Don Schmincke is a planetary physicist turned management and leadership researcher. He is an Indiana Jones for the business world who has traveled to the Himalayas to study leadership in lost civilizations and poured over ancient Japanese manuscripts for management techniques CEOs and companies can apply to their organizations today. From Alexander the Great to the Vikings and the Samurai, Don discovers the strategies that have worked for centuries, distills them down and brings them back to the attention of anyone looking for proven ways to better manage their people.
We are so pleased to be speaking with Don on this week’s episode. His new online course, Becoming Samurai, takes a look at change resistance and the cycle of chaos and failure that accompanies many of the change programs companies and organizations try to implement. By studying the success of the Samurai, Don’s program identifies the root cause of change resistance and how to circumvent it by answering the following questions:
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What’s holding me back?
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What are we attached to?
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How do we let go?
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And more
Don’s work codifying management and leadership research and putting it together for CEOs and business leaders has paid dividends for companies and organizations around the world. Don’t miss out on the conversations and his insights for success!
Mentioned in this episode:
Transcript
Don Schmincke: But one thing that CEOs are missing in their companies. And the one thing that all leaders want to see in the people that they’re developing as leaders, is something that we’re not teaching. And it’s bravery and honor.
Voiceover: You’re listening to the Vibrant Leadership podcast with leadership speaker and consultant, Nicole Greer.
Nicole Greer: Hey, everybody, this is Nicole Greer, welcome to the Vibrant Leadership podcast. Today I have with me none other than Don Schmincke. I am so excited to have him here today. He is super wicked smart. And he’s got a great perspective on leadership. Welcome to the show. Don, how are you?
Don: Thank you. I’m fine. Good to be here.
Nicole: I’m excited to have you here. So you’re you’re out traveling about on the planet. He even put together a temporary room for him to be in to show up with us today. So I’m really excited about that. So thank you for all your effort to be on the Vibrant Coaching podcast. So right, out of the gate, I love to get people’s perspective on leadership. So Don, tell me what is your definition of leadership?
Don: Creation of followers.
Nicole: There you go. There you go. Short and simple creation of followers. I love it. Yeah. Okay. Well, you know, you have this really cool background, you were at MIT correct. As a planetary physicist. Well, first of all, what does a planetary physicists do anyways? Tell us what that is?
Don: Looking around trying to figure out what it all means.
Nicole: Okay, so looking at that big bang theory and all that, right. It’s awesome. Okay, well, how does it MIT planetary physicist, end up training CEOs. How did that all happen? Tell us your story.
Don: It was sort of a circuitous path. Because the path because what I went through is I didn’t know anything in my business at the time I left MIT. And I was I went to Johns Hopkins to do my graduate work there and ended up teaching there. And I ended up getting involved with people in the executive education programs. And what really enticed me I was really, I think, I love looking at things that we don’t have answers to yet, because I just like learning, I love learning, and I love doing research is just them. I’m a chronic researcher. And so I found out they were all complaining, and a lot where they were complaining about, or like the latest management theory that the CEO or their boss or somebody was trying to implement.
And it turned out that this was a this was a continuous pattern, where they couldn’t wait to the boss read a new book, because they knew there was going to be chaos. And then followed by failure of this intentionality. So I thought, let’s take a look at that. And so fortunately, I was around a lot of different people that had multiple scientific platforms that I could rely on. And being as a scientist, myself, I, I had a lot of avenues to explore. So we put together some anthropologists and evolutionary psychologists and geneticists to look at the high failure rate of management theory. And it was interesting because nobody was talking about it. I mean, except in academia, like if you go to Google Scholar, and just type in which the whole secret place of Google, yeah, Google Scholar has all the research publications amassed in one area, and just type in management theory failure, you get like over 4 million hits.
And I was like, well, why is no one talking about this in the general public? But for me, I found it was interesting. And we started putting together and testing some things that people hadn’t thought about before. Like, you know, what if we already know what leadership is, and I started doing a test, and I found out that most executives do, most people, if you say, what’s great leadership, they give you a whole list. Like I could teach a course on it. I said, well, why are you buying leadership books? I don’t know. I’m just asking dumb questions.
But then I was looking at, why is it the success list of these great companies we all admire only last like 18 months? Like why are we is buying this best selling books when the companies don’t stick around? So we decided to do autopsies and studying the dead. We came up with some fascinating models that apparently, Alexander the Great used and Genghis Khan and Caesar. So I thought this is wonderful. So we began applying them in businesses, and sales doubled, tripled, and in some cases went up 10 times. So that’s when I thought we must be honest, something because they really excited. And that was it.
Nicole: Absolutely exciting.
Don: So that was how I got here. And I got a lot of support from some great people. I mean, Oxford University give me permission to use an ancient manuscript that were they were doing a lot of this and it was a samurai 700 year old management. It was a leadership training manual, really. And then when I publish that it went into a dozen languages then I’m on CNN, and I had no idea what I just stepped into. But that’s what I do. I just I love researching, I love teaching and teaching him that I’m you know, means like keynote speaking or working with companies directly. And more recently online executive education. So we just, we just released a set of executive courses for people to take, and I’m loving, I just love teaching. And that’s what I do. And I love being with people like you who are out there to spread the word and, you know, get new ideas out there to the population. So thanks. Thanks for having me.
Nicole: Well, I’m delighted. So I want to understand, you know, a little bit about that leadership, Samurai transcript or manuscript that you had, can you tell us a little bit about what it said? And like, maybe how people put it to work?
Don: Yeah. When we when we went and did the autopsies. And there’s a couple of books that are that are looking at, I know, Moore who wrote The Crossing the Chasm theme is got a new book out on on, is it something around chaos, I should have the name in front of me. But if you look up Moore’s his work, he ended up tracing, market capitalization, declines of these leading companies, and eventual death and as a whole list of them. And so from looking at this kind of research, I began to realize when I looked at the failed change programs, and the failure companies, a lot of them died needlessly. And I found out that all this change resistance and silos and you know, backstabbing and gossiping, all the all this dysfunctional politics that we all are aware of, I mean, they make movies about this stuff, they do television shows about this stuff, like the office, right?
I mean, people think it’s a comedy. And I’m like, no, it’s documentary. So what I, what I ended up doing is finding out what’s the root cause and the root cause of all these failed leadership efforts was because of this dysfunctional political behavior. But underneath that, was actually an artifact of genetic warfare. And that was fear and selfishness. So we thought, if we can take fear and selfishness out of an organization, could increase its performance by their own measurements by double or triple. And that’s exactly what we found out. Fortunately, when Oxford gave me permission to use the ancient manuscript, the samurai had figured out how to do that. And so they were teaching something we don’t teach today. And that is how to get rid of fear and selfishness so and so when I took off, because when COVID had I had, like, you know, what I do now, people were like, put it online.
So we did this becoming Samurai course. Right? And it was like a nine week course. And I put it up there. So okay, here it is. And then it just, it just took off. And I think I think what it was, and as a coach, you know this, because this is what you lead people through anyway, right? It’s getting in touch with your fears. And then there was this dimension of death. And the samurai were kind of known for, you know, their physical ritual suicide. But in their manuscript, the training manual was really around death of the ego, which they call the evil spirit. So the whole thing about death was looking at what are we hanging on to that stopping us from living? And, and then we go into a section called How to die properly, which is really the the letting go of that stuff. So this set was kind of like ancient coaching, right?
I mean, when you think about it was like the, and somehow it got lost. But now it’s, you know, coming coming back, of course. So that’s really the that’s what I loved about it. And when an organization like when a CEO, get his organization, or her organization, to just people die properly, let go, you know, get the ego get what evil spirit out of the way, have parents selfishness vanish. It’s an amazing organization, speed of decisions, speed of execution, alignment. So I love I love that. So we just keep researching that and having fun.
Nicole: That’s fantastic. Yeah. So I work with a tool called the tilt. And that work is by a woman named Pam Boney. And in there, she talks about how you have to move ego out. And so the fears that she speaks about are, you know, the fear of not being approved the fear of not having security, the fear of not achieving things like that, what what are the fears associated with the samurai where he wants to, you know, let that die. What are the specific fears they talk about in there? I think that’s really interesting, because I totally agree. When you said things go faster, faster. I got the Speed of Trust in my mind by Stephen Covey, Jr. Like immediately. So everybody write that down. That’s an excellent book as well. But what are the fears that and how do we actually let them go? This is so fascinating.
Don: Oh, the, the fears all our, you know, the genetically based I mean, we were a grouping species. If we’re not part of the group, we die. And so therefore, we want to look like we achieved we want to like, we want to want to be liked, right, we want to be a valuable part of the group. And when we lose that, or we think we’re losing that and ends up causing a lot of political behavior. So when we looked at these dysfunctional behaviors, they were all appropriate behaviors appropriate to the ego reverted for genetic warfare, which is basically staying alive, so you can replicate your data. And what was neat about that is once we understood its primal source, we could now look at how to eradicate it. And I think the neurological shift was that a leader has to create, and we stole this from the Vikings. We stole everything from ancient leaders, so I’m not taking any credit for this.
Nicole: That’s okay. They’re not around anyways.
Don: But they, they created this thing called like a compelling saga to put a name on it. And that was really the thing I think the samurai were trying to teach is, how can you have a cause that’s greater than your ego, so you commit suicide to the egos agenda. So how we get rid of it is, of course doing that. And when you look throughout history, it was very evident, you know, masses of people coming together for a cause that they’re willing to die for. So this is the oldest message. So these fears are the oldest fears. I mean, we’ve struggled with him since you know, Socrates, Aristotle, I mean, just go back through history. It’s not new, where our bodies are still, you know, 20 million years old, and they’re still functioning that way.
So but getting in touch with that, I just, I got a lot of, I learned a lot from people like David Buss who did a lot of pioneering work, probably one of the best evolutionary psychologists research researchers out there. And yeah, I mean, I wish I could make it more complicated, but it wasn’t, it’s who we are. It worked selfish, and the afraid, stayed alive longer. And now we’re here. And but we’re trying to run a company, and how to get rid of this evil spirit. And I think that’s where the death comes in. So we’re dealing with management theories that have been lasting for 5000 years, and we putting, it’s nice, because we have, we’re putting more I think, insight into that, because you see a lot of books on, you know, you know, start with why or, you know, how do we which actually interesting.
If you came in with a concentration camp a Nazi work with Viktor Frankl, which I thought was wow, I mean, you know, even in these laboratories that are most hideous, you know, we still find part of ourselves that has been there for 1000s of years. And all we’re doing is codifying it, allowing CEOs and executives to use it to grow their businesses faster and, and doing it in a way that contributes to the world. Healthy employee behavior, and all those things that we really want out of the group, we want to be with.
Nicole: Yeah, so this becoming becoming Samurai? Did I get it right? I want to make sure the listeners hear it. Okay. And they can, and they can visit your website to sign up and be part of this course. So what is what is your website address?
Don: It’s a sagaleadership.com. S a g a, which we start from the Vikings. sagaleadership.com. And yeah, and then they’re, you know, one of the, one of the clicks they can go to us to the becoming Samurai program. And it’s kind of neat, and we didn’t know a way to engage even their, their managers. So when they get in touch with their fears and and the death with their attached to, they have an exercise, they have to go to their manager and say, hey, what are you seeing in me?
Nicole: Right, right. What is it like to experience me that was, before we started the show today, Don and I were talking about coaching, and I was telling him my favorite question out of the gate to ask any executive I’m coaching is, what is it like to experience you? Yoiu know, we were talking about how the evil spirit can show up right? leaders may have no idea that that evil spirits showing up because their ego is so strong, because they’re afraid of whatever.
Don: That’s exactly, yeah. When you said that to me. I’m thinking that’s brilliant question because it really is. Nobody ever asked that question. Right. And so it’s a good, it’s a good step in the journey, yeah.
Nicole: Absolutely. Okay, so tell me this. What was the pivotal moment when you realized something was missing and needed to be addressed? I mean, I know you said you were working at MIT and that kind of thing. But was there a moment that you were like, oh, I’m gonna I’m gonna work on leadership now. What was that moment?
Don: I think, before I was teaching at Johns Hopkins, I think it was a moment where I went to Dr. Cathy Trower who ended up going to Harvard to work with. She was her mentor was Dick Chait who started the Governance as Leadership Program, and that’s another great book. And,
Nicole: Stop, tell us what it is.
Don: Yep. Governance as Leadership or wait a minute, let me I’m gonna pull it up here. So I make sure.
Nicole: Yeah, we got time for you to Google Governance.
Don: That way if you go to Amazon, and I will, Cathy Trower, T o w e r.
Nicole: Cathy Trower everybody.
Don: Yeah. And she she did Governance as Leadership is really the pivotal book that came out addressing boards. Now think about that, right? I mean, how many books addressing boards, but they were looking at it at an institutional level. And so if we if we rewind a bit, so Cathy was at Johns Hopkins in the graduate school there, and I think a pivotal moment is I have been working and listening and observing a lot of these C level executives. And I came up to her and I said, you know, I think what we’re teaching in our MBA programs isn’t what they’re really looking for. And she is what they looking for us is, well, here’s what I’ve learned. So I put together this whole syllabus, and she said, okay, teach it.
Nicole: You got voluntold.
Don: So it was fabulous, because I really enjoyed teaching. And then, and of course, then I started getting in touch with, that’s where the Oxford University Research started unfolding with the samurai manuscript. And that was good. I was, I was, so I love being a teacher. That was probably the moment when I realized I love being a teacher.
Nicole: That’s great. That’s great. Well, my mind I have a very imaginative mind. I mean, I can go like, stir up a picture in my mind in a skinny second. So like when you receive the samurai manuscript, like, why did you get it? Was it a picture of what was something on parchment paper? I mean, like, what, what did you get? And how did you translate it? And how did all that work?
Don: Dr. Al Sadler, like, who’s over half a century, maybe 25 years ago, had translated it. Back in Australia. He was a great researcher of ancient Asian manuscripts and did a lot of stellar work on that area. But Oxford had the had his estate in terms of his, his writings. And so I found one of his translations in a book. And I called them and I said, you know, I really want to use this. Now, it was there as an ancient document. It wasn’t like the new management thing. It was just part of what he had translated in a series of books. But I found it. Ironically, I was a lot of my research that, you know, you see in the courses and in my speeches and workshops, as from expeditions I’ve taken to extreme environments around the world.
So in this particular one, I was working on some sort of tribal leadership phenomena. There’s the word tribes was a thing. Every book has tribes in the title, but back then was like, oh, we can’t talk about that. It’s politically incorrect. I’m like, no, there was something here. And I was in the Himalayas stunning lost civilization. And after about a month of living in the mountains, with the Sherpas, and the in the teams we had, we played, you know, you get bored because there’s no TV, there’s no, you haven’t seen electricity. There’s just nothing there. So it was a fortune teller game. And it was a that somebody brought in from Tibet, which was kind of close by. And it was, so it was my turn, and you had to use a problem in your life.
And I’ve been having a problem with my agent, and getting this book, like the theme together the structure together, and, and the result of this fortune selling game was the message, give it up, or you can move on. And so when I finally get back to this day, so we came back through Japan, and back to the States. And it wasn’t in Japan that I found this book, but I called my agent said, we’re done. I’m just like, I’m given the project up. And then I was near Disney has a, an institute down there. And I’ve actually spoken there and I brought a lot of CEOs through their Institute, and I love Disney World. So I’m in Epcot Center at the Japan Pavilion. And of course,
Nicole: I’ve been there. I’ve had sushi there. I’m with you man.
Don: Great sushi, right. And and as you know, these are people from their native countries and the products from their native countries. So it’s like a mini like embassy experience. And you’re really there. So anyway, they in their bookstore, I was scanning and I just had this fishbowl effect on this book by Al Sadler. And I just went over to it opened up Dr. Sadler’s work. And at that point, everything changed. And I ran back to my agent. And literally in a few months, I had a manuscript at a publisher. And it’s yeah, so that’s, that’s how it happened. I wish I could say it was some, you know, something sexier than just running into a bookstore.
Nicole: Right? Well, tell us the the name of your book. Tell us the name of your book.
Don: The Code of the Executive. And yeah, it’s still selling well, and we we built on that, you know, over over the years, but code The Code of the Executive was really the my restructuring of that manuscript that so we could apply it better in business. And it was interesting philosophy to see how the samurai taught. And the beginning of it, beginning of it was that we are as leaders have to remember, we must die someday. And for some reason, when you remember that your ego starts to loosen its grip. And now we know from some of the psychiatric models we’ve done at Johns Hopkins University, what’s probably really going on, because it’s really unhooking that, that that base part of the brain for survival, because if you’re already dead, there’s nothing not to do, right. And the opening is there for power, and freedom. And so that was good.
And we’ve used it in other books, like, I ended up writing with Chris Warner for the NBC project, which was interesting, because he, you know, be getting 11 how many 11 Emmy Awards for that project, where I was climbing with Chris in the Andes, when I met him and I had this great research idea, let’s study humans and death zones. And he lives in death zones. But what a great guy, and he partnered with me on this boy, it was a fabulous book. But in the book, we began to see the same thing happening. And so we wrote a book on High Altitude Leadership. And that, that came out that was a best seller on Amazon when it was released. So it’s been fun, but you see the common theme through all of my books and articles. And it’s not it’s like I said, it’s, it’s an amazing insight that was created centuries ago.
You know, I had I had when I was giving a speech somewhere, and this monk came up, and he says, You know, I finally understand what’s over the doorway of my monastery. It’s like something about death to self. And it’s like a finally, it makes sense. So I, you know, I love doing this work. And I love helping companies become stronger with it. And we have a lot more to learn. So we have a lot more projects going on. So stay tuned.
Nicole: That’s awesome. That’s awesome. Okay, well, so you know, you said you began to apply the code of the executive. So I’ve got listeners, they’re wanting to understand, you know, like, is there something I could take from this conversation? And I could begin to apply it is there like a to do, a habit, some kind of strategy that you could share with us, you know, that they could take with them as they think about? They’re going to go on Amazon and buy the book, though Code of the Executive and also High Altitude Leadership, don’t everybody. But if they wanted to apply something to begin to work on dismantling that ego, what would they do?
Don: Well, the it’s funny you say that? Because we I have been asked that question a lot. And then during COVID, I didn’t have a lot of time to do anything but sit home, right? I mean, we’re we’re all quarantined out. And that’s when I started this little movie studio, my cigar room, and learned how to do filming and editing. And I thought, let’s just give away some micro courses. And one of the micro courses is actually in that. But what I’m doing, it’s really simple three, four minute videos, but I’ll tell you what, what it was in there. First is looking at, you know, what am I afraid of? Or what’s holding me back? You know, where do I feel like I’m, I’m not as powerful, but I could be? That’s a good place to start. Right? And you know, this as a coach, because you lead people through this tough time.
And, and it’s in that point of looking at, okay, what am I attached to, you know, what am I afraid of losing what’s causing some fear that is holding you back. And that’s a great place to start. Because in that, if you just let die, whatever it is you’re attached to, on the other side of that conversation is a whole new freedom. And I think that’s what the samurai were thinking about. And in that becoming Samurai course, the last two things I want people to seek and maybe this is a good answer to the question, is the one thing that CEOs are missing in their companies. And the one thing that all leaders want to see in the people that they’re developing as leaders, is something that we’re not teaching, and it’s bravery and honor.
And what if we had bravery and honor and and all his selfishness and fear vanishes? In a person, that person is going to stand out? You know, Are you brave enough to call someone out when you know it’s not right? Are you brave enough to give your boss feedback? Are you brave enough to hear the feedback? You know, from your boss talking to you as to what you need to do? And are you honorable enough not to violate you your own ethics or the values of your company? So I really think we need to teach more bravery and honor courses.
Nicole: Yeah, I love that and I’m kind of just hearing this, you know, huge concept of the quality of your character. You know, like the samurai is is, is a man of character you know, or integrity. You know, and you know, it’s funny, you’re talking about this, Don, because one of the one of the things I say, when I speak in front of groups is I talk about my coaching methodology. And it’s called SHINE. Because you know, I’m the Vibrant Coach, but that I in shine is integrity. And I tell people all the time, I’m like, you know, people are very confused about integrity. Because if, if I asked everybody in this room, Are you a man or a woman of integrity, you would all immediately shoot your hands up and say, yes. But the thing about it is, is that integrity comes and goes, you know, from one thought, one word, one deed, and I think the, the samurai had this training around bravery and honor. Yeah, that made him be more in integrity more in integrity. And so that that would be you know, the code. Right?
Don: Exactly, in fact, if you, if you look at the book, that’s actually the third term they were using there, and you’ll see integrity mentioned throughout their entire manuscript. And they even mapped it out. I mean, this is a brilliant way. It was like, they would do a case study test. And I was like, well, if you were with a friend somewhere, and they had all this money, and they died, and no one knew, what would you do, you know, and had several levels of integrity. You know, one being of course I not even thinking about keeping it
Nicole: I’m headed out of here.
Don: You know, all the way up to I would give it back to his family. So there’s, so you’re right, it’s, it’s, it’s almost like it’s not black and white. There’s a lot of gray areas there.
Nicole: So I love that. Yeah. The samurai is just constantly there’s a probably a daily ritual, like, in my mind, I think back to ancient days, there’s, there were a lot of rituals. I’m not so sure that today’s people have a really great ritual, you know, there was a book was how higan I think he wrote miracle mornings. And he was he was saying, you get up and you do this, these rituals, he called them habits, I think, but rituals or habits every single morning, and it will set you in place. And I bet that’s what the samurai did. He got his head together. Every single day.
Don: There was a lot of stuff they did. And they said you must study the arts, you must study and it was it was not just fighting about all warfare, you had to balance this off and learn these things. So and you see this is some of the Samurai films. And I think we lost that ourselves. I think we’re unbalanced. We’re stressed out were easily manipulated by the various forces, because we don’t have that center. But hopefully, we can make a dent in the world somewhere and reawaken that.
Nicole: That’s awesome. That’s all awesome. Okay, so everybody, here’s what you need to do you need to go check out Don and his website tell us again, Don, where we can find you on the web.
Don: Sure. sagaleadership, s a g a, like the Viking thing, sagaleadership.com And you know, and actually we’re doing, we’re doing, we find out that we’re doing some stuff that I really want, because people like you’re inspiring me to, like, give a lot of the stuff away and really get out there to to make it all happen. And I think it’s worth generating a waitlist. So if you do /waitlist, I think it’s going to take you to a page to sign up on stuff. And, and we’ve learned a lot from, you know, people like you the mission they want, because we had a conversation earlier. And I was inspired by you know what you’re up to. But it’s that it’s that spirit that I think is going to change things because one of the things I learned about leadership is I know, I know, we’re expecting our politicians and even religious leaders to change the world. And you know, over history, the only thing that’s changed the world was mercantilism. Business. What if you read Guns, Germs and Steel, it was like it was that it was business.
Nicole: Wait, tell us again. Guns, what?
Don: Guns, Germs and Steel. And that was a Pulitzer book written maybe 15 years ago now. And this guy did an incredible research on why did civilization occur the way it did. And it’s business. It’s the traders, it’s the merchants. It’s and so you’re coaching executives, that’s changing the world more than I think any political movement. And, and so hopefully, we can do a good job doing that, and change the world for the better.
Nicole: That’s awesome. All right, one last question. And I’m gonna let you go. Although I would like to pick your brain for about another hour. We’re gonna let you go. Maybe have you back after we have this episode out there. But if you were mentoring, you know, one special leader, you know, and you were you were gonna say, you know, if nothing else, here’s what I want you to do. What would be your advice to that one special leader, listener?
Don: It’s good question. Because every leader has their own journey ahead. I think, I think no matter which leader would be on trying what what are some of the basic sources of it all? And I think it would be to take honorable action without anger. And believe me, this is not, this is a struggle I have, you know, to be in a space where you can proceed according to your your dignity. And your honor. There’s a great story if I can leave you with this one.
Nicole: Yes, leave us with a story.
Don: You might have heard this. But there was a story where this samurai, he apparently is chasing this robber down. And he had this just unscrupulous character. And he’s done a lot of bad things. And the samurai finally catches him, and the guy’s on his knees and the samurai standing up and takes the sword out of the sheath, and goes to cut his head off. And the guy spits on him. And the samurai puts the sword back in his sheath and walks away, doing nothing to the guy. Somebody asked why you were there, you caught him. Justice was to be served. And he said, I couldn’t. I was angry.
Nicole: Oh, my goodness, I get it. So we’ve got to be in a place where we’re not operating out of our amygdala back here. Right? We’re doing the honorable thing with our prefrontal cortex up here. I got it. All right. That is an awesome story. All right. So Don, it has been an absolute delight to have you on the Vibrant Leadership Podcast. Everybody go out there to saga leadership go by Code of the Executive and High Altitude Leadership and make yourself a better leader. And have a great day. Thank you so much.
Don: Thanks for having me. You’re welcome.
Voiceover: Ready to up your leadership game? Bring Nicole Greer to speak to your leadership team, conference or organization to help them with her unique SHINE method to increase clarity, accountability, energy and results. Email speaking@vibrantculture.com. Be sure to check out Nicole’s TEDx talk at vibrantculture.com/TEDTalk
