HAPPINESS IN ORGANIZATIONS PART 2: THE HIDDEN WEIGHT OF HAPPINESS

“Among the complexities of the world lies the insatiable desire to discover the answer to how to be happy, a dizzying race in which only the wise, after a while, realize its futility. This relentless pursuit keeps us distant from our essence, occupied and exhausted, while emptiness persists. However, the real question may be simpler than we imagine. All we really need to do is stop, breathe, and appreciate every present moment in its entirety for existing, and then ask ourselves, why?” (Marcello de Souza)

For those who read the first part of this series of articles that precisely addresses the role of happiness in companies, you have already realized that the subject is much more complex than expected, isn’t it? There is no line of defense capable of explaining happiness and its role in life other than its pursuit in oneself. The understanding of happiness throughout history is a complex and multifaceted narrative that spans a variety of cultures and philosophies. From ancient times to the present day, different concepts of happiness have been developed and explored in the same way that a single conclusion has never been reached.
Imagine that even in the 17th century B.C., Zoroaster mentioned the pursuit of happiness as the search for a safe refuge, involving elements such as family and livestock. In 6th century B.C. China, Laozi emphasized harmony with nature, while Confucius highlighted values such as duty, courtesy, wisdom, and generosity as essential to a happy existence. On the other hand, Buddhism, founded by Siddhartha Gautama in the 6th century B.C., teaches that happiness is achieved through the liberation from suffering, a state attained through the Noble Eightfold Path and the overcoming of desire.
Aristippus of Cyrene, a contemporary of Plato, distinguished two states of the human soul: pleasure (gentle movement of love) and pain (rough movement of love). Hence, an approach known as hedonistic emerged, where happiness is seen as the relentless pursuit of pleasure and the minimization of pain. This view places sensory and emotional pleasure at the center of the pursuit of happiness, raising questions about the balance between immediate and long-term pleasure, as well as the pursuit of pleasures that do not harm oneself or others. Still, in the 4th century B.C., Aristotle saw happiness as an activity of the soul in accordance with virtue, relating it to satisfaction and personal fulfillment, known as Eudaimonia, rooted in the development of virtues and personal flourishing. For him, it involves the pursuit of a meaningful life purpose, the realization of human potential, and the practice of virtues such as courage, wisdom, and generosity. Happiness here is linked to authenticity and personal growth.
In Epicureanism, a philosophy advocated by Epicurus, an ancient Greek philosopher, happiness is conceived as the result of seeking a tranquil pleasure based on friendship, wisdom, and moderation. Epicurus valued ataraxia, the tranquility of the mind, as a desirable state to achieve happiness. Then came the Stoics who believed that tranquility (ataraxia) was the path to happiness, emphasizing control over things that could not be changed. For Christianity, through the teachings of Jesus Christ, love was highlighted as the key to harmony and happiness. Epictetus went further; he approached happiness by focusing on control over our lives. He argued that true happiness emerges when we accept that we only have control over our actions and choices. Instead of seeking wealth, fame, or pleasure, he emphasized the development of moral virtues, such as wisdom, courage, justice, and moderation. He believed that unhappiness originated from the pursuit of external things beyond our control.
Saint Augustine, one of Christianity’s fundamentalists, saw happiness as the result of seeking God and conforming to His will. Thomas Aquinas, another Christian theologian, argued that happiness was achieved through the pursuit of God and human flourishing, through the development of virtues. Each of these perspectives offers a unique and distinct view of what constitutes true happiness and how to achieve it in its respective philosophical or religious tradition.
In the 7th century, Muhammad emphasized charity and hope in the afterlife as essential elements for eternal happiness. Baruch Spinoza argued that true happiness was intrinsically linked to knowledge and understanding the nature of things, along with accepting our position in the universe. He saw the pursuit of understanding as a fundamental path to happiness. On the other hand, Arthur Schopenhauer had a pessimistic view of life and happiness. He believed that happiness consisted of the absence of suffering and suggested that the best way to achieve it was to minimize desire and will.
IMMANUEL KANT argued that the pursuit of happiness should be guided by morality and duty. He believed that true happiness was aligned with reason and the fulfillment of moral duty. Karl Marx, on the other hand, advocated for an egalitarian society as a path to human happiness. In the late 19th century, Sigmund Freud explored the pursuit of happiness through the “pleasure principle” and the “reality principle,” with their inherent limitations. Jean-Paul Sartre, an existentialist philosopher, argued that happiness was linked to authenticity and personal freedom. For him, true happiness emerged when we took responsibility for our choices and created our own meaning in life.
Viktor Frankl argued that the pursuit of happiness alone can often be frustrating and unattainable. Instead, he emphasized the importance of finding purpose or meaning in life as a more enduring source of satisfaction. He believed that when people find genuine meaning in their lives, even in the most difficult situations, they can experience a deeper form of contentment and well-being. In other words, for Frankl, the joy of living is related to the search for meaning and purpose in life, rather than a direct and selfish pursuit of happiness as an end in itself. By finding meaningful purpose, people can experience a deeper and more lasting type of contentment, even amidst difficulties and challenges.
In recent decades, positive psychology, developed by Martin Seligman and others, has explored happiness as a scientific research field. Positive psychology examines factors such as gratitude, optimism, resilience, and engagement as important components of happiness. This approach emphasizes the importance of psychological well-being and personal development in the pursuit of happiness.
We have reached the point of wanting to link happiness with genetics. Yes! According to some scientists, genetic studies suggest that happiness also has a hereditary component. Today, the concept of happiness is intrinsically linked to the “cult of the individual,” associating it with quality of life and self-esteem. Depression is seen as a “performative failure of the subject,” and subjective well-being depends on a series of factors, such as autonomy, relationships, and self-confidence.
Not to mention the happiness of self-help, which highlights Having to the detriment of Being, and often promotes simplistic and generic solutions, against the understanding of happiness as something complex and as singular as multifaceted in a plural universe. The frantic race for happiness, which departs from the realm of understanding and enters the stage of spectacle, is a bizarre and unsettling spectacle that we witness today. Modern society pushes us into an abyss of having, showing, and proving our happiness at any cost.
In this spectacle scenario, happiness is no longer an inner search, leaving Being for Having, as an external imposition. It is as if we were told: “You must be happy, or there is something wrong with you.” This “exploratory” and imperative happiness has become a necessity, a mandate imposed on us. Those who dare not to follow this dictate are labeled as insane and devalued. It is not surprising the growing number of people suffering from depression, anxiety, and loneliness in our individualized and fearful society. The relentless pursuit of happiness distances us from ourselves, makes us strangers in our own skin. We are forced to live artificial lives, shaped by the expectations of others, instead of allowing ourselves to be authentic.
I think you must have understood by now that today it is precisely from this perspective that I want to generate reflection for us to deeply understand the “Chief Happiness Officer.” I want to explore a less optimistic view of happiness in the corporate context. It’s not that the intention is to depress you; on the contrary, it’s to break the status quo of the simplistic view and understand how we should actually see the relationship between happiness and the company. In other words, the idea today is to provoke and make you question this imposition of happiness so that we allow ourselves to explore the complexity of our emotions and experiences.
The idea is to help decipher true happiness that cannot be canned or sold. When we understand the perspective of happiness in human evolution, we soon realize that somehow, deep down, everyone seeks to demonstrate that it resides in the acceptance of our imperfect humanity and in the search for meaning rather than empty pleasure. Perhaps that’s why the main idea of a CHO is not to dictate what is and how to be happy; on the contrary, it is to be open for each one to discover for themselves, even if that means challenging imposed norms and expectations. After all, genuine happiness is not a spectacle for others, but an internal journey of self-awareness and authenticity.

AGAINST THE OBVIOUS

The fact is that, whatever it may be, under Western or Eastern perspectives, where Eastern and Western outlooks differ in many aspects. While the West tends to seek happiness externally, through achievements and material pleasures, the East directs the search inward, emphasizing spirituality and inner peace. Where the West sees happiness as an achievement, the East sees it as a state of being. I hope it is already clear that since the early days of philosophy, the pursuit of happiness has been considered a noble aspiration and an inalienable right of the human condition.
However, when we talk about the work environment, over the centuries, what began as a libertarian ideal in the 18th-century Enlightenment seems to have acquired a sinister shadow of unrealistic expectations and incessant duty.

At the height of the Enlightenment, thinkers like John Locke, Thomas Jefferson, and Jeremy Bentham proclaimed the pursuit of happiness as a natural right, a fundamental principle that should be protected by governments. It was a call to individual freedom and personal fulfillment. However, this noble view of happiness has transformed over time.
Today, the pursuit of happiness often unfolds before us as a relentless demand. Social media and the media bombard us with images of perfect lives, leading us to believe that happiness is constant and that any deviation from this ideal is a personal failure. The social pressure to be happy all the time has become overwhelming.
Furthermore, the pursuit of happiness has evolved from an aspiration to a duty. The phrase “I declare these rights to be unalienable: Life, Liberty, and the pursuit of Happiness” now seems like a constant reminder that we must pursue happiness incessantly, as if it were a goal to be achieved. Of course, this relentless obligation becomes exhausting, resulting in anxiety, dissatisfaction, and even a sense of failure when we do not meet the unattainable standards that modern society imposes, leading people to develop previously unimaginable mental disorders.
The hidden weight of the pursuit of happiness lies in the pressure to be happy, the shame of not meeting expectations, and the feeling that happiness is an obligation. Instead of bringing satisfaction, this incessant pursuit can distance us from it, leaving us anxious and unhappy, and this cannot in any way inhabit a work environment, quite the opposite.
If you want a CHO (Chief Happiness Officer) in your company, maybe it’s time to rethink the approach to happiness. First, it must be clear that in the contemporary world, globalization and the interaction between cultures are shaping how we view happiness. People are increasingly exposed to different perspectives and are starting to adopt elements from both traditions in their pursuit of happiness.
Instead of pursuing constant and unattainable happiness, it might be wiser to focus on cultivating a sense of contentment, appreciation, and meaning in life. This way, we can find a more lasting sense of well-being, without the oppressive weight of the incessant pursuit of perfect happiness.

The Paradox of Happiness

I know that maybe now you might still think that seeking happiness may not be entirely clear or effective, but it also doesn’t hurt, right? Wrong.
There is a contradictory or seemingly ironic idea related to the pursuit of happiness. This paradox precisely means that often, people who actively seek happiness may end up feeling less happy than those who don’t care about it. The idea is that when someone strives too hard to be happy all the time, this can create unrealistic expectations and increase pressure on oneself to constantly feel happy. This, in turn, can lead to anxiety, frustration, and even unhappiness because life is naturally full of ups and downs, and no one can maintain a constant state of happiness.
Instead of pursuing happiness as a final goal, a CHO must focus on meaningful experiences, interpersonal connections, personal growth, and acceptance of normal human emotions, including moments of sadness, anger, or frustration. By doing this, happiness can become a natural byproduct of life, rather than an obsessive goal.
The irony that, by trying to be happy all the time, we may end up being less happy, and that happiness can be better found when not pursued so intensely.
Since the 18th century, with the industrial revolution and thanks to the great minds of management schools, there has indeed been a transformation in human values. But, mistakenly at some point post World War II, claiming happiness has been highlighted, and this brings a great burden, a duty that can never be perfectly fulfilled.

“The incessant pursuit of happiness can, ironically, distance us from it, as the pressure to be happy all the time can lead to anxiety and dissatisfaction, revealing the paradox that true happiness often lies in accepting the complexities of life.”

There is no shortage of studies within social and behavioral psychology that demonstrate this. For example, in the field of behavioral psychology, light is shed on an intriguing phenomenon related to the pursuit of happiness. In the experiment, participants were invited to watch a video designed to induce feelings of happiness, in this case, several of them related to athletes’ hard-won victories in various fields. However, before watching the video, half of the group was instructed to read a statement emphasizing the importance of happiness in their lives, while the other half did not receive such instruction.
Contrary to what many expected, the surprising result of the research was that those who had read the statement about the importance of happiness actually experienced less happiness after watching the video. I hope you understand that the idea here is to show you that when happiness becomes a duty, a moral obligation that must be fulfilled, people tend to find themselves in a paradoxical situation. The conscious effort to be happy often leads to unhappiness.
What I mean is that the role of the CHO cannot be confused within this toxic universe where we are constantly inundated with messages urging us to be happy, as if it were an obligation. This imposition of happiness as a duty can create significant psychological pressure. When we cannot meet this expectation, we may feel increasingly worse, as if we were failing a moral obligation.
“Unhappiness transcends its own meaning, reflecting, more sharply, the inability to find happiness.” With this phrase, I want to provoke the idea that true happiness cannot be imposed or demanded but must be allowed to grow naturally, without external pressures. This reflection leads us to consider that, instead of trying to force happiness as a duty, we can find a more authentic and satisfying path by cultivating authenticity, accepting our emotions, and seeking meaning in our lives.
The pursuit of happiness should not be an obligation but rather a personal journey that varies from individual to individual and often includes challenges, ups and downs, and moments of deep introspection.
So, instead of imposing happiness as a duty, we can embrace the complexity of our emotions and understand that true happiness often lies in authenticity and the freedom to be ourselves, regardless of external expectations. This allows us to seek happiness in a more genuine and meaningful way, rather than falling into the trap of the incessant and stressful pursuit of an often unattainable ideal.

The Hidden Blindness

I invite you now to imagine a highly respected technology company that, after various internal discussions about employees’ absenteeism due to mental health issues, started motivating its leaders to create an environment where joy and relaxation are prioritized. They encourage motivational events, have built recreational rooms and spaces, and always urge employees to smile, participate in recreational activities during working hours, and maintain a constant level of enthusiasm. The idea is to truly make this part of the company culture because, after an external consultancy, they understood that a happy environment needed a CHO to increase productivity and employee satisfaction.
It may sound like fantasy, but it isn’t. This story is real, and it’s not just any company. One day, I was invited to a meeting where its directors presented an internal study revealing that, due to the pressure to maintain constant happiness, employees were becoming increasingly hesitant to raise legitimate concerns about the quality of new projects in development. In a confidential internal survey, leaders and employees in general described fear as the main reason for their declining productivity. They didn’t want to expose themselves, appearing negative or pessimistic in an environment so geared towards positivity. Consequently, eight months after proposing to implement a “happiness environment,” critical issues began to arise in various projects because many of the issues were no longer discussed in time, and the projects faced serious obstacles that could have been avoided.
Furthermore, the stress level increased significantly. This was very evident in the meetings I had with the team leaders. During our conversations, some became extremely irritated when describing their behavior in the face of the company’s excessive demands. According to some of them, they genuinely tried to keep a smile on their faces and a positive attitude, following the company’s culture. As a result, they did not express their dissatisfaction and ended up involved in activities and deadlines that were almost impossible to meet.
I hope you realize that instead of promoting a workplace where emotions are authentic and varied according to the situation, the pressure for happiness can hinder problem detection, informed decision-making, and effective negotiation. This was the consequence of infringing on the otherness of your collaborators.
The fact is that various behavioral studies make it clear that cheerful people have more difficulty identifying lies and fraud than those who are less cheerful. Moreover, people who act naturally in their work tend to negotiate better than those who are overly happy. There is no doubt for behavioral psychology that forcing oneself to be happy may not be good in all professional aspects, especially in jobs that require certain skills, particularly at the management and leadership levels. In practice, happiness can often even worsen performance. After all, when one is happy, they never want to stop being happy.

The Noises in Human Relationships

If you’ve made it this far, you must already have in mind that there are fundamental issues to be reflected upon when the goal is the pursuit of happiness within organizations. Unlike a universal aspiration, which tends to make people believe that finding happiness at work, in friendships, or in personal relationships is essential for a fulfilling life, I want to provoke the idea that happiness cannot simply be imposed or expected from others, and this expectation can have significant implications in human relationships.
In this sense, one of the classical problems is emotional dependence and pressure at work. Once, in a cognitive-behavioral development process with one of my clients, I decided to include a set of individual and group interviews to understand to what extent happiness was part of the environment in which they worked. That’s when something caught my attention. Many employees confided in me that, for them, happiness at work had to come from their managers or colleagues from other departments so that they could feel happy.
In fact, you may not have noticed, but there is an important issue here, as this kind of thinking can lead to a form of emotional dependence. Let me explain better. In a work environment, this tends to translate into employees who constantly seek recognition and validation from their superiors. When they don’t receive the desired response, they may feel neglected, leading to conflicts and resentments in the workplace. Moreover, an employee who expects constant praise from their boss, when not received, often begins to feel undervalued and anxious, negatively affecting their relationship with the boss and their productivity. This type of condition is largely responsible for the development of Burnout Syndrome.
It is worth highlighting the book “The End of Love: A Sociology of Negative Relations” by Eva Illouz, who observed a strange side effect of trying to be more affectionate in the workplace: people began to see personal life as a professional task. In her text, those interviewed categorically stated that they saw their personal lives as aspects that should be carefully managed through a wide range of tools and techniques acquired from their professional lives. As a result, home life had become increasingly cold and calculated. Therefore, it’s no wonder that many preferred to spend more time at work than at home.
As a therapist, I have had the chance to attend to people who ended up taking the imperative of happiness proposal to their own homes. Last year, I attended a flight attendant who was constantly worried about maintaining a “happy” atmosphere at home, avoiding difficult conversations or conflicts, which gradually distanced sincere conversations to superficiality in her relationship until it ended in divorce.
Therefore, I affirm here that the pressure to be happy all the time can also affect personal relationships. People may begin to see personal life as a professional task that must be managed effectively. This can result in a calculated and even distant approach to family and affective relationships.
Don’t be surprised! Another point worth knowing is that behavioral studies show that people in a good mood can be less generous in certain situations. In other words, this means that the relentless pursuit of happiness can lead to an excessive focus on oneself, rather than on the needs and feelings of others, making them selfish. This tends to always harm the quality of social interactions and negatively affect human relationships, potentially making them toxic.
The research concluded that individuals who are constantly seeking their own happiness tend to be gradually less inclined to help others in times of need, which can adversely affect social bonds and lead to emotional isolation. Those who dedicate too much to the pursuit of happiness may feel that they cannot express “negative” emotions such as sadness or anger. This can create a lack of authenticity in human relationships, as people do not feel free to share their true feelings.
The idea that being happy makes us better people is not necessarily correct, according to another interesting study. Participants were given prize coupons and had to choose how many coupons they would give to others and how many they wanted to keep for themselves. Those in a good mood ended up keeping more tickets for themselves. Therefore, at least in certain contexts, being happy may not mean being more generous. In fact, it may mean the opposite. In another study, after asking participants to keep a detailed diary for two weeks, psychologists found that those who valued happiness more also felt lonelier. It seems that dedicating oneself too much to the pursuit of happiness can lead to a feeling of disconnection from other people.

Challenges of Pursuing Happiness in the Workplace: A Realistic Perspective

The truth is that there is no shortage of research telling us that organizational happiness is more about appearances and ideology. Happiness is a convenient concept that looks great on paper, but it’s also an idea that helps evade more serious issues at work.
Often, happiness has been used as a bright facade that organizations display to the outside world. They promote the idea that all their employees are happy and satisfied, creating a positive public image. However, this hides the other side, where this excessive pursuit of happiness at work may be only superficial, masking real problems that occur behind the scenes. Employees may be portrayed as smiling in corporate photos but face unresolved conflicts, harmful policies, and even discrimination in the workplace. Furthermore, this emphasis on happiness can serve as a convenient way to avoid serious and uncomfortable issues.
In these years working with companies, there have been numerous examples that use the pursuit of happiness as a tactic to avoid issues like internal conflicts, communication problems, and other legitimate concerns. This creates a culture where problems are ignored rather than resolved, undermining the long-term health of organizational culture. Many toxic environments arise from movements like this. Therefore, I assert here that this happiness fad can have a negative impact on workplace culture. This can lead to an environment where concerns are not shared, and consequently, problems persist and worsen. Moreover, this emphasis on happiness can lead to a lack of respect for employees’ authentic emotions, making them less likely to express their concerns and challenges.
Ultimately, balance is key. While it’s essential to seek a workplace environment where employees feel valued and satisfied, this pursuit should not be used as a smokescreen to hide underlying problems. Happiness at work must be genuine and based on addressing real issues rather than being just a superficial idea to impress. Recognizing imperfections and addressing them proactively is essential to building a truly healthy and satisfying work culture.
This point highlights how the idea that happy employees are more productive can lead to the evasion of difficult problems. However, it’s crucial to remember that happiness at work is not a solution to all problems, and legitimate concerns must be addressed appropriately instead of being ignored. Resorting to happiness, with all its ambiguity, is an excellent way to avoid controversial decisions, such as layoffs. As Barbara Ehrenreich emphasizes in the book “Bright-sided,” positive messages about happiness proved to be especially popular in times of crisis and mass layoffs. This author describes that the pursuit of happiness can be used as an evasive tactic in crisis situations, such as mass layoffs. This approach can be seen as insensitive and inappropriate, especially when tough decisions, like layoffs, need to be made with transparency and empathy.
Unintentionally repetitive, the fact is that the CHO must be clear that, in addition to being exhaustive, causing exaggerated reactions, diminishing the importance of personal life, increasing vulnerability, and making us more naive, selfish, and lonely. Even more alarming is that deliberately seeking happiness can end up stealing even the joy we feel from the truly good things in life.

In reality, work, like all other elements of life, can evoke various emotions. If you find your work depressing and meaningless, perhaps it truly is. Pretending otherwise can only worsen things. Obviously, happiness is wonderful, but it cannot be created by our simple desire. And perhaps, the less we actively seek happiness in work, the more joy we can find in it—a spontaneous and pleasurable joy, not an artificial and oppressive one. Moreover, we will have more wisdom to deal with work. To see it as it truly is, not as we—executives, employees, or motivational dance masters—pretend it to be.
So, how can we apply these insights to our quest for happiness in companies? The answer is not simple because companies are complex organizations composed of individuals with different perspectives and goals. However, some lessons can be drawn from this exploration of happiness throughout history:

– Happiness is a personal concept: Just as there is no single definition of happiness that applies to everyone, there is no one-size-fits-all approach to promoting happiness in companies. It is important to recognize that people have different values, goals, and sources of happiness, and companies should be flexible enough to accommodate this diversity.
– Happiness is linked to authenticity and purpose: Many philosophies and approaches to happiness emphasize the importance of living an authentic life and seeking meaningful purpose. Companies can promote employee happiness by creating an environment that allows them to be authentic and find meaning in their work.
– Psychological well-being is fundamental: Positive psychology identifies factors such as gratitude, resilience, and engagement as important components of happiness. Companies can promote employees’ psychological well-being by providing emotional support, opportunities for personal development, and a healthy work environment.
– Balance between immediate and long-term pleasure is important: While some happiness approaches emphasize the pursuit of immediate pleasure, others highlight the importance of considering the long-term consequences of our choices. Companies can help employees find a healthy balance between immediate gratification and achieving long-term goals.
– The pursuit of happiness should not harm others: Some happiness approaches emphasize the importance of not harming others in the pursuit of one’s own happiness. Companies can promote a culture of social responsibility and ethics, where success is not achieved at the expense of others.

I hope that by reaching this point in your reading, it is already clear that the role of a CHO goes far beyond the obvious. The pursuit of happiness in companies is a complex and multifaceted challenge. However, by recognizing the personal nature of happiness, promoting authenticity and purpose, supporting psychological well-being, balancing immediate and long-term pleasure, and promoting social responsibility, companies can create an environment where employees have more opportunities to find happiness in their work and lives. In this sense, happiness in companies is not just a goal to be achieved but an ongoing process of personal and organizational exploration and growth. The real question may be less about how to be happy and more about how to live with purpose, authenticity, and gratitude. Perhaps happiness is not a destination to be reached but a companion that accompanies us on our journey through life. After all, as I suggest at the beginning: “All we really need to do is stop, breathe, and appreciate each present moment in its fullness for existing and then ask ourselves, why?”
I invite you to read the next chapter where I will explore the idea of: What kind of happiness do people value most?

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Hello, I’m Marcello de Souza! I started my career in 1997 as a leader and manager in a large IT and Telecommunications company. Since then, I have been involved in important projects structuring, implementing, and optimizing telecommunications networks in Brazil. Restless and passionate about the psychology of behavior and social dynamics. In 2008, I decided to dive into the universe of the human mind.
Since then, I have become a professional passionate about unraveling the secrets of human behavior and catalyzing positive changes in individuals and organizations. A Ph.D. in Social Psychology, with over 25 years of experience in Cognitive Behavioral and Organizational Human Development. With a diversified career, I highlight my role as:
Senior Master 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 productivity, and employee commitment.
Specialist in Language and Behavior Development: Improving communication skills and self-awareness, empowering people to face challenges with resilience.
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Speaker, Teacher, 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 postgraduate degrees and a Ph.D. 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 Coaching Secret” 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).
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