Irina Mihaela Of Entrepreneur Enlightenment: Here Are The Things That Happened in My Childhood That Impact How I Lead Today
An Interview With Cynthia Corsetti
Effective leaders follow their purpose and their business purpose no matter what. As I wrote in my first book, Entrepreneur Enlightenment — A Guide to Establish Your Purpose-Driven Business, our purpose evolves as we journey towards it. Your purpose is like the horizon. It is essential to know when to pivot in business, innovate new services or products, leave, sell, downsize, or go for massive growth. As visionaries, we can see the future and must act before anyone else understands why. We can share the grand vision with our team, but we shouldn’t expect them to understand the whole path, just the next step.
In this introspective and reflective series, we would like to explore the intricate web of experiences that form the leaders of today. Childhood, being the foundational stage of our lives, undeniably has a profound impact on our development and the leadership styles we adopt as adults. Be it a lesson learned from a parent, a childhood hobby that cultivated discipline, an early failure that fostered resilience, or even a book that opened their minds to vast possibilities; leaders often have deep-seated childhood experiences that echo in their leadership narratives today. For this interview series, we are talking to seasoned leaders across various industries who share personal anecdotes and lessons from their childhood that have sculpted their leadership philosophies today. As part of this series, we had the pleasure of interviewing Irina Mihaela.
Irina Mihaela, BSc, PEng., former nuclear engineering turned executive coach, helps CEOs elevate their purpose, peace, and overall profit to keep growing their companies while maintaining their well-being. Since establishing Entrepreneur Enlightenment Inc in 2011, she has helped business owners worldwide through consulting, coaching, retreats and masterminding.
Irina is an award-winning leader 2003 President’s Award of Excellence and received the Influential Businesswoman Award: Most Empowering Entrepreneur Coach & Consultant 2023 (GTA). She’s the author of Entrepreneur Enlightenment — A Guide to Establish Your Purpose-Driven Business and hosted her Entrepreneur Enlightenment show on RogersTV and radio on VoiceAmerica.com.
Her Child Innocence Equine Experiences project helps youth who suffered adverse childhood experiences recover their faith in their future with the help of horses.
Thank you so much for joining us in this interview series. Before we dive into our discussion about leadership, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
Thank you for having me. My life story is one of becoming.
My upbringing required me to become a leader or perish. I had a tough childhood. My parents constantly fought; they were so distressed that they neglected and abused me. At 6, I took responsibility for the newborn baby brother. Later, I took responsibility for the entire household; I cleaned, cooked and did the grocery shopping. Despite all this, every day, I was reminded that I wasn’t good enough and would never amount to much. I choose not to listen.
As a leader, I knew I needed to forge my own path. I had a vision of going to university as my grandmother encouraged me to. My father was against it; he thought I should become a hairdresser and consider myself lucky. Because of my difficult home situation, I was last in class, so he had a point. But I knew deep down that I was capable of more, so I studied day and night to pass the admission exam. I didn’t. I failed three times. I didn’t quit. I kept studying, and on the fourth try, I got in. I graduated from University as Valedictorian and got 100% on my master’s dissertation.
Being a female electronics engineer posed another difficulty. All jobs posted specified wanted men. Although not a communist country anymore, Romania still had some outdated rules.
Being resourceful served me well. I kept looking. I found out about a call for job applicants at the new-to-be-started nuclear reactor. There were 600 candidates for 60 positions and three tests to pass. I kept asking if they would accept women. They did, maybe because Canadians ran the plant. I ended up in the top 10 of the candidates, and I got hired.
Oh, I loved my job as a junior engineer working in high tech, mentored by expat experts. I excelled. After five years, I felt it was time for adventure again. The stories about vast forests and majestic moose sparked my desire to relocate to Canada.
A leader is constantly exploring new territories. I came to Canada alone with two thousand dollars in my pocket and two suitcases, with no family or friends here, just a vague promise of a job in nuclear engineering. Three weeks later, I got the job. Again, I loved my job. I was so eager, enthusiastic and experienced that I got a promotion every two years.
But the more senior I became, the less my personality felt suited for engineering, and I took the leadership route. I became section head and then manager. Although I still had design authority responsibility and needed to be technical, I had other responsibilities such as business development, career path development for my team, and continuous innovation. I loved those aspects, especially developing the people in my team and seeing them succeed. Perhaps some were not very keen, but I gave it my all.
A leader follows their purpose. I fell in love with Coaching. Growing up the way I did required me to be a practical psychologist to stay safe. I also wanted to understand why my parents were suffering and what I could do to make them happy. As a teenager, I read magazines similar to Psychology Today.
Through several spiritual epiphanies, I understood it was time to change my career, so I left the corporate job to start my own coaching business. The leadership skills I teach are the ones I learned and rely on in the difficult moments of my life. Coaching is my calling; I love seeing people transcend their limitations, achieve impossible dreams and find inner peace.
What do you think makes your company stand out? Can you share a story?
At Entrepreneur Enlightenment, we help CEOs elevate purpose, peace, and overall business profit so they can keep growing their companies while maintaining their own well-being. We take an integrative approach that combines true and tested business strategies with personal transformation and spirituality, helping CEOs elevate their level of consciousness towards enlightenment.
Drawing on my business development experience from my corporate career, the numerous leadership development programs I completed, and being an award-winning leader managing large teams and complex projects to success, it made sense to specialize in helping businesses and CEOs.
As I became connected with large entrepreneur communities, I understood that people can have the best business strategies, still, they would not implement them unless there was an inner openness for success. I discovered that our subconscious mind holds onto self-sabotaging patterns learned in childhood. To be truly successful, we need to identify, resolve, and release those habits and become truly free from the past, hence the personal transformation.
One of my earlier coaching clients was in her 60s; she came to coaching to resolve a work conflict. I was surprised to learn that although her mother had passed away five years prior, my client still somehow wished for her mother to acknowledge her. That’s when I fully understood that the pain from the past needs to be released; otherwise, it holds us back our entire lives.
The spiritual aspect came from several epiphanies and energy-healing sessions I had before leaving my corporate career. I understood that my purpose was to teach about peace, and I deeply yearned to fulfill it. I learned that we all have a life purpose, and when we align our business with it, we can have both monetary success and a sense of well-being.
The first time I went to an energy healing session was when I observed that I felt anxious in interviews, although I was the hiring manager, not the candidate. I learned that we all have a field of energy and influence one another. As a sensitive empath, without this knowledge, I would be at the mercy of the environment instead of managing my own energy. I teach this to my clients now, and they become able to lead their businesses without resentment, anger, or frustration; they learn to feel at peace. I had CEO clients with high levels of anxiety that, once they understood the effects of energy, were able to manage it and relax.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
Throughout my life, the three most instrumental character traits to my success were being visionary, determined, and resourceful.
- Being visionary is the ability to see the future, to have a vision of what you can achieve and then to use your imagination and wisdom to make that vision a reality. It requires you to take risks, to follow a path only you can see, to be strategic in your approach, as well as optimistic and innovative.
I had vision boards before I knew what a vision board was. I remember a psychology professor who was my father’s guest saw the poster on my bedroom wall with an albatross flying high above the water, and he said, “Your daughter will fly far away.” Indeed, I crossed the ocean to come to Canada.
- Being determined is to persevere toward an out-of-reach goal despite obstacles. One quality that sets great leaders apart is the ability to fail and, despite that, still persevere. During an interview for a vice-president position at our company, the HR representative asked candidates to share a few of their failures and how they persevered. A promising candidate was disqualified because he didn’t have one to share. When debriefing with the HR representative, they said he was too inexperienced if he hadn’t yet failed.
I can’t say I like to fail or that it doesn’t hurt, but because I failed so many times, as I shared in my earlier story, three times failed the University exam, I know that failing will not take me out of the game. Together with determination, we can also speak of resilience, which is the capacity to withstand and recover quickly from difficulties, and of endurance, which is the ability to tolerate unpleasant or difficult situations without giving up.
- Being resourceful, by definition, is the ability to find quick and clever ways to overcome difficulties. Tony Robbins says: “It’s not the lack of resources, it’s your lack of resourcefulness that stops you.” This leadership trait is entirely an internal mindset game, not dependent on external factors. To be resourceful is to look for the window when you cannot find an open door. It is searching and turning over every stone until you find what you seek. They say you find your treasure in the last place you look for it, so if you haven’t found it yet, keep looking.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.
I have made so many hard choices and difficult decisions, just as you have to as a leader. The story I’m going to share had a lot riding on my position and ability to convince an entire industry to follow my lead.
During the time when I was Senior Manager with design authority the request came to innovate a faster way to defuel (to take the fuel out) an entire nuclear reactor. One of the reactors was to be shut down for refurbishing, and the faster it could be defueled, the more money would be saved and the faster it could be back on line to supply the necessary electricity to the province. This was a huge task.
I came up with a solution based on my expertise, and my Director at the time came up with another solution based on his expertise. We had two very different concepts, and we each tried to convince the other that our solution was better. It was hard for me; I was much younger than him, he was my boss, and I didn’t really know if my solution would provide the expected results. My neck was on the line. It was a big bet in the industry as this was the first time this would be attempted in the world. It would set the trend for the future. We are talking about a tens of millions-dollar project, a year of development of the modifications, and a considerable risk for a nuclear reactor.
If I wasn’t as strong a leader as I am (and perhaps stubborn), I could have easily given up in favor of my boss’s design concept, but instead, I stood firm in my belief. We both submitted our version to a review committee presenting the entire business case with pros and cons, costs and schedule it would take for development. This process took months of meetings with experts and the chief engineer. My design was selected internally on cost and schedule. I then had to present the paper at the Canadian Nuclear Society Conference, where client decision-makers and stakeholders were in the audience. I got their buy-in as well. From there, we proceeded to the final design and implementation. It worked! We saved over 5 million dollars on the reactor refurbishing cost and set the stage for success in the following project phases.
The success was definitely not mine alone, but it was I who stuck with what I believed in despite the considerable pressure. I was one of the top 10 experts in the world in my field, and that was a huge responsibility on my shoulders. My boss was also an exceptional individual, and giving credit to him, once the path was decided, he fully supported my team’s and my efforts.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Let’s start with a simple definition. How do you personally define “leadership?”
For me, leadership is about creating a new path and inspiring others to follow.
Can you recall an experience from your childhood where you felt truly empowered? How does that moment inform your leadership style today?
As I shared earlier, because of my difficult family situation, I didn’t study, and my grades in school were very low. I failed the exam for Grade 9, and I was assigned to the last class with others with the lowest marks; most were in gangs. The classes went from letter A to I, A for the highest marks. I was in class I.
Once a week, we had a day to develop trade skills in a machine shop. We learned how to solder, make metal parts, cut threads and paint fences. I loved the practical work, and I was very enthusiastic. The instructor observed that and took an interest in teaching me more. I would stay late to finish the job. At the end of the first trimester, he gave me an excellent recommendation to the school officials and from the next trimester, I got “promoted” to class D. I think this move saved me. It was the first time I felt empowered and proud of myself.
How does this inform my leadership today? I seek to discover what people are good at, their personality traits and how they can succeed. Everyone is good at something, and with mentorship and encouragement, they can excel. Based on this knowledge, I advise my CEO clients on reorganizing their teams. Each person has strengths and weaknesses. We need to focus on strengths and compensate for weaknesses; we don’t need to be good at everything. I can’t recall how many history tests I failed. But when it comes to creating, being practical and finding solutions, I’m motivated, and I excel. Everyone has skills that they can excel with. We are unique, we are valuable, and we all can succeed.
Were there any role models in your early years who left a lasting impression on you? How has their influence manifested in your approach to leadership?
My grandmother was my hero and my role model. Her love was the only one I felt, and she believed that I could go to university.
She was well-known and very well-respected in her village. People saluted her with “Madam Midwife,” although she was retired by the time I met her. Rare for a woman of her time, she was educated, completed four grades and the midwife school. She had three villages in her care and helped with the birth of every child. Even in her retirement, women would come for her to confirm their pregnancy. She told stories of people sending horse carriages in the middle of the night for her to come help with delivery. Otherwise, she would jump on her bicycle and go.
She was wise, knew herbal medicine and was a beekeeper. She was a leader; the one to hire help for house cleaning, repairs, or farm work and then supervise them. And she was a good negotiator.
I loved my grandmother dearly and wanted to make her proud. Her belief in me gave me the power to pursue University despite the evidence that it would be impossible. As a leader, I put my belief in people and encourage them. Anything is possible for someone who puts their heart and soul into pursuing their dream.
Many of us had a favorite book or story as a child. Is there a narrative that you were drawn to, and do you see its themes reflecting in your leadership journey?
While I was not studying for school, I was an avid reader. Joules Verne’s science fiction adventure novels fascinated me the most. I spent entire summers climbing a walnut tree and reading for hours. I loved the out-of-the-ordinary situations and how the characters problem-solved so things ended well. One of my teenage journal entries states that I want to live an extraordinary life.
This spirit of adventure informed my leadership journey. I never accepted settling for average or what’s comfortable, and I pushed the envelope to get outstanding results from myself, my team, and my clients. When we have the courage to live life at the edge of our comfort zone, we grow and discover what we are truly capable of.
Many leaders find that their greatest strengths arise from overcoming adversity. Can you share an experience from your early life that was difficult at the time, but you find still lingers in your thoughts and informs your actions today?
As a child, I was severely abused. If you are familiar with adverse childhood experiences (ACE) score, my score is 8 out of 10. Researchers found that the higher the number of ACEs adults reported from childhood, the worse their physical and mental health outcomes, and a score higher than 4 poses serious risks. Despite this, I was strong, healed myself, and found a way to thrive in life.
This informs my actions and leadership style, as I believe anything is possible, and I believe in miracles. We can take control of our lives, and with determination, resourcefulness and vision of what we want to create, we can overcome difficulties and transcend any limitations.
I intentionally share my life story to inspire others on what is possible if you never give up. To give hope to others who had difficulties.
Looking back at your childhood, are there particular ‘first-time’ experiences — like your first triumph, your initial setback, or your inaugural leadership responsibility — that you believe were pivotal in molding your leadership ethos?”
Both my parents worked long hours, so at an early age I became responsible for the grocery shopping. It was not a simple task as it is in North America. In Romania, we were living under the Communist regime, and food was scarce or rationed with food stamps. To buy milk, we had to wake up at 4 am because, by 7 am, there was none left. For some products, we stayed in line all night long, sometimes for several days and nights in a row.
I took great pride in coming home with food. As a leader, I would scout the lines to decide which ones would be worth the effort. I would analyze how much produce was available and how many people were already in line, and made informed choices because I had to invest hours and hours, and we needed food.
I had failures, many. The one that hurt the most was when my brother was 4, and we lined up together to buy oranges and bananas. We only saw those fruits once or twice a year around Christmas time. The line was long; my intuition told me the fruits might not last until we reached the front, but my brother insisted. He wanted them so badly. I agreed. Two, maybe three hours passed by. The line was outside of the store, and it was cold. I entertained my brother as best I could. There were maybe 15 people left in front of us when the bananas finished. He started to cry. I consoled him that we would get oranges. Two people in front of us, and they ran out of oranges, too. My brother exploded into a wailing cry that still lingers in my mind. I wanted so much for him to have at least oranges; it broke my heart. I begged the cashier to look in the back maybe they had more. They did not. My brother cried and cried. All the way home he cried inconsolably.
I failed to provide. I failed to be the leader. I made an emotional decision to please, and I created a bigger drama.
From your personal experiences and reflections, what are the ‘5 Pillars of Effective Leadership’ you believe in?
Of course. I shared some of my leadership philosophy already; and here are what I consider the 5 pillars of effective leadership:
1 . Ability to be Powerful while Loving
A powerful leader is a confident person committed to their and the company’s values and stays centered on those while driving to achieve the company’s mission. No one can sway the powerful leader from those. A loving leader is empathic and cares about people, how they feel and what would help them succeed. To be powerful while loving means to stay firm in what you believe is right, not people please, and to make the best decision despite temporarily displeasing a team member, client or supplier; it means you care about the highest good of all in the long run.
I gave an example earlier of how I succumbed to my brother’s insistence to line up to buy oranges and bananas. I overrode my intuition. I felt this endeavor wasn’t going to be successful, but I thought I was loving by pleasing him. In the end, this created more suffering. I could just have said, “The bananas are green,” which they often were, distract him and move on.
A typical example of this principle from my work with CEOs is when they keep a staff member on much longer than needed, losing profit in the process because parting ways seems hard. The soft-loving CEO believes that letting someone go will break their heart and hurt their family. To be a powerfully loving CEO, you need to understand that everyone has their purpose and destiny, and if a relationship doesn’t work or there is resentment for underperformance, then it’s not good for that person to continue in that environment and they will be better of finding something more suitable.
2 . Ability to Make Critical Decisions
Most leaders have type-A personalities and tend to make fast decisions. Sometimes, acting fast moves the business forward, and it’s good. But when stakes are high and significant risks are involved, we need to be able to slow down and evaluate different options. I teach leaders how to use both logic and intuition to make the best choice. Having the discipline to follow the process slows them down. The first step is to come up with three options or more. Then, using logic, write down the pros and cons of each option. Next, consult your intuition or gut feeling on what option feels best. A significant factor in making the best decision is to be unattached to a particular option and to keep an open mind to other possibilities.
I use this process with my CEO clients to make the final hiring decision after candidates are shortlisted. We look at the skills, experience and personality profiles against the job description. We look at how the candidate aligns with the company values and make the pros and cons list. Then, we intuitively ask what candidate would serve the greatest good of the team, company, and owner. When those results are combined, the best candidate stands out from others.
3 . Ability to Follow a Purpose
Effective leaders follow their purpose and their business purpose no matter what. As I wrote in my first book, Entrepreneur Enlightenment — A Guide to Establish Your Purpose-Driven Business, our purpose evolves as we journey towards it. Your purpose is like the horizon. It is essential to know when to pivot in business, innovate new services or products, leave, sell, downsize, or go for massive growth. As visionaries, we can see the future and must act before anyone else understands why. We can share the grand vision with our team, but we shouldn’t expect them to understand the whole path, just the next step.
When I decided to leave my successful corporate career for coaching, going from being a recognized name in the industry to no one knowing it, many friends shook their heads and shrugged their shoulders in disbelief. I followed a calling I couldn’t explain, but I knew in my bones that it was the right path.
Changing to coaching served me well because it allowed me to work on myself full-time, healing the wounds from childhood. Maybe I saved my life; who knows? Then, every client brought me a new problem to solve, enhancing my expertise. Little by little, I became confident in my new career. I also discovered my creativity by writing newsletters, creating a curriculum for my courses, workshops, and retreats, and publishing my first book. Coaching provided a wealth of new experiences that enhanced my life tremendously.
4 . Ability to Have Inner Peace
A leader on the edge is not effective. When we are tense or anxious, we react, we dismiss, we resist, and we make our team members nervous. I was high-strung before I turned to coaching and energy healing.
We need to find ways to release shame, guilt, anger, grief, pride and fear to be at peace. Those feelings come from adverse childhood experiences or other traumas. We tend to stuff those feelings down, thinking the events are forgotten, but on the other hand, we get triggered easily.
Many modalities are available to support the healing process, from psychotherapy and counselling to emotional freedom technique and sound healing. I healed by studying strategic intervention coaching with Tony Robbins and Cloe Madanes, a renowned family therapist, in parallel with seeing an intuitive energy healer. I love this combination, and I now offer it. With coaching, we appeal to the conscious mind; with intuitive energy healing, we access the subconscious mind. Once we know the problem, we can solve it, but most issues are hidden in our subconscious mind.
I had clients who were not aware that they were abused. We have a compassionate mechanism that helps us forget what we are not equipped to deal with. We can only see the effects, and if we are willing to go down the rabbit hole, the truth can come to the surface, and the problem could be resolved.
Seeking inner peace is the duty of a leader. Once we are at peace, we can more easily understand others, have compassion for them and have the ability to guide and mentor them correctly.
When the leader is at peace, not taking anything personally, they can create peace in the team. They have the patience to see everyone’s point of view and negotiate a harmonious result. In a team, there are differences, and this is how it should be in order to innovate. We need different personalities and points of view. But leaders should not entertain power struggles, resentment and betrayal. Those erode the trust members have in one another and waste a lot of time and energy; this leads me to the last pillar.
5 . Ability to Create Business Profit
The definition of business profit is simple: profit is the difference between revenue and expenses. To increase profit, we need to increase revenue and decrease expenses. Most leaders focus on increasing revenue. More clients and projects seem like success and means the company is doing well. It’s not always the case. It is equally important to know your expenses and avoid wasting resources and time. This is why increasing team efficiency by creating peace in the team is a crucial leadership area of focus.
To help my clients increase profit, we also look at all the income streams and determine which ones are profitable and which are no longer profitable. We can become enamored with certain aspects of our business and offers, but it is possible that our purpose has shifted, and we have to leave behind certain clients, services or products. Continuous innovation is required if we are to maintain success. We grow, our company grows, the market shifts, and we specialize in new things.
A client came to me wanting to increase profit. We reorganized the various divisions, increased market outreach, created team efficiency, and reduced disruptions but nothing moved the needle much. We looked at the expenses, and the overhead could not be reduced by much; they had expensive software, a great location with high rent, great benefits for their team, and excellent customer care processes. Looking at the numbers and the Excel spreadsheets, it became clear that the best path forward was to sell the business. For that business to become profitable, it needed efficiencies of scale. They were doing everything right, but they needed to be five times the size if they were to offset the high overhead and become profitable. The best way was to sell, which they did profitably.
In your role as a leader, what thoughts or concerns keep you awake at night? How do these reflections guide your decisions and leadership?
The question that keeps me awake at night is how to pass my knowledge on and make a greater impact, how to help more people or help people more. Seeing my parents suffer was hard. I wanted so badly to take their pain away and make them happy. I now know I can’t make anyone happy, but I can certainly help those willing to grow. I have had many life experiences and learned many important lessons the hard way. I want to share them to reduce suffering in the world.
Sometimes, at night, I worry that I am not doing enough. I have two other books started: my memoir and a book on relationship leadership, but I haven’t had time to write much this past year. I feel the duty to do more, especially when I see how much people feel disconnected, to show up more, share my voice on important topics, speak up for others who cannot speak for themselves, and, in general, to be a light on other people’s path, holding the lantern up so they can see their way out of the darkness and into the light.
As a leader, I feel the need to concentrate on passing on the knowledge and wisdom that I have gathered on how to lead a business successfully and how to transcend any personal limitations. I strategically focus on working with CEOs and founders as they impact many people’s lives. I’m happy when I hear my clients teaching the principles learned in our work to others.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
Great question. I actually started a movement to eradicate child abuse, which I believe can be done in three generations. Two years ago, I established the Child Innocence Project to provide free-of-charge equine experiences to youth who have had adverse childhood experiences. Abuse is passed down from generation to generation; if you heard the saying “people who hurt, hurt people.” By working with youth, we help them regain their innocence and faith in their future; this way, they can start their lives right and not have to suffer. Also, this will break the abuse cycle.
This year, I moved to an equine facility and acquired the first horse for the program, a calm and beautiful Gypsy Vanner called Amore. Over the years, I shared my story on various stages and online presentations, bringing awareness to this cause. When we share our story, we help others feel less alone in their pain, and healing can begin.
With the help of horses, our programs focus on developing emotional well-being, safety, and leadership skills. Being around horses provides a fun reason for youth to want to come. They will learn through experience. There is no riding involved; it’s practicing mindfulness and connecting. Horses have a powerful, calming energy and provide a mirror for what one is feeling. Many centers used horses successfully to help reduce PTSD symptoms for first responders and veterans. “Grooming a horse can reduce stress, lower blood pressure, and improve overall health.” [Psychology Today, 2017]
We are now working to create partnerships and sponsorship alliances to get a couple more horses, hire a team, and be available to provide the program to more teens. Our vision is grand; we anticipate that once we establish the program, other equine centers will adopt it worldwide.
Once we take an interest in healing and helping others heal, when we understand that being at peace is our natural state, we can then create peace in the world. It is my wish that we all heal.
How can our readers further follow your work online?
Would love to connect and provide further support to all interested, here is how:
Check my website where I provide several free resources for download, https://entrepreneurenlightenment.com/
Follow me on LinkedIn for CEO mindset and leadership strategies https://www.linkedin.com/in/irina-mihaela/
Connect with me on Instagram where I share behind the scenes stories https://www.instagram.com/irinaenlightenment/
Thank you for the time you spent sharing these fantastic insights. It’s been an honor to delve into the roots of your leadership journey, and we are grateful for the wisdom you’ve shared.
Irina Mihaela Of Entrepreneur Enlightenment: Here Are The Things That Happened in My Childhood That… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.