FOR YOU, LEADER – RESILIENT ORGANIZATIONAL CULTURE

The brain is the last human organ to reveal its secrets, and even with numerous studies and technologies, much remains unknown. A fascination in the realm of human sciences since 4000 B.C., where the Sumerians wrote about the enigmatic power of the mind, attributing it to the euphoria caused by the poppy seed. Since then, it has always been a subject of much speculation. Whether transcendental or not, for a long time, people did not comprehend the true function of the brain. The discovery of the anatomy, functions, and processes of the brain has been a long and dedicated focus of research throughout the millennia.

If we were in 1970, when neuroscience began to take shape as an essential science for the future of humanity, we would be unable to predict that just over 30 years later, it would be possible to observe a live brain in action or even witness the birth and death of a neuron. Despite all the advances, no scientist in the world dares to say if we will ever comprehend the complexity of its functioning. On the other hand, in the last 25 years, with the advent of imaging techniques, neuroscientists have managed to produce a detailed map of what was once an entirely mysterious territory. The more we learn about the human mind, the more questions arise in an attempt to understand it.

It is also a fact that neuroscience has advanced our knowledge of the nervous system, coupled with technological convergences and new human demands, generating solutions that are changing how we interact with the world. Practical applications of neuroscience have greatly assisted humans in overcoming many of their limitations, not only to help address neurophysiological issues but also to open possibilities to enhance motor and cognitive capabilities in healthy individuals. However, neuroscience is not solely about technological development and innovation.

It also progresses in investigations into behavior and collective motivations. Today, behavioral psychology and social psychology are significant allies of neuroscience, and vice versa. Together, they are responsible for numerous studies around a common cause: understanding how the human mind functions in practice and how it can contribute to theories related to human relationships, resilience, purpose, and overcoming the impossible through knowledge, practice, development, management, and human relations.

For example, technologies like functional magnetic resonance imaging (fMRI), combined with electroencephalography, eye-tracking, analysis of heart activity, electrodermal activity, facial electromyography, and facial recognition for emotion-related expressions, are not only supporting research in the field of human behavior but also serving as a foundation for generating insights, methodologies, and improving the work environment, people management, marketing and sales, productivity, ultimately enabling managers to make better decisions based on behavioral data from neuroscience research, for instance.

There is indeed a revolutionary repository that technology has exerted on the world in the last 25 years. However, two other revolutions are underway and developing relatively anonymously. Still, their impact will overshadow that of the technological revolution. These revolutions are related to genetics and neuroscience. In this article, I won’t discuss genetics, but I will describe how recent discoveries in neuroscience can and should help plan and manage organizations so that, when facing current adverse and challenging situations, employees can be more resilient. I want to share powerful tips that demonstrate not only how organizational leaders can use the secrets of neuroscience to create a resilient organizational culture but also become a self-sustainable organizational structure that fosters job satisfaction, talent retention, and maintenance in a healthy and ethical environment. Not only that! I invite you to understand how it is possible to simultaneously prevent professional fatigue in such a way that it can be used as an advantage in the market within practically any organization.

A RESILIENT CULTURE

To develop a resilient organizational culture, it takes more than good intentions to transform employees into false superheroes fanatically. It all starts with an environment where adaptability and resilience are not just encouraged but are at the core of the environmental structure and culture itself. Despite seeming simple to analyze and observe, it is not, but it is also not impossible. A flexible culture begins with openness to change. It is an atmosphere that promotes innovation, creativity, and growth, where support is constant, and crises are seen as opportunities. When reading this, whether you are a current military collaborator, a university student, or even a player on a football team, it will undoubtedly catch your attention because everyone wants a more resilient team. Therefore, the most important thing to understand here is that such a culture can be created in any company, in any sector (I invite you to read two articles where I delve deeper into culture, “Integrated Culture Manual for the Leader Part 1 and 2” – the access link is at the end). However, before anything else, I want to review, in a functional way, the concept of human resilience:

HUMAN RESILIENCE

In summary, human resilience is rightfully one of the most discussed topics in behavioral sciences and can be considered the most significant determinant of human joy and success. It enables both individuals and organizations to achieve victory in situations that seemed entirely lost. According to the original definition of the term, resilience is the ability to recover from stress and adversity. From a neuroscientific perspective, it can be summarized as follows:

The brain has a unique mechanism for recovering from the cumulative load of daily annoyances. And with a little effort, it is possible to improve the ability to recover from life’s misfortunes. Whenever we get upset to the point of saying or doing something we later regret (which everyone does occasionally), it is a clear sign that our amygdala—the brain’s danger detector and trigger for the fight-or-flight response—has hijacked the executive centers of the brain in the prefrontal cortex. The neural key to resilience lies in how quickly we recover from this hijacked state. According to neuroscientist Richard Davidson from the University of Wisconsin, the circuit that brings us back to energy and full focus after the amygdala hijacking is focused on the left side of the prefrontal area. He also found that, in stress situations, activity on the right side of the prefrontal area increases. Each person has a characteristic level of activity on each side indicating our daily mood variation: more active on the right side, more discontent; if more active on the left side, faster recovery from all kinds of annoyances.

However, taking into account 30 years of research conducted by Kenneth Smith and Michael Kaminsky, it was found that resilience was not a monolithic reactive phenomenon but actually consisted of two interconnected factors:

1) Preventive resistance (immunity) and,

2) Reactive resilience (the ability to recover from adversity).

Here’s a big secret: the two-factor resilience can be applied to both individuals and organizations. You don’t have to go far to observe many people and potentially successful companies that have never reached the levels predicted by their abilities. It represents much of the profile of many of my coaching and cognitive-behavioral therapy clients. For this reason, I decided to delve deeper, and based on the studies I have conducted, I observed that the most common reason for enormous potential not transforming into great achievement is the lack of resilience in adverse situations.

In comparison with many studies of notable people in history who were successful, their insights and motivation arose precisely in moments of great challenges and countless failures. I invite you to read about the lives of George Washington, Abraham Lincoln, Thomas Edison, Nikola Tesla, Konosuke Matsushita, Genichi Kawakami, Soichiro Honda, Harland Sanders, Al Neuharth, Bill Clinton, and Steve Jobs, as well as to observe and study the behavior of the millions of other lesser-known individuals. All of them have something in common: their lives were marked by challenging and impactful moments of great resilience.

When you encounter stories of great personalities, and of course, when you meet less-known people but who managed to overcome their own limits, you begin to understand the value and importance of developing attitudes to create organizational cultures of resilience. There is no shortage of reasons to think about them. Geopolitics seems uncertain, there is a fascist anomaly emerging in front of us, and at best, we are going through a sad and regrettable ethical and moral reorganization. It is essential not to forget that dynamics in the United States, South Korea, North Korea, the Philippines, China, and the Middle East, the war between Ukraine and Russia, in short, all this movement adds tension to the international market and particularly to international trade agreements. Faced with so many psychological, economic, and social uncertainties, and as global markets face uncertainties and hostile reactions that press on globalization, this affects directly or indirectly each and every organization, as well as people’s lives.

Moreover, we cannot forget the global economic crisis generated by the Covid-19 pandemic, which forced virtually all companies to make profound changes in their operations, at least for a certain period, but still generates uncertainties today. The need for social isolation, combined with changes in consumer habits, has generated unforeseen difficulties for businesses of all sizes and sectors. The example of the pandemic fits perfectly into the explanation of resilience. After all, it is challenging to find someone who has not experienced personal overcoming situations during the isolation period. However, it is essential to understand that, in the context in which we are talking, resilience is far from being an individual quality.

It is also important to note that we are in the midst of a revolution marked by millennials or Generation Y. To give you an idea of the current reality, on a smaller scale, approximately 30% of all family businesses survive until the second generation, and only 12% survive until the third. Only 3% of family businesses are active in the fourth generation or beyond.

Not surprisingly, companies and employees must necessarily think of Plan B, C, D, etc. They need to change to adapt and, hopefully, thrive. In addition, the individualistic spectrum hovers over much of the land, and many countries are reevaluating the role of unions on workers. Some argue that there is a cultural rebellion within the new generations regarding attitudes towards work.

Look, on the other hand, everything has served as a great lesson. All these types of issues coming from all places are relevant and important, even to understand that we are part of a much more dynamic life and that it is necessary in current times to develop a sense of adaptability, at least to promote the opportunity to learn continuously and grow. In the workplace, the role of leaders has become increasingly important. I don’t need to remind you that employees often observe their leaders and tend to follow their example. Therefore, it is important to be visible. Showing passion for work and interest in those who do it is just one part, as well as showing the importance of what is done and how it is done. Now, above all, is the way in which the leader faces crisis or challenging situations, the golden opportunity for leaders to demonstrate resilience.

To achieve a good level of organizational resilience, it is necessary to structure your company for it. This means not only having resilient professionals but establishing a culture that allows and, above all, motivates the adoption of resilient attitudes in all departments.

I know it may seem exaggerated and somewhat provocative, but in the corporate organizational world, the idea that growth is like high tide—when it lifts all boats—is heard with disdain by those who have developed resilience because they know that the high tide lifted both deserving and unprepared companies. For this reason, many of them ultimately sank. The reality is that organizations whose organizational culture is focused on resilience have a greater chance of absorbing the idea that market fluctuations and even adversities can be used to increase their market share, eliminate competitors, and enhance mergers and acquisitions. I say this based on the report published in 2013 and repeated in subsequent years by the eminent Institute of Medicine (IOM), which indicates that developing a resilient organization should be a priority. But how to create a resilient organizational culture?

THE CREATION OF A RESILIENT ORGANIZATIONAL CULTURE

Here comes the relationship between behavioral sciences and neuroscience. According to the IOM itself, among other tactics, resilient organizational cultures can be created through leadership practices (that foster resilience in others). In the report, it states that:

1. “Resilient leaders can create the ‘decisive moment’ that changes an entire culture.”
2. “Developing resilient leaders will increase the resilience of the workforce they manage.”
3. “Resilient leadership practices serve as catalysts that inspire others to demonstrate resistance and resilience and to exceed their own expectations.”

I know these three points may seem very obvious, but believe me, they are almost always forgotten. When we use these three points and compare them with behavioral and neuroscience studies on resilience and the work environment, it is possible to gain insight not only to help overcome barriers to achieving resilience but also to strengthen bonds of dedication, trust, and loyalty. It is about factors that typify organizational cultures and the possibility of overcoming significant challenges.

So, you need to think about your strategy on a structural plan, in an effort to align all different brand agents in the same culture. Do we usually take responsibility for our mistakes and try to learn from them? Or do we blame others and avoid responsibilities (and learnings)? Generally, leaders build resilience by setting high standards, while treating failures as opportunities to learn and improve.

Consider, for example, that resilient leaders have the ability to better promote organizational cultures of resilience by understanding how such a culture is created on a physiological and psychological level. Neurological impulses, whether physiological or central to the human brain, are for social integration and chemical connection that occurs when a person can meet their need for belonging. The factors that allowed the human species to dominate all others are precisely the biological impulse for social cohesion, that is, the impulse to belong to a group (to be part of something greater than the individual). Anthropologically speaking, cognitive development occurred out of the need for survival, which is why the value for human relationships is so important to us and is present in everyone due to safety, strength, innovation, and creativity. In this same sense, the idea of affiliation and human relationships can manifest in different ways of collaboration and interpersonal trust, and enhanced by collective activities or even games.

Apparently, resilience within a company is primarily stimulated by the idea of ​​socialization that generates organizational cohesion. Organizational cohesion is the degree that shows how much each member of the organization is “connected” to it as a whole. In summary, I want to describe at least seven key connection elements that serve as a source of stimulus for organizational cohesion and that must be clear to leadership:

1. Selection and promotion processes: Related to how and what distinguishes the valuation of employees in a well-structured way, with clear and concise rules that allow promotion of the idea of ​​exclusivity. The appreciation of becoming a member of an organization that values ​​its employees makes people feel special.
2. Identity: Fundamental for employees to demonstrate how much their uniqueness is linked to the organization.
3. Shared goals: Exchange of information, feedback, and knowledge. It has to do with how much members of the company share responsibilities, objectives, and values.
4. Collaborative interdependence: It must be made clear that the evaluation that an individual’s success is intertwined with the general success of the organization, and success can only be achieved through collaboration.
5. Trust: Make no mistake. Permanent collaboration is based on trust. Only then do you get the best out of the person.
6. Pride: One of the most critical points of a company is to know how proud employees are of the organization, what it represents, and what contributions they make to the company.
7. Size: Only a leader’s experience is able to tell the size of the group in relation to the quality of the environment and productivity. But the fact is that the larger the group, the more difficult it is to promote cohesion. Thus, the creation of functionally interconnected subgroups can compensate for this.

To give you an idea of ​​how fundamental these points are, there is a very well-founded study by neuroeconomist Paul Zak, which shows that among other things, people who work in a “very trustworthy” organization have 74% fewer problems with stress, 106% more energy, are 50% more productive, miss work due to illness 13% less, and have 76% more interpersonal connections and 29% more personal satisfaction compared to those who work in a company where trust levels are low. Want more!

NEUROSCIENCE IN PRACTICE TO DEAL WITH SEVEN FUNDAMENTAL PSYCHO-PHYSIOLOGICAL BARRIERS

Since we can already understand that resilience is a determining factor that helps build healthy work environments. Now, putting it into practice requires an understanding of some points that resilient leaders must be aware of to overcome obstacles to the formation of such organizational culture:

• The brain is naturally negative. Yes! This is indeed true. We tend to give more importance to and remember more negative experiences than positive ones. This has an explanation. Survival! Psychologically speaking, we tend to give more importance to everything that is subjectively negative in order to protect ourselves from anything that could harm us in the future, besides being a major foundation for learning to continually do and act better in every moment of life. We learn from pain and suffering, not from joy. There is no doubt about this!
• The brain is endowed with great sensitivity to unpleasant news. Neurologically speaking, there is a real predisposition that is so automatic that it can be detected in the earliest stages of brain information processing, with the first memories being formed (in the first year of life). The brain encodes negative experiences into long-term memories in one second at most. The encoding of positive experiences takes 10 to 12 seconds. There are more words for negative emotions (62%) than positive ones (32%) in the English language dictionary, for example. It takes five to ten positive outcomes to equal one negative – behavioral studies have evidence that to maintain a balanced relationship for a joyful life, it is necessary for every negative interaction to correspond to five positive ones. When we apply this to organizations, we can reconcile it with the role of leaders who have to strive to shape a certain level of active and present optimism to promote it in others, focusing on “constructive evaluations and feedback” aimed at improving performance and the notion that learning comes from mistakes, instead of simply criticizing and assuming that learning comes from reprimand or penalty. Corrective actions will occur only when the person understands the reasons, consequences, and importance of mistakes as learning.
• The brain tends to seek the easiest path. When it comes to solving a problem, the brain seeks the most obvious answers, preferring to follow a “cognitive bias” and returning to an intuitive, unconscious, often incorrect reasoning. This factor worsens when the person is under strong demand and pressure. Just as when performing tasks, executing more than one task at the same time. Therefore, leaders should discourage intuitive decision-making and encourage thinking in the present, exercising the ability of deliberate awareness, consciously analyzing options as a tactic before irrevocable decisions are made.

The brain makes assumptions. There is no more perfect machine for illusorily creating reality from guesswork than the human brain. We are fundamentally built to think. Therefore, there is no emptiness for the brain when it comes to information; when the brain does not receive enough information to form a viable thought, it creates it itself. Thus, leaders must communicate with precision and frequency and keep things very clear. If your communication is flawed, especially in the age of individuality and hallucination caused by the noise of technologies and social networks, you will lose your leadership to someone who is, in fact, communicating. Note that here, often, a leader loses leadership not due to the quality of information, but due to its absence. When we feel uninformed, we tend to believe what suits us best; in this sense, the quality of what is being communicated won’t matter, and this is the major problem in current noisy times.

The brain is programmed to anticipate the future. Every time we don’t feel secure, we automatically start worrying about the future, whatever it may be. We have a natural tendency to want to anticipate problems and future issues that may not necessarily be real. To do this, just feel vulnerable. Even Freud recognized the repetitive tendency of the human brain when faced with uncertainty. The brain will tirelessly obsess over problems that may or may not exist. Leveraging current behavioral studies, the major problem of the century begins with anxiety, and this is an issue that can be addressed within companies to minimize this toxic issue for human health, satisfaction, and professional stability. The solution adopted by the leader is often precise communication and clarity about what is happening. The relationship between leaders and subordinates must be constant, with open doors and things always laid out so that each collaborator feels responsible, respected, valued, and included.

When in doubt, the brain hesitates. The cognitive process we refer to as doubt is more commonly the result of a lack of adequate information to make a decision or the result of conflicting information on how to act. Procedures, conversations, discussions, strategies, must always be widely explored, disclosed, and frequently evaluated; this helps reduce doubts.

The brain is always making associations. The brain always relates its social integration to the physical environment along with its past experiences, and it is this set of data that will interfere with emotion and create thoughts and feelings. All thoughts and feelings are formed from the present environment. Just as it is not the environment that will build the subjective and unique meaning of thought and feeling, but how each one interprets the environment based on their past experiential reality. Notice the complexity of this! Leaders can foster resilience by facilitating connections and a sense of belonging, redefining many of the beliefs people carry.

For this to happen, as many environmental factors as possible need to favor the creation of positive sensations. Start, for example, with the physical quality of the work environment: temperature, hygiene, organization, smell, color, lighting, noise, etc. But not only that. Provide comfortable areas where workers can gather informally, such as cafeterias and rest rooms. Having a cute place full of toys and tasty food will not win people’s hearts; on the contrary, it can generate other serious dependencies and behavioral deviations – as I have discussed in other articles (see the video – the link is at the end).

We need to go further; we can win the hearts of employees by making them feel useful, capable, challenged, respected, through associative and collaborative events. Sponsor activities with external teams, such as sports, festive events, training, lectures, contests, community projects, charity events, etc. They also serve to build organizational cohesion and social commitment. Encourage and motivate professional development trips. Creating an environment where there is support among colleagues is also considered an important factor for dealing positively with stress and reinforcing resilience.

It’s no wonder that the corporate world does this as a way to maintain a base of followers for decades. Commercial brands rely on this to ensure a group of loyal buyers (brand loyalty). Universities do it to ensure students and donors. Political parties use such a strategy in the search for a solid base of voters. Countries do it to encourage loyalty and patriotism.

The brain needs predictability. The stock market likes predictable situations; the brain does too. One of the most toxic cognitive conditions occurs when the experienced reality is incompatible with the expected one. When such incompatibility occurs, doubt, anxiety, and the inability to make decisions (cognitive paralysis) appear. Therefore, leaders need to make extraordinary efforts to realign expectations. Leaders need to continuously develop strategies along with their team. The use of the simple 3Ps formula is helpful: planning, preparation, and practice help face potential challenges or threats.

I hope that by reaching this point, it has become possible to understand that the resilient company is one that adopts innovation, not only in technical terms but also in behavioral terms. In addition to all described here, it is also worth noting:

Continuous learning, with analysis and reflection on the impacts of corporate decisions and processes, as well as the ability to create mutually beneficial relationships among all vertically and horizontally.

Psychological safety, that is, the extinction of the culture of fear in companies (fear of being fired, for example), allowing employees to be in a safe place and feel free to contribute to their teams, be creative, motivated, and away from hierarchical reprisals.

Purpose, which is the ability to continuously sense and respond to the external environment, having a common goal for all and among all employees.

Understanding all described here indeed helps to understand that organizational culture will significantly transform into a more resilient organization. Never forget that organizational culture is the set of tangible and intangible norms, values, beliefs, and actions that govern the internal environment of any organizational system. It serves as a guide for managers’ decision-making and employees’ behavior, being essential for building a positive work environment. Within this culture, it is necessary to find space to continually discuss organizational resilience with each employee. It is important that this concept is intricately woven into all activities, emphasized by leadership figures.

To conclude, I want to bring as an experience from these years working as a behavioral developer that I visibly witnessed in my consultations that the way to facilitate the construction of a resilient culture is based on the principle of innovation. A company, whatever it may be, that has in its culture the encouragement of innovative concepts and motivates creativity will develop resilience more quickly, at the same pace as it will find creative solutions to its problems. I witnessed this movement in every company I have consulted for.

Therefore, I end this article by reinforcing, for you not to forget and always keep in mind that every organization is basically a group of collaborators who operate under the same context, preferably seeking common goals. Open the “door” to opportunities for growth and learning as soon as it is appropriate. Make sure you have the right elements in your team, who accept feedback and are eager to take constructive action when needed. Setting reasonable goals and standards for achievement can also help keep employees more interested. Here, it is also important to show that, as a leader, you are open to comments, suggestions, feedback, and changes. This means you can offer your team meaningful opportunities to express their own opinions. Use these tips to build a work culture where dealing with problems in a constructive and resilient manner becomes the norm. With this, you and your company will not only win the hearts of your collaborators but will build a team of true organizational superheroes.

✅ Did you like this article?

THANK YOU FOR READING AND WATCHING MARCELLO DE SOUZA IN ANOTHER EXCLUSIVE PUBLICATION ON HUMAN BEHAVIOR

Hello, I’m Marcello de Souza. I began my career in 1997 as a leader and manager in a large company in the IT and Telecommunications market. Since then, I have participated in important projects structuring, implementing, and optimizing telecommunications networks in Brazil. Restless and passionate about the psychology of behavior and social issues. In 2008, I decided to dive into the universe of the human mind.

Since then, I have become a professional passionate about deciphering the secrets of human behavior and catalyzing positive changes in individuals and organizations. A Doctor in Social Psychology, with over 25 years of experience in Cognitive Behavioral and Human Organizational Development. With a diverse career, I highlight my role as:

Master Senior Coach & Trainer: Guiding my clients in the pursuit of goals and personal and professional development, achieving extraordinary results.

Chief Happiness Officer (CHO): Fostering an organizational culture of happiness and well-being, boosting employee productivity and commitment.

Specialist in Language and Behavior Development: Improving communication skills and self-awareness, empowering people to face challenges with resilience.

Cognitive Behavioral Therapist: Using cutting-edge cognitive-behavioral therapy to help overcome obstacles and achieve a balanced mind.

Psychic Systemic Family & Organizational Constellation: Based on the systemic and behavioral psychic laws that govern our affections, this practice offers a deep insight into the ancestral influences that shape our journey.

Hypnotherapist: Based on the interaction between mind and metaphors, Hypnotherapy helps overcome obstacles, unwanted patterns, and promotes self-discovery.

Lecturer, Professor, Writer, and Researcher: Sharing valuable knowledge and ideas at events, training sessions, and publications to inspire positive changes.

Consultant and Mentor: Leveraging my experience in leadership and project management to identify growth opportunities and propose personalized strategies.

My solid academic background includes four postgraduates and a doctorate in Social Psychology, along with international certifications in Management, Leadership, and Cognitive Behavioral Development. My contributions in the field are widely recognized in hundreds of classes, training sessions, conferences, and published articles.

Co-author of the book “The Secret of Coaching” and author of “The Map is Not the Territory, the Territory is You” and “The Diet Society” (the first of a trilogy on human behavior in contemporaneity – 05/2024).

Let me be your partner in this journey of self-discovery and success. Together, we will discover a universe of behavioral possibilities and achieve extraordinary results.

By the way, I invite you to join my network. As a lover of behavioral psychology, social psychology, and neuroscience, I created my YouTube channel to share my passion for cognitive-behavioral development with more people.

Remember that all data and content in this article or video are exclusive, written, and reviewed by Marcello de Souza based on proven philosophical concepts and scientific studies to ensure the best possible content reaches you.

Don’t forget to follow Marcello de Souza on other social media platforms and join the VIP list to receive exclusive articles weekly by email.

If you wish to make a donation for this blog to continue producing unique and differentiated content, access: PagSeguro Link

✍️ Leave your comment 📢 Share with friends 🧠 Marcello de Souza’s official channel_ was created to simplify the understanding of human behavior and complement the information on the blog: www.marcellodesouza.com.br

🧠 Subscribe to the channel: www.youtube.com/@marcellodesouza_oficial

🧠 Marcello de Souza’s latest book: /www.marcellodesouza.com.br/o-mapa-nao-e-o-territorio-o-territorio-e-voce/

🧠 Commercial Contact: comercial@coachingevoce.com.br

🧠 Write to Marcello de Souza: R. Antônio Lapa, 280 – Sixth Floor – Cambuí, Campinas – SP, 13025-240

Social Networks

🧠 Linkedin: www.linkedin.com/company/marcellodesouzaoficial

🧠 Instagram: @marcellodesouza_oficial

🧠 Instagram: @coachingevoce

🧠 Facebook: www.facebook.com/encontraroseumelhor/

🧠 Facebook: /www.facebook.com/coachingevoce.com.br/

🧠 Official website: www.coachingevoce.com.br/ www.marcellodesouza.com

🧠 VIP List to receive exclusive articles weekly from my authorship: contato@marcellodesouza.com.br

🧠 Portfolio: https://linktr.ee/marcellodesouza

🧠 Presentation and adaptation: Marcello de Souza

#emotions #selfcontrol #selfawareness #emotionalrelationship #selfhelp #motivation #overcoming #personaldevelopment #mindset #positivethinking #positiveattitude #success #positivity #leadership #executivecoaching #teammanagement #consciousleadership #resilience #mentalstrength #resilient #overcomingobstacles #warriormindset #balance #professional life #personal life #careerscoaching #qualityoflife #PersonalDevelopment #Selfknowledge #EmotionalIntelligence #PersonalGrowth #Mindfulness #Wellbeing #BalancedLife #PositivePsychology #Resilience #HumanBehavior #Motivation #SelfEsteem #SocialSkills #Empathy #MentalBalance #MentalHealth #PersonalTransformation #HealthyHabits #PersonalGrowth #InnerHappiness #marcellodesouza #coachingforyou