An interview with Maria Angelova
Be clear on your values: Your values should be used as a tool to make difficult decisions. Make sure you are clear on your core values and compare the choices to see how much they align with them. Values-based decisions, although challenging at times, are more enduring.
As a leader, some things are just unavoidable. Being faced with hard choices is one of them. Leadership often entails making difficult decisions or hard choices between two good paths. What’s the best way to go about this? Is there a “toolkit” or a skill set to help leaders sort out their feelings and make the best possible decisions? As part of our series “How Leaders Make Difficult Decisions,” we had the pleasure of interviewing Kathleen Seeley.
Kathleen Seeley, Founder and CEO of Massively Human Leadership, is an acclaimed speaker, transformational coach, facilitator, and corporate leadership consultant.
For nearly three decades, Kathleen Seeley has consulted and coached individuals and corporate leadership teams, facilitating game-changing transformation in a leadership capacity and team functioning. The tools she shares are practical, and her experiential teaching method makes them immediately applicable.
Her work is targeted at creating sustainable values-driven cultures and developing values-based leaders. A values-based approach emerges among leadership worldwide as a pathway to a more stable and sustainable human future. Kathleen and her team are committed to bringing humanness out in organizations by using values as a metric to tap into a company’s greatest asset: its people.
Kathleen has a Master’s degree in Leadership and a Master’s Certification in Values-Based Leadership and is a Certified Organizational Coach through the University of British Columbia.
She is a Training Partner with the Barrett Values Centre, Certified in The Human Element™, and Certified Passion Test Facilitator™. She is a past associate faculty member at the School of Leadership at Royal Roads University in Victoria, British Columbia, an adjunct faculty member at George Washington University in Washington D.C., and a member of the SoCal Association of the Transformational Leadership Council.
Kathleen has three children and Max, an energetic Labradoodle. She consults globally and lives in Salmon Arm, British Columbia, Canada.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
My backstory actually isn’t my story at all:
Let me tell you a story about a remarkable woman who weathered some of life’s most brutal storms with grace, strength, and resilience. Her name was Shireen Catherine, and she was my mother. We lived in Seattle when my parents divorced, and my dad abandoned us. He moved out with his new girlfriend and left us without running water, heat, or support.
Somewhat homeless, she packed up our station wagon with six kids, a 125-pound German Sheppard named Happy, two parakeets, and a hampster, and we made our way to Canada to live with my grandmother. My mom worked tirelessly to make ends meet and give us a better life. I have no idea how she did it, but she did.
My mother’s unwavering determination, love of education, and generous spirit were a powerful influence on me. She inspired me to pursue my dreams, and I eventually went on to complete high school, attend university, and earn not one, not two, but three advanced degrees. I became a professor at two universities and built a successful coaching and consulting business called Massively Human Leadership.
Looking back, I realize that my mother was not just a survivor. She was a true hero. She faced incredible challenges and hardships, but she never gave up. Her legacy lives on in me, and I see her influence in every aspect of my life. She earned her wings when she walked through the pearly gates of Heaven.
Her spirit and legacy live in my work.
I began in non-profits and healthcare, working to serve those less fortunate. I always knew I wanted to teach somehow, but I didn’t have a clear path to follow. My choices were guided more by intuition, the right place at the right time, and a sense of “what have I got to lose?”
About 20 years ago, my brother connected me with a friend who owned a law firm that had just won a massive contract with a large automobile manufacturing company to facilitate a Harassment Prevention training program for their 120,000+ employees. I was given the opportunity to work as part of the training team for the project. I was co-leading hundreds of three-hour policy training sessions for thousands of people who had no interest in hearing what we had to say. I was telling them how to behave! Policy training is essential, but this training could have been more effective.
I realized that people wouldn’t care about or respect each other just because I told them they had to or would lose their jobs. In this opportunity, I was set on my path to find tools and resources to help build leadership capacity and culture from the inside out. Humans want to feel loved and respected in their workplace, and our diversity holds our power.
Over the next 25+ years, I invested my time in reading, studying, and developing programs to increase leadership capacity. I learned to use values as a metric to measure and manage the intangible nature of culture and human relationships. Through all this, I’ve realized that leadership is a behavior, not a role. Everyone has leadership capacity if allowed to contribute, be heard, be seen, and be loved.
I love people, and I’m fascinated by relationships, specifically those in the workplace. Nearly 25 years ago, when I completed my degree in Sociology, I had no idea how it set the tone for my life work!
I’ve had the opportunity to travel, meet the most interesting people, work on fascinating projects and build a fantastic team of humans who want to make workplace culture a better place!
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful for who helped get you to where you are? Can you share a story?
Wow, what a thought-provoking question! Have you ever tried to pinpoint exactly what or who has made you the person you are today? It’s a tough one, isn’t it? I know I’m different than five years ago or even a year ago. I’m definitely wiser, and I’m still learning, that’s for sure. But, it’s nearly impossible when I reflect on my life and try to find one person, book, or event that has shaped me into who I am.
It’s more like a combination of planned and unplanned experiences that have contributed to where I am today. I can’t say it’s just one thing or person — it’s all interconnected; like John Muir said: “When we try to pick out anything by itself, we find it hitched to everything else in the universe.”
My mother has played a considerable role in shaping who I am today, and I couldn’t be more grateful. Her influence and legacy are ingrained in me, and I see it reflected in my constant desire to keep learning and my coaching style. But most of all, I strive to be kind to others daily. She used to say to me, “Kathleen, it’s nice to be important, but it’s even more important to be nice.” Her words have stuck with me and continue to guide me in everything I do.
One person, in particular, has had a massive impact on my life — Jack Canfield. You might have heard of him — he’s the co-author of Chicken Soup for the Soul, and he wrote a New York Times Best Selling book called The Success Principles: How To Get From Where You Are To Where You Want To Be.
I first heard about Jack through his book, and then in 2008, I attended his 7-day intensive Breakthrough to Success workshop in Scottsdale, Arizona. I had such a profound experience that I enrolled in his Train the Trainer program because I wanted to learn how to integrate his teachings into my coaching and training.
I was thrilled to be in the program! However, I was disappointed that some of it did not deliver on the promise. I was not alone in my experience. Another participant agreed with me. We mustered up the courage to share our feedback with one of his team members. She appreciated what we had to say and set up a meeting with Jack.
I was nervous and intimidated, but he was gracious and open to feedback. I shared my thoughts on how the program could be improved, and to my surprise, he listened and took action. That was the beginning of our 13-year relationship.
Jack’s mentorship has been life-changing for me. Since that meeting, I have worked with Jack as the lead designer of his Train the Trainer program, I’ve been a featured speaker at his events, and we have become dear friends.
He believed in me, trusted me, and gave me opportunities beyond what I thought possible. One example that stands out is when he asked me to write a brand new chapter on leadership for the 10-Year Anniversary Edition of The Success Principles. I initially told him I was not interested, but Jack gently reminded me of the opportunity I was being given, and I quickly changed my “no” to a “heck yes!”
Jack has authored hundreds of books that have sold millions of copies! He knows how to captivate an audience. Lucky for me, I had the chance to experience his remarkable mentorship and coaching firsthand.
It all started with me waking up early in the morning, fueled by caffeine and determination, to write a chapter for my book. I’d send it off to Jack. He’s a night owl and would review what I had written late in the night and send it back to me to review in the morning.
Every morning I would wake up to the marked-up document giving me guidance on how to improve my writing. This went on for seven consecutive days, and let me tell you, those seven days were some of the most transformative days of my life.
But what made it so transformative? It wasn’t just that Jack was editing my work; it was the way he coached me. He took the time each night to not just edit but to make suggestions on how I could make my writing more engaging. And he didn’t just do it once and be done with it. He was patient, kind, direct, and constructive, which made me feel safe and empowered.
He showed me the generative nature of feedback and how going slow and creating space for another person’s learning is the true gift of a coach. He taught me to do the same with people I mentor and coach. Instead of just telling them what to do and moving on, he taught me to take the time to be patient and kind, and provide constructive feedback.
Jack gave me his time, which I will forever be grateful for. His mentorship didn’t just make me a better writer, and it made me a better coach and person.
Thank you for all that. Let’s now turn to the main focus of our discussion. Can you share with our readers a story from your own experience about how you lead your team during uncertain or difficult times?
Setting goals can feel absurd in times like these because unexpected events happen daily. How do we lead our teams through uncertain times, then?
As a boutique consulting firm leader for nearly three decades, the past three years I can tell you have been the most stressful and uncertain. But also the most exciting and energizing!
The pandemic has been a rollercoaster ride for us, and it’s been essential in creating space for our emotions to be processed. At first, I was relieved that I didn’t have to travel as much, but soon enough, the reality of the global shutdown set in, and I became worried about my team and the business.
However, we survived and grew our team by listening to our client’s emerging needs and being agile enough to respond. I realized that as a leader, it’s essential to let go of control and create a culture of autonomy. Since we can’t predict the future, focusing on clarity is critical instead of pretending to know what will happen.
Being clear on our values and fostering a culture that supports action and encourages learning is crucial during uncertain times. We take action, reflect on it, learn from it, and take action again, framing mistakes as learning opportunities. Autonomy is vital in this process.
Recently, my team showed their autonomy in action. They noticed a need in our community of coaches and trainers, created an offer, and sold services without consulting me. They knew they could because our culture supports autonomous action. If it didn’t work out, there would be no blame, just a reflection on what worked and what could be better.
It’s essential to hold space for expression, acknowledge what’s in the room, and allow for emergence, creativity, and innovation. Together, we can navigate through the complexities of life and come out even stronger on the other side.
Did you ever consider giving up? Where did you get the motivation to continue through challenges? What sustains your drive?
More than just motivation keeps me going — it’s a deep sense of purpose in my work. Whenever I receive feedback from a client that something I said or did made a difference in their life, it fuels my fire. Those little moments of impact are what keep me going.
Of course, there are times when I feel overwhelmed and like giving up. I sometimes wonder why I didn’t become a teacher or a nurse like some of my friends from school. I’m not suggesting being a teacher or a nurse is easy. However, I notice many of my friends retiring with pensions, and I sometimes question my career choice!
Sometimes I do daydream about things like a pension and retirement! But then I remind myself that I’m an entrepreneur at heart and love having control over my future. I may not be a 9–5er, but being an entrepreneur often feels like a 24/7 gig, and I get tired!
When I feel discouraged or want to throw in the towel, I take a step back and reflect on the impact we’ve made with our work, relationships, and lessons we’ve learned. All the ups and downs have taught me so much about myself, leadership, humility, grace, and gratitude.
Sometimes the world’s problems can feel overwhelming — from global issues like politics and corruption to environmental concerns. But then I remind myself of all the world’s goodness, kindness, creativity, and innovation. It gives me hope and optimism.
I remind myself and my team that we can’t solve all the world’s problems, but we can positively impact our small corner of the world. A small gesture or an extra effort for a client can make all the difference.
Our mantra, which I share with our clients, is to choose something small enough to get done but big enough to matter when feeling overwhelmed. Taking tiny daily steps can help overcome fear and the urge to quit. A shared leadership approach allows us to do small things with significant impact.
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?
Making tough decisions isn’t easy. But as a leader, I’ve learned that it’s essential to hear from everyone impacted by the decision. Our team has members from three generations, and every voice should be heard. Sure, sometimes it takes longer to reach a decision, but our team’s collective wisdom will make the best decision in uncertain times.
Being self-aware and clear on our personal and company values is also critical when making decisions. Our values guide us and help us test potential choices. When we’re clear on our values, we can ask ourselves, “Does this choice bring us closer to expressing our values or further away?” It’s not always easy, but values can help pull us toward our vision, even in tough times.
We know that strategic partnerships are critical to our success as a small business. Recently, we had the opportunity to partner with another company on a new certification program. While this company had more brand recognition than us, and the program would likely sell very well, our values differed. We knew that this difference would eventually impact the effectiveness of the partnership.
As a team, we discussed our options: partnering with the other company, doing it ourselves, or seeking another strategic partner. We had a very open discussion, considering all possibilities and remaining available to new ones. Ultimately, we agreed to do it ourselves because we knew that staying true to our values was more important in the long run. It’s worth noting that we discussed all the options and made the final decision as a team.
The clarity of our values helped guide us in making a difficult decision, and I’m proud of the way we worked together to come to a conclusion that was in the best interest of our team and company.
What process or toolset can a leader use to make a choice between two difficult paths?
When faced with difficult decisions, as a leader, you need tools to help navigate the situation’s complexities and make the best possible choice. Here are some tools that can be useful:
- Self-awareness is crucial for leaders because it allows them to understand their values, biases, and blind spots better. By developing this self-awareness, you will be better equipped to make more objective decisions.
- Clear values: When you are clear on your personal and organizational values, you can use them as a guide when making decisions. This can help you choose the option most aligned with your values, even if it is not the easiest or most popular choice.
- Compassion: Leaders who can put themselves in the shoes of all the members involved in the decision can make more informed and compassionate choices. This means considering the perspectives of customers, employees, investors, and the wider community.
- Data Analysis: When making decisions, it’s crucial for you to have access to relevant data. This involves gathering and analyzing data from multiple sources to get a complete picture of the situation. It’s essential to remember that sometimes you may need to make difficult decisions with less information than you would like, but it’s still necessary to make a decision.
- Collaborative Decision-Making: You can benefit from your team’s diverse perspectives and expertise by involving others in the decision-making process. Creating a safe and open environment where everyone feels comfortable sharing their opinions and ideas is essential to do this effectively.
- Risk Assessment: As a leader, you must also identify and manage potential risks. This means carefully considering each option’s potential risks and benefits and mitigating any possible adverse outcomes.
Ultimately, the tools and strategies you should use as a leader will depend on the specific situation and decision. However, you can make more informed and effective choices by being self-aware, empathetic, and data-driven and involving others in decision-making.
Do you have a mentor or someone you can turn to for support and advice? How does this help? When can a mentor be helpful? When is this not helpful?
I’ll tell you a secret: every successful leader should have a trusted mentor or advisor. In my case, I’m lucky to have a friend who plays this role for me. I trust him implicitly, and he’s my go-to person for business advice.
What I love about him is that he lets me vent and share the extreme thoughts that go through my head. And sometimes those thoughts are pretty out there. But he doesn’t judge me. Instead, he holds space for me to process my thoughts and decide what to do next. And you know what? Often, just hearing myself out loud is enough to find the solution to my issue.
We’ve been doing this for over a decade, and it’s a reciprocal relationship. I do the same for him. We share our darkest, most cynical thoughts and our outlandish dreams. And through it all, we offer each other wise counsel without attachment.
Of course, there are times when we can get too wrapped up in each other’s problems and forget to stay objective. But overall, having someone you can trust, share your darkest thoughts and fears with, and know you won’t be judged is worth occasional missteps.
If you don’t have a mentor or trusted advisor, I recommend finding one. It can make all the difference in the world.
What would you say is the most critical role of a leader when faced with a difficult decision?
Great question! The most critical role of a leader, when faced with a difficult decision, is to create a space for all voices to be heard. It’s essential to include everyone that the decision will impact to the best of your ability. This means seeking out diverse perspectives and experiences to gain a well-rounded understanding of the situation.
As a leader, it’s essential to recognize that complex problems rarely have a single right answer. The best decisions can be made only through the team’s collective wisdom, especially in uncertain times. So, being open to different ideas and approaches is crucial in making an informed and thoughtful decision.
As a leader, you should be self-aware and clear on your personal and company values. When facing a difficult decision, you can test each potential choice against your values to determine the best action. This way, even if the decision is tough, staying true to your values can guide you and your team toward the best choice.
A leader’s ability to listen, be inclusive, stay true to their values, and make thoughtful decisions based on diverse perspectives is extremely important when faced with difficult choices.
Do you ever look back at your decisions and wish you had done things differently? How can a leader remain positive and motivated despite past mistakes?
Making mistakes is a natural part of life, and learning from them is critical. As leaders, we all have our fair share of mistakes and things we wish to change. But here’s the thing: our mistakes can be valuable learning opportunities. They give us a chance to reflect on what went wrong and to use that knowledge to make better decisions in the future.
Now, I’m not going to sit here and pretend it’s easy to let go of our mistakes. Sometimes they hang on, and it’s hard to move past them. But at the end of the day, we’re all human, and regret is normal. When I make a mistake, I reframe it as an opportunity to learn and grow. I process the regret, guilt, or shame, let it go, and move forward the best I can!
It’s also important for leaders to take responsibility for their mistakes and not blame others. Owning up to our mistakes can help us earn the trust and respect of our team. And when we shift the blame, it’s pretty transparent.
To stay positive and motivated, I find it helpful to focus on the present and future and to set achievable goals for myself and my team. But, as I mentioned before, it’s not always rainbows and butterflies. Sometimes we need to accept our humanness and reach out to others for support. And self-care is essential. Regular exercise, healthy eating, and mindfulness practices can help us maintain a balanced and positive perspective and be better equipped to lead effectively in the face of challenges.
So, as a leader, making mistakes is just part of the job. But by learning from them, taking responsibility, and prioritizing self-care, we can become the best version of ourselves for our team.
What is the best way to boost morale when the future seems uncertain? What can a leader do to inspire, motivate and engage their team during uncertain times?
Boosting morale when things are uncertain can be challenging for any leader, but there are steps you can take to inspire, motivate, and engage your team. Here are some tips that I find helpful:
Firstly, it’s essential to communicate openly and honestly with your team. Share information about what’s going on, be transparent about your challenges and address any concerns or questions your team might have. Transparency helps build trust and a sense of shared purpose among team members.
Secondly, providing support to your team is essential during uncertain times. Check-in with team members regularly, offer flexible working arrangements and provide resources for mental health and well-being. By showing you care about your team’s well-being, you can help to boost morale and create a sense of community. Give them a flexible work schedule to work within their rhythm.
It’s also helpful to focus on what you can control. Don’t get bogged down by what’s out of your hands. Set realistic goals, prioritize tasks, and develop contingency plans. Focusing on what you can control can help your team members feel more empowered and motivated.
Celebrating small wins is another way to boost morale during uncertain times. Recognize team members for their hard work, acknowledge milestones, and celebrate achievements as a team. Celebrating small wins helps create a sense of progress and momentum, which can help to boost morale.
Lastly, fostering a sense of purpose is critical during uncertain times. Remind your team members of your organization’s mission and values, set clear goals and objectives, and identify how each member’s work contributes to the organization’s overall success. You can help your team members feel more engaged and motivated by fostering a sense of purpose.
Boosting morale during uncertain times is no easy feat. Still, by communicating openly and honestly, providing support, focusing on what you can control, celebrating small wins, and fostering a sense of purpose, you can inspire, motivate, and engage your team members, even when the future is unclear. Remember to remind everyone of the vision that brought you all together in the first place!
Can you share 3 or 4 of the most common mistakes you have seen other businesses or leaders make when faced with a hard decision? What should one keep in mind to avoid that?
Common mistakes I have seen and made when faced with difficult decisions are:
Avoiding the Decision:
Delaying a decision can lead to a snowball effect of severe consequences. Avoiding a problem often makes the situation worse. Put on your big person pants and make a decision. It may not be the perfect decision, but by getting into motion, the next step emerges.
Making Decisions Based on Emotions:
When we are under pressure, it’s easy to let our emotions cloud our judgment. Decisions driven by fear, anger, or frustration may make the wrong call, which can negatively affect the team and the organization. Take a step back, pay attention to what is triggering you, reground yourself, and consider the decision rationally rather than reacting emotionally, the best you can.
Deciding without input from others:
Leaders who fail to seek feedback may miss essential perspectives and insights that could help them make better decisions. It’s crucial to solicit feedback from those who may be affected by the decision and those with relevant expertise or experience. This can help leaders to make more informed decisions and to avoid blind spots.
Failing to Follow Through:
Once a decision has been made, leaders must follow through and ensure that the decision is implemented effectively. This avoids confusion, frustration, and a lack of trust in the leader’s decision-making abilities. It’s essential to communicate clearly and consistently about the decision and to hold team members accountable for their role in the implementation process.
In conclusion, leaders faced with hard decisions must navigate the situation with a level head, seek input from others, and follow through on their choices. By avoiding the mistakes outlined above, leaders can make tough decisions with confidence and earn the trust and respect of their team.
Here is the primary question of our discussion. Based on your experience and success, what are the five most important things a leader should do when making difficult decisions? Please share a story or an example for each.
Leadership often requires making tough decisions, but there are ways to ensure we make the best choices. First, we must establish a decision-making process. Before you engage in any decision-making process, you first need to decide how you will decide!
For example, you can choose between consultative, consensus-based, or collaborative decision-making. Consultative decision-making involves gathering information from others but making the final decision yourself. Consensus-based decision-making is when everyone involved can access information, provide input, and vote on the final choice with the majority rule. Collaborative decision-making ensures everyone contributes to the decision-making process and there is complete agreement on the final decision.
Each process has its advantages and disadvantages. For example, consultative decision-making can be faster, but your personal bias may play too big a role. Consensus-based decision-making can feel more inclusive, but not everyone may agree with the decision.
Collaborative decision-making takes longer, but decisions made through this process are in the best interest of all parties involved and have a better chance of success.
It’s important to communicate this decision-making process to everyone involved and affected by the decision.
Here are the top 5 things leaders should keep in mind when making a difficult decision:
- Be clear on your values: Your values should be used as a tool to make difficult decisions. Make sure you are clear on your core values and compare the choices to see how much they align with them. Values-based decisions, although challenging at times, are more enduring.
- Gather information: When faced with a decision, it’s crucial to gather as much relevant information as possible before you decide. You can do this by researching, seeking input from your team members, consulting with subject matter experts, or reviewing relevant data or reports.
A complete and accurate understanding of the situation can help you make an informed decision. However, it’s important to remember that you may not have all the information you want before making a difficult decision. But that’s okay because sometimes you just have to move forward with a decision to figure out the next steps.
So, take the time to gather all the information you can, and then make the best decision you can based on what you have. Remember, making a decision is better than not making one at all.
3. Don’t stop at the first right answer: Leaders should consider various alternatives when making a difficult decision. This may involve brainstorming with the team, soliciting expert input, or reviewing past experiences to identify potential solutions. By considering a range of alternatives, you can be confident that you are selecting the best possible option.
4. Weigh the impact on others: When making a difficult decision, consider your decision’s effect on others — considering the potential consequences for team members, stakeholders, or the broader organization. Better yet, include as many people as possible who either have a stake or may be impacted by the decision. By taking a holistic approach and considering the perspectives of others, you can make a decision that is in the best interests of the team and the organization.
5. Communicate the decision clearly: Once it is made, communicate it clearly and transparently. It’s helpful to explain the rationale behind the decision and outline the steps required to execute it. Create an opportunity to address concerns or questions that team members may have. Communicating the decision ensures that team members understand and feel confident in its implications.
These 5 things REALLY matter…
We recently learned a valuable lesson about the importance of making difficult decisions while considering everyone involved. As a company, we highly value our strategic partnerships, treat our partners like team members, and strive for open communication, collaborative decision-making, and a balance between profit and impact.
Unfortunately, one of our strategic partners recently made a decision that had an immediate negative impact on our business. The decision was based solely on financial gain, and they didn’t involve us in the decision-making process, which was against our values.
Our strategic partner made a decision in isolation, without considering the impact on others or seeking our input. The sudden change caused confusion and frustration for our clients and us. Suppose they had consulted those of us directly impacted by the decision. If they had, they could have proceeded more collaboratively, and we could have provided valuable feedback and impact analysis to support the execution of the decision.
We believe in including our partners in the decision-making process to encourage collaboration and bring in new perspectives. The decision made by our strategic partner needed to be more inclusive and consultative, and it has damaged our trust in them.
While it is their right to make decisions, building long-term strategic partnerships requires gathering more information and considering the impact on all parties involved. This experience reminded us of the importance of making difficult decisions while considering the interests of all parties, maintaining open communication, and employing collaborative decision-making processes.
Making difficult decisions is difficult, but you are the leader; it’s part of the deal! By following these steps, you can make tough decisions with confidence and ensure that your decisions are in the best interests of those who will experience impact from the decision. Remember, gathering information, considering alternatives, weighing the pros and cons, considering the impact on others, and communicating the decision make a positive impact.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
“You never touch someone so lightly; you do not leave a trace” Peggy Tabor Millin.
I’ve realized that everything I do, from my energy and body language to my words and actions, can impact others, whether I’m aware of it or not. I keep it in mind in my personal life and leadership role. I try to be conscious of the trail I leave behind, not just with the people I interact with intentionally but also with those I may not have even realized I’ve impacted.
When you genuinely understand your leadership’s impact on others, you become more present and conscious and strive to be your best. Everything you do causes something to move, be mindful of the extraordinary impact of your leadership!
How can our readers further follow your work?
Facebook: @kathleenMseeley (https://www.facebook.com/KathleenMSeeley/)
Instagram: @kathleenseeley (https://www.instagram.com/kathleenseeley/)
LinkedIn: @kathleenseeley (https://www.linkedin.com/in/kathleenseeley/)
This was very inspiring. Thank you so much for the time you spent on this. We wish you only continued success.
Thank you for the amazing opportunity!
About The Interviewer: Maria Angelova, MBA is a disruptor, author, motivational speaker, body-mind expert, Pilates teacher and founder and CEO of Rebellious Intl. As a disruptor, Maria is on a mission to change the face of the wellness industry by shifting the self-care mindset for consumers and providers alike. As a mind-body coach, Maria’s superpower is alignment which helps clients create a strong body and a calm mind so they can live a life of freedom, happiness and fulfillment. Prior to founding Rebellious Intl, Maria was a Finance Director and a professional with 17+ years of progressive corporate experience in the Telecommunications, Finance, and Insurance industries. Born in Bulgaria, Maria moved to the United States in 1992. She graduated summa cum laude from both Georgia State University (MBA, Finance) and the University of Georgia (BBA, Finance). Maria’s favorite job is being a mom. Maria enjoys learning, coaching, creating authentic connections, working out, Latin dancing, traveling, and spending time with her tribe. To contact Maria, email her at angelova@rebellious-intl.com. To schedule a free consultation, click here.
Kathleen Seeley Of Massively Human Leadership On How Leaders Make Difficult Decisions was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.