era of uncertainty, the question of how to support the business through the crisis with managerial development in mind has begun to arise, and how to reach out to those who are responsible on a daily basis for both business goals and team relations, and who are not at all magically spared by the current situation. They are in it, just as the whole world is. Often, however, in a sense of loneliness, permanent fatigue and on the verge of exhaustion both physically and mentally.

Changing environment requires empowerment

The topic of change, how timely it is now, also touches the business world, where for some the pandemic situation meant declaring bankruptcy, for others the struggle for survival and for still others - booming business. And, as is usually the case, it is on entrepreneurs, administrators and managers that a huge responsibility rested for the continued operation of companies. In view of this, in the current situation, is it worth continuing to invest in managers? Since the situation is generally difficult, is it worthwhile to engage the valuable time of key employees and spend resources on development for them? The answer is definitely yes!

A nationwide HR survey conducted in late August and early September by the Talent Development Institute and Adventure for Thought on nearly 100 companies in Poland proves which competencies are proving to be the key realities of today. This means that not only should the development of managers not be held back, but it is necessary to provide them with conditions for building priority competencies. The study classifies managers into three levels:

managerialism also applies to so-called unpopular activities in the organization and to being authentic or working in accordance with one's values.

For lower-level managers, results orientation was indicated in third place.

Challenges of managers

What do the higher indicated research results particularly point to?

First and foremost, managersneed to focus not only on business goals andteamsbutalso on themselves. While motivating and building employee engagement is primarily a series of skills, mental resilience and managerial courage is primarily a matter of an individual's attitude to an external situation, something we call attitude. And this is what managers need to work on today, including supporting them and creating conditions for them to see in the current situation not only threats but also opportunities - for the business and for themselves. Many of them have been facing enormous challenges for several months. They are tired, exhausted, pressed from two sides (by their superiors and by members of the teams they manage). On top of all this, there is often a noticeable lack of work results: because sales are still at insufficient levels, because turnover has increased, because plans to enter a new market have not been realized. It is hardly surprising that managers sometimes find it difficult. For many teams, constant remote work is also a hindrance. Many companies - especially global corporations - still recommend working from home. For employees, this means no direct contact with each other for many months. Managers have been put in a position of having to trust their people, without the ability to be as controlling as they were used to. A common theme I encounter when conducting coaching processes for managers is precisely about letting go of control in favor of trust. In doing so, more and more organizations are learning that employees should be held accountable for the results of their work, not for the time spent in it.

Another current challenge for managers is to keepemployees motivated andengaged on the one hand, and tokeep them in the organization on the other. The pandemic has shown many people that they can work remotely, that an office is not necessary. Many organizations

decided not to pay overtime, allowing only overtime pickup. What did this result in? Some people in this situation began to calculate. Does it pay to work longer hours when no one will pay for it anyway? Isn't my time valuable? Or can I manage to do something during this time that gives me more satisfaction, that develops me more and for which - perhaps - someone will pay me more? In my personal opinion, the pandemic has become a kind of training ground for many, where they practice setting boundaries, taking care of themselves and the values that are important to them and even functioning in the market as freelancers. So how do we retain valuable employees while at the same time passing the buck on their commitment and motivation? Research by the Gallup Institute (2014) indicates that a deluge of 13% of employees are trulycommittedto doing their jobs (the rest - 63% - are those who do the bare minimum necessary, and 24% are described as actively unengaged, meaning they tend to complain excessively, aggravate the atmosphere and tease the others into thinking negatively about work). According to the researchers, among other things, a sense of meaning in one's work, a sense of agency, the ability to take responsibility for one's tasks or independence are factors that support the building of commitment. A manager should therefore - with this knowledge - adjust his actions towards the team so that the above aspects are taken into account in daily work.

In turn, the fifth round of research on the adaptation of Polish companies to the pandemic conducted by Kozminski University, conducted at the turn of 2020/2021, provides further interesting insights. Here are some of them:

The public has become accustomed to working remotely, knows the pros and cons of this solution, and there is an understanding that hybrid work will be a permanent part of our daily lives.

Workers and managers alike are tired of operating in the current situation. They express concern that "the psychological costs of the pandemic may be yet to come."

Some companies have allowed their employees to return to their offices, working in a hybrid system. On the one hand, this strengthens cooperation, on the other hand, it requires a lot of work on the part of managers to ensure safety and comfort.

Supporting managers

The responsibility that lies on the shoulders of managers today is enormous. So the question should be asked: how do we support them? And if we answer in the affirmative, let's ask another one: if we reach for the familiar - multi-stage, time-consuming leadership development programs - will we really help managers overcome current difficulties? In my opinion - based on constant cooperation with this group but also with entrepreneurs in various industries - the answer is no. This is not what managers need today. With the momentary current epidemic relaxation, the pulling down of strictures, when the public can, wants and needs to breathe freely (not just without a mask) two issues seem to be particularly important: rest and reflective learning. The first is essential for healthy functioning. The second helps to draw practical lessons from experience with a plan for implementing what works and optimizing what is worth implementing with some improvements. An example of this is the remedy developed by one of my clients for feeling overworked, confined at home and staring at a computer screen for up to a dozen hours a day. The solution - it might have seemed trivial - that the client worked out was to move some of the conversations to the park. How? Instead of connecting via Zoom or another instant messenger, the manager arranges a phone call with the employee and encourages the employee to step away from the computer - it could be a walk, it could be going out on the terrace or to the home garden. Seemingly a small change, but it allows you to take care of your health, gives your eyes a rest and, at the same time, creates a chance to change perspective and get closer in the relationship.

Today is the right time to strengthen mental strength, to be supported in overcoming difficulties - including emotional ones, to learn from experiences in such a way that, when faced with the next wave or the next crisis, we pay as little health and emotional cost as possible. So that these difficult experiences provide the impetus to become stronger and better in one's role. Only when we have a well-groomed (in the psychological sense) manager will he take proper care of his people and the effective realization of goals.

So how to supportć dziś managers?

The options are actually many - the most important thing is to set aside time for it. Managers and HR departments can look for support in development both in group meetings such as formula

Action Learning, as well as in one-on-one meetings. What particularly helps managers today are coaching processes centered around topics related to building mental toughness and taking care of oneself, as well as working on individual leadership style. So-called managerial supervisions, during which managers look at their role and how best to fulfill that role, are becoming increasingly popular. There are times when psychological support in the form of psychotherapy will be needed if a manager is overburdened for a long period of time.

What works particularly well today is periodic meetings between the HR Business Partner and the manager he or she works with. Meetings where, in addition to discussing the current situation in the team, you can set aside some time to catch your breath, talk about emotions, about what is difficult, as well as what can energize the manager. It is important that the HRBP is prepared for such meetings not only on the substantive side. Equally important here is well-being, the way the relationship is built, and empathy and acceptance on the part of the Business Partner. When we create the right conditions for the other person, he or she can work through difficulties more effectively and draw energy for further action. By the same token, it is worth remembering that failure to take care of oneself (both in the role of HRB and in the role of manager) can lead to professional burnout and even depression. One question that often hits overworked people is "what could you do less of?". Often behind the answer to this question is the need to learn to let go and reprioritize.

The above examples represent different forms of support and development. You should think carefully about which form will be best for me or my manager (if, for example, you have a role in the organization as an HR Business Partner). However, keep in mind that all of the above options are more or less time-consuming. And the main deficit in a manager's work is nothing but time. So you can reach for some simple tips, where most of them do not require a significant time investment.

Also read: Safety first.
On how to empower managers in challenging times.

7 tips for a manager, or how to take care of yourself and thus your team

The first three tips relate to the slogan eat, move, sleep. These three activities are the basis of function, and it is on the quality of our sleep, how we take care of our bodies and what we eat that our productivity, energy and attitude will depend. For example: since the brain is made up of 80% water, how will it work if we don't supply our bodies with enough water? Similarly with sleep: how can we be productive at work and support others in their work if we are affected by the problem of getting enough sleep? After all, it has not been known for a long time that sleep deficiency affects reduced concentration, promotes the development of diabetes, obesity, depression, anxiety and also disorders of emotional states.

The next two pieces of advice relate to working in a one-on-one relationship with a coach or psychotherapist. Depending on the topic and its importance, it is worth considering who can support me with my problems and/or challenges. With a professional coach with a psychological background, topics related to emotions, dealing with pressure and stress and even symptoms of burnout can also be addressed. It is also worthwhile to go to a psychotherapist with the above topics, especially when an additional symptom is, for example, long-term lowering of mood, insomnia, loss of meaning in life. Therapy, however, is in its assumptions a long-term process in contrast to the coaching process, which usually closes in a few dozen sessions.

Mindfulness is another point on the path of taking care of oneself. According to research, practicing mindfulness on a regular basis has an impact on stress reduction, more effective coping, sleep quality, concentration, emotion regulation, and acceptance and half-feeling towards others. A 2012 study by a team of researchers at the University of California Santa Barbara found that even a two-week course of mindfulness improves cognitive function. So it's worth finding a moment during the day to stop, focus on your own breathing, focus on the present moment, on the here and now. This can be helped by available smartphone apps or watches that remind you, for example, to be mindful for a minute.

The last element - touching directly on both professional and personal life - is taking care of important relationships. The quality of the relationships we build and create affects the quality of life. Why? According to the findings of Danish researchers at Copenhagen University Hospital, it appears that loneliness doubles the risk of premature death - the reason being heart disease. Loneliness as understood by the researchers refers to the lack of proper connection with people. Relationships affect not only health, but also well-being and how we feel about the world. Referring to Martin Buber's philosophy of dialogue, he argued that "a person becomes a person only in relation to You" (M. Buber, I and You, p. 31.) and "only when the individual recognizes the other in all his otherness as himself, as a human being, and thus breaks through to the other, then - in this close and transient encounter - he will break through his loneliness" (M. Buber, The Problem of Man, translated by R. Reszke, Warsaw 1993, p. 126). In other words, we need the other to break the feeling of loneliness in the world, loneliness at work, loneliness as a manager. Building and nurturing relationships that are important to us seems to be what is necessary for healthy functioning, which in business reality gives you the ability to also take care of your team and the goals that are to be achieved.

Safety first - taking care of yourself as an expression of caring for others

Those who have ever traveled by air may recall the instruction given each time by the crew just before takeoff. One of the elements of this training is to show what to do when the masks fall off the heads. In a situation where you are flying with a child, the mask should be applied first to yourself anyway: "If the cabin pressure rapidly

falls off, the oxygen masks will fall off automatically. Passengers traveling with children put the mask on themselves first and then the child."
Why should the parent/guardian take care of himself first? Because only then will he/she be able to take care of the child. It is no different with managers. Safety first. Take care of yourself, and you will take care of your team, your bottom line, your business, and the values that are important to you at work and in your personal life.

Jacek Jokś
Master Certified Coach MCC ICF, consultant, psychotherapist in training process

Article published in HR Business Partner magazine, No. 23, July 2021.

As Forbes reports, Polish women and men are becoming bolder in their decision to change jobs. The belief, nurtured for generations, of one job for life is going away, replaced by dynamism, courage and a broadly understood need for change. Before we decide, however, it's worth pausing for a moment and thinking about both the real reasons why the current place or tasks seem unsatisfactory, and whether it's the job change that's really the point.

The topic of changing jobs is an issue that is virtually endless. Probably because - sooner or later - it affects each of us. There can be various reasons for this: a poor atmosphere at work, a demotivating superior, stress, limited opportunities for development, a mismatch between the employee and the organizational culture, low wages or private issues that determine, for example, a change of residence. All these situations have one thing in common: a sense of emptiness or lack. How do we cope when we feel that something is missing? Satisfaction, fulfillment, joy, desire, inspiration? Perhaps meaning? We can distinguish at least two - quite different - strategies of action:

- decision to change jobs and
- decision to transform jobs.

While the first seems fairly obvious, the second may need clarification. For several years, research has been conducted on the sense of happiness at work, on what makes an employee feel happy and satisfied. While this is still an oxymoron for some - happiness and work - it turns out that a happy employee is - business-wise - a more effective employee. For much longer, researchers have been looking for factors that influence employee engagement. As reported in the latest Gallup Institute's State of the Global Workplace report, engaged employees make up only 20% (and this is data from the 2020 edition of the report, in previous years the number was even lower, for example, in 2012 it was only 13%)!
In addition, one in four employees is extremely unproductive, i.e. one who not only does only his minimum, but also complains and infects his colleagues with his attitude, teases negative thinking and work.

The factors mentioned, according to the researchers, include a sense of meaning in one's work, a sense of agency, the ability to take responsibility for one's tasks or independence. A trend that is entering the Polish market is job crafting. Its premise is that an employee's efforts to adjust his or her work according to his or her predispositions and preferences should influence his or her involvement and sense of purpose at work.

Job crafting as an alternative to changing jobs


Very often the place where we work is important to us. It meets our needs (distance, family logistics, good atmosphere and others). However, we feel that something is wrong. We don't feel the readiness and need for radical change. But something is nonetheless captivating. In such situations, we often - albeit unconsciously - take steps to make
the workplace more attractive. We look for what will give more joy and fulfillment. From seemingly trivial things, such as rearranging the desk or changing the place or furnishing the office, to issues related to the scope of tasks, responsibilities, planning one's own development with the supervisor.

This is a good time to reflect on your current level of satisfaction with your workplace. It's a good time to not only intuitively but consciously take steps toward a better job fit for yourself. How? First, look for an answer as to whether the difficulties I am noticing are related to tasks, relationships, or my attitude toward work. If the answer is about the scope of tasks, we can ask ourselves the following questions:

Once you have (honest) answers to the above questions, it's a good idea to prepare a short, yet concrete, action plan:

- What ideas come to your mind so that you can get more out of your talents at work?
- What small thing can you already do tomorrow that will make you feel better?
- What do you need from yourself/others to make your work give you more satisfaction?
- What will you do as a result?

Task modeling is nothing more than taking responsibility for how things are and what I will do about it. It is - to put it briefly - taking matters into my own hands and managing work according to my needs and desires.
The same is true for transforming relationships and attitudes - but here it is worth reaching for the support of, for example, a career coach, who will skillfully help to look at relationships at work (for example, by working in a systems approach). Changing attitudes - understood as changing
thinking or changing optics - often requires cooperation with an experienced coach (who has, for example, tools for working with beliefs) and sometimes even a therapist.

Jenny Rogers further encourages finding and analyzing offers, preparing solidly for interviews and negotiations, and taking the job in harmony with oneself. She also points out that what helps an employee a lot in the new context of working life is to participate
in a coaching process that is empowering and supportive - especially during the first 100 days of a new job.
Change the job or change (tasks, relationships, mindset) at work? Let the answer to this question already resound in each of us individually.

That leaves strategy one - changing jobs. Then, as Jenny Rogers writes, it is worth seeking answers to the following questions:

One thing is for sure: it's good to occasionally stop the speeding career train we're in, go out to the station, look around, look at the world, look again at the vehicle we were on a moment ago and think, do I want to get back on this particular train (with all its benefits and drawbacks - and if so, what am I going to change for the better), do I change to another train, going in a different direction, or is it high time to change modes of transportation? I'm keeping my fingers crossed. Here's to the moment of decision. Because there is no right or wrong - wisdom flows from every decision.

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