Why is emotional intelligence important?

Emotion is a natural state of mind that derives from one’s circumstances, mood, and our association with others. The fundamentals of our reactions, responses, behavior, and actions are based on the emotional information that we found in our environment. Emotional intelligence is the skill and ability to recognize that emotional information and use it to help us make decisions, relate to others, and communicate with others. Emotional intelligence also helps us to be more aware of our surroundings, manage and avoid conflicts, manage stress, and understand others effectively. In leadership, emotional intelligence means stronger influence, successful teams, and building stronger coaching and mentoring abilities, while helping our constituents to adapt, have a positive outlook, be flexible, and have a stronger sense of responsibility to themselves, and their commitment to the organization.

Iberkis Faltas, PhD, (ABD)
Public Policy & Administration
Management & Leadership | Law & Policy
Certified Emotional Intelligence Coach

Self-Awareness: A Need To Know for Managers and Leaders

In the field of public service, justice advocacy, integrity, morale, and a well-balanced temperament are essentialism to manage and leading others. In current societies, where multiculturalism is the core of our civilization, every public administrator has the undeniable and indisputable responsibility to encourage, empower, and sustain a bias-free organizational environment.

In contemporary professionalism, management and leadership responsibilities seem to be used interchangeably in scope and frameworks. However, I must mention that there is an underlying difference between management and leadership. Leadership is the action of leading, motivating, empowering, engaging, guiding, directing, and influencing people. And while management could overlap with leadership from the framework of opportunity, choices, and applicability within the responsibilities of both, managers perhaps could be a tenth more focused on the operational processing of regulating, monitoring, and governing the organization as a whole.

Managers have the responsible of making decisions about the organization’s operational executions. They are responsible for the achievement of organizational excellence, and the accomplishment of short and long terms goals. Management has the responsibility to ensure that every decision is relevant to the organization’s well-being.

Leaders have the responsibility of ensuring that management decisions are not negatively affecting their team. Leaders are responsible for motivating and empowering their team working in coordination and collaboration toward the same short and long term goal. Management establishes operational procedures and the leader ensure the team works within the pathways and boundaries of it.   

I guess the question here is how important do you think the emotional balance of a person in a position of power—management or leadership—is for the well-being of the organization and its people? The answer is clear: It is fundamentally and primarily important.

It is correspondingly essential for managers and leaders to be self-aware of their emotional competencies and the way that those emotional competencies influences their decisions. Managers and leaders must know that self-awareness help them to recognize their own emotional responses to other. It is not the same to solve a conflict based on facts than solve a conflict based on facts that have been influenced by an unawareness of one’s and others’ emotions. Managers and must understand that their lack of emotional awareness has an effect not only on themselves but also in the way that they perceive and process the information in their surroundings.  The lack of self-awareness affect their decisions, and it has an overpowering impact in the way that they process thoughts and behave.

For managers and leaders, it is not only essentially important to be aware of their emotional intelligence competencies. They also need to learn how to recognize the “what’s” and “why’s” of the problems, because of the impact that emotional intelligence competencies have in the way they communicate and interact with others.

Emotional self-awareness in the workplace influences the way that managers and leadership process policies, build relationships in the workplace, perform, and communicate with their team. It is that emotional awareness that allows individuals to step back when they recognize that they are about to make a decision based on an Amygdala-highjack (the Amygdala is the part of the brain limbic system responsible for survival instincts, emotions, and memory).

With that being said, I would like to share some of the skills and abilities that have been proven to be indispensably important skills for managers and leaders across the board. Leaders and managers must have a constantly and consistently well-balanced emotionally intelligent personality. The ability to make bias-free judgments, and the skills to positively influence the organization and its people.

Here are some recommendations: Perception, decision-making, and transformational abilities.

Perception: Manager and leaders must have the bias-free ability to sense, see, hear, recognize, and grasp the understanding and comprehension of their environment without being judgmental of first impression or actions. Everyone in an organization has the right and justice of a due process, a fair and impartial treatment that can be applicable not only to the judicial system but also to our organizational settings. In emotional intelligence theories, perception influences the manager ability to solve problems and to be realistic about their environment. It also influences managers’ emotional expressions, their stress tolerance, the way they regard themselves, and their optimism. All of which may also influence the manger’s actions and decisions. 

Decision-making: Managers and leaders must understand that making the wrong decision can impair a person’s professional career, hence, their personal life and the life of others. While managers are not in a position that requires being influenced by an individual’s personal problems, the reality is that personal problems can influence the individual’s performance in the workplace. Therefore, while it might not be important, in contemporary society and professionalism, the way a person manage with their personal problems should be taken into consideration when making a decision, in the workplace.  Managers must be able to make decisions based only on the truth, certainty, actuality, and veracity of the facts. It has been scientifically proven that decision-making in the workplace could be influenced by the individual state of being and their emotional balance. The truth is that managers’ emotions in the workplace could influence their skills and abilities to be flexible, solve problems, manage conflicts, and be assertive about the reality of their environment.

Transformational abilities:

In leadership, transformational leadership is the ability to influence positive social changes in their followers, while influencing them to change strategies and frameworks, redirecting their motivations to achieve their professional goals. Well, a transformational manager should be one who identifies and influences positive organizational changes in an organization. Transformational managers must promote organizational justice, equal development opportunities, equal respect for everyone one working within the organization regardless of their title, and a well-balanced organizational policy framework.

To archive organizational excellence, managers and leaders must be equally influenced and equally sensitive to their commitment to the organization and their commitment to their constituents.

Iberkis Faltas, PhD., (ABD)

Reference:

Bar On, R. (2012). The impact of emotional intelligence on health and wellbeing. Emotional intelligence – New perspectives and applications, pp 30-50. Accessed from http://cdn.intechopen.com/pdfs-wm/27238.pdf

Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal leadership. Unleashing the power of emotional intelligence. Boston, Massachusetts: Harvard Business Review Press.

CEIPD Solutions: The Effect of Gender Wage Inequality on Women’s Em...

The Effect of Gender Wage Inequality on Women’s Em...: In the United States and around the world, gender wage inequality (GWI) is a timeless issue untouched by modernism, contemporary governanc...

The Effect of Gender Wage Inequality on Women’s Empowerment in the Workplace

In the United States and around the world, gender wage inequality (GWI) is a timeless issue untouched by modernism, contemporary governance, policymakers or social equality affairs. In fact, some companies still require their employees to sign a contract agreements agreeing not to disclose salaries to prevent legal confrontations, internal hurdles or despotism against unhappy employees. However, those contracts might be hiding a more significant pressing social problem.
Analysis of academic research, professional reviews and official state agencies reporting confirmed that GWI is a problem as congruent now as it was decades ago.
In January 2016, the Bureau of Labor Statistics (BLS) reported the median weekly earning between men and women was 83 percent, with males earning an average of $871 a week while women earn $719.

In the U.S. the BLS reported that 38 percent of women are college graduate versus 34.6 percent of men, and 57 percent of the workforce population is women. According to Meghan Casserly, a member of the Forbes Entrepreneurs Team, women are making $377 less each week than their male counterparts. That is an average salary difference of $19, 604 a year.
In her article, “The Real Origins of the Gender Pay Gap—And How We Can Turn It Around,” Casserly noted that yearly, women’s first paychecks will be roughly $7,000 less than their male classmates. She further explains that in the private sector, the average male’s pay scale was $1,328 per week while women with the same professional, educational, experience and capacity earn only $951.

An analysis of the latest BLS report on gender wage based on professional fields offers additional insight. For example, in the financial sector, women are paid as low as a 54.2 percent of men’s salaries. In the legal sector, women are paid 56.7 percent of men’s salary.
While academic programs in the U.S. do not separate groundworks and achievements by gender, unfortunately, statistics shows the median earnings between men and women have a considerable difference furiously relinquishing on social equality and opportunities.

Cause and Effect of Gender Wage Inequality

The GWI issue is not only affecting women financially but also their leadership empowerment opportunities. In the financial sector, only 18.3 percent of women hold board directors or relevant positions at their workplace. Heather Landy, the editor-in-chief of American Banker Magazine, wrote that 100 U.S. banks hold assets calculated in more than $10 billion. However, only five of those banking organizations have females in positions of chief executive officers (CEO). Also, in the field of technology, only 9 percent of women hold senior manager positions, while in politics only 10 percent of women hold governorships.
Landy also explained how a recent strategic study conducted on CEOs from 2,500 of the world’s largest companies found that in the past decade, 38 percent of personnel fired from their positions were women versus 27 percent of men.

Timeless social problem

In 1999, the BLS published a report based on ethnic demographic earnings indicating. This report showed the weekly earning wage of white men was $615 while white women earned $468. Black men earned $468 while Black women earned $400. Hispanic men earned $390 while Hispanic women earned $337. The report also showed the GWI, men versus women ratio, was an astonishing 76 percent regardless of ethnicities, race, nationality, origin or culture.

The GWI and pay inequality is a problem affecting societies since the Paleolithic era. The problem surpassed the development of the Old World diving into the 21st century without significant changes.
In 1948, the Universal Declaration of Human Rights (UDHR) was one of the first documents to acknowledge GWI officially around the world. The UDHR advocates equal pledge of dignity and human’s rights as common standards of achievements. The UDHR also pledged equal autonomy for developments and favorable remunerations regardless of the gender. In fact, the UDHR states, “Everyone, without discrimination, has the right to equal pay for equal work.”
Still, in 2016 social advancements, academic development and contemporary modernism do not seem to influence GWI changes. The GWI is a social problem intimately associated with a lack of democratic governance, diminishing social equality and promoting social imbalance.

Cognitive of a Social Problem

The literature suggested the GWI problem is obstructing organizations from empowering leadership strategies and guidance toward women development at the workplace. The literature also indicated that issues such as gender-discrimination, gender bullying and the lack of recognition of women’s performance are significantly reducing equal opportunities governances for women at their workplace. Studies showed that women and men are equally capable of performance and responsibility; therefore, organizations must treat and respect them equally.
The United Nations and the organization Women’s Empowerment Principles recommended several areas of development essential to empower women equality at the workplace:

• Leadership that promotes gender equality, equal opportunity and nondiscriminatory programs.
• Safety, health, violence freedom, training and education.
• Marketing practices, enterprise women development and community and leadership engagement.
• Transparency measurement reporting evaluation strategies toward women development.

Iberkis Faltas, Ph>D., (ABD)

http://patimes.org/effect-gender-wage-inequality-womens-empowerment-workplace/

Leadership is not about winning the pack

It seems to be a highly shaming misunderstanding on what, who, where, when, and why leaders must be responsible, thoughtful, considerate, and an accountable for their actions. Simple, leaders must be accountable, considerable, unselfish, caring, and bias free, who makes decisions in facts, and not opinions. They know how to speak and express themselves because they speak from the heart.

What might be a magnanimous confusion on the characteristics of leaders or what leaders should be, the basic literature indicates that leaders should never lead by fear, or enhance disappointments, or give their backs to the one’s in needs, or misuse their power and glory to feed their own narcissistic, egocentric, conceited-ego, overlooking the much-needed help offer by highly scholarly intellectual others surrounding them. That is a threat to a democratic environment and people’s rights.

Leaders who are conscious, thoughtful, cautious, and vigilant, who care for everyone, and not just the group surrounding them takes responsibility for their actions. No one has to explain, justify, or rationalize their behavior. Leaders do not seek someone else to blame for their actions; they take responsibility. Leaders are born to help others and those around them. They protect others and lead finding solutions. Great leaders are humble, think about others, are responsible for their actions, and are emotionally intelligent.

Being a leader to for the purpose of feeding one’s ego is as toxic and addictive as consuming the worst of the drugs. Being a leader “just because” some sort of mighty territorial power is as dangerous as any type of addiction and lack of control. Leaders must be truthful. They must understand the difference between opinions, perceptions, and evidence-based facts.

Leadership is not about winning the pack. Leadership is about leading the pack without fear, distress, or anxiety, providing reliance and security. A leader does not always have to come ahead first. Sometimes, great leaders have to step back so they could be prepared for the greater jump.

Iberkis Faltas, PhD, (ABD)
Public Policy and Administration
Management and Leadership | Law and Policy
Certified Emotional Intelligence Coach

The Challenges of a Friendship

I usually don't share this type of stories, but I think this one will make you smile too. Let’s start saying that I took a long weekend road trip with one of my friends and by the end of day one, I felt I was taking a vacation with my Irish-triplets instead of a relaxing weekend with my friend!

So, it was a long weekend and my friend, and I decided to take a four days’ road trip from New Jersey to the Niagara Falls. We also thought we might want to go over the border to visit Canada, so we agreed to take our US passports.

From my point of view, my friend and I have a very good, “judgement-free” friendship. We have a very good idea of each other’s weaknesses, strengths, and annoyances. For example, I love driving, and she hates driving. She loves watching TV, and I do not much so. She loves watching movies, while I do not have the patience for it, unless someone tells me how the movie is going to end first. And, because I do not have much patience to watch a whole movie at once, from start to finish, quietly, I am usually watching the movie and doing something else. As a result, I do not pay a lot of attention to the movies, so, I end up asking hundred and one questions about it, which annoys the hell out of her, and anyone around it. Somehow, we do manage to be very good friends.

So, I drove to the Niagara Falls, and she agreed to come along. She also agreed to pick me up in the morning, which she did.

First, she forgot her passport. We had to turn around to get it because we were thinking to cross the border and go to Canada for the day. However, considering all the current immigration issues, travel ban’s, and immigration’s executive orders currently affecting our country (USA), and, regardless of the fact that we are both US-Citizens, we did not want to take the chance to be deported from Canada to Dominican Republic and Colombia respectively. So, we both took our AMERICAN passports with us.

I drove six hours while my friend slept five and half hours, snoring like it was in the middle of the night, and she was on her bed!! I couldn’t believe it! I couldn’t believe that she was able to sleep that deep considering I had the music so loud! But she seriously did.

After all the sleep, she woke up a little disoriented, screaming “hijo-e-puta!” when I unexpectedly and kind of recklessly made a turn, while trying to look at the beautiful country-side scenery to my side. No recommendable.

When we finally got to the Niagara Falls Park, we urgently needed to use the bathroom, for what I called an emergency bladder release. So, we walked to the visitor center just to find out that it was closed and no bathroom on site. We continue walking, trying to find a bathroom, while my friend was in her last “bladder-resisting” breaking point.

She just lost it. She peed all over herself. Really. Like she was two.

She couldn’t hold it anymore. She was laughing so hard that she just lost the battle between her bladder and her resistance. It was one of the most hilarious things I have ever seen. So, we had to turn around to change her underwear and pants.

We went over the Falls, and it was beautiful.

As we were walking to the car, we saw a tourist center, or so we thought it was a tourist center.

It was not a tourist center. It was the US-side border of Canada. As I screamed “Noooooo!!” my friend crossed the no-return revolving doors to Canada border, without any legal documents on her, while I stood there, looking at her, in disbelieve!

She did not know what to do, so she went to the US-immigration officers, CBP.

While there, immigration asked her a million and two questions, looking at her, very suspicious. (I would too!) I called her cell phone and got the answering machine. I was petrified, imagining me having to tell her daughter that her mother illegally stepped into Canada border without documents and that now, she was in trouble! OMG!

Well, my friend later told me that the immigration officer told her not to pick up her phone, I imagine because he was trying to figure out what to do with her.

About fifteen minutes later, my phone rang. It was her. Miraculously, she had her driver license in her packet. After the immigrations officers had confirmed that in fact, she is US-citizen, they opened the door for her so she could come back to the US-side of the border.

Latter, we reserved a hotel. So, when we finally get to the room, which had a nice double bed. I chose the first bed, closer to the door. She took the second bed, the one closer to the window.
I’ll go to the restroom, and when I comeback out, everything was changed. She took the bed next to the door, and she wanted me to take the bed next to the window. While it didn’t seem to matter, really, it didn’t matter, I was curious about her reasoning for her change of mind. So, I asked her why?
She said that the bed next to the door had a better angle to the TV, and since I did not like to watch TV that much anyway, she was changing the bed.

I agreed to it as if I was agreeing with the argument of a two-year-old child. At the same time, I looked at her like as if she was growing two set of head, a third eye, or something along those lines. I looked at her perplexed, puzzled, and confuse all at once. When I finally figured out what she was trying to say, I used my index-finger to “turn” the TV angle to the bed next to the window, which was her bed, and I asked her, do you mean this?

She started cracking up laughing. She did not consider the idea that it was a modern TV. One that could be easily moved or turned. The TV was not attached to the wall. It was on top of the desk. She just had to turn it. But I guess she was just having one of those days.

At this point, I couldn’t help it. I started laughing too. This was only my first day with her. I went out to spend the weekend with my friend. You know, to take a small vacation. Get out of the routine. But instead, I felt that I was spending the weekend with my Irish-triplets. Regardless of all the challenges of the first day, it was so much fun! I was still looking forward the rest of the weekend. If the first day was (somehow) such much fun, I could only imagine what the rest of the weekend will be.

I’ll keep you post!

Iberkis
p.s.
My friends authorized me to share this story with the world!

Emotional Intelligence: Self-Awareness

All Things Emotional Self-Awareness

Continue reading........http://morethansound.net/emotional-self-awareness-competency/

DHS TO HOLD EMERGING TECHNOLOGY SHOWCASE FOR FIRST RESPONDER INNOVATION

02/09/2017

WASHINGTON – The Department of Homeland Security (DHS) Science and Technology Directorate (S&T) will host the EMERGE 2016: Wearable Technology Showcase to present the results of the 10 startup companies that were part of this year’s cohort class. “First responders have one of the toughest jobs on the planet. They run towards danger and rescue those in need. Programs like EMERGE help us find and also encourage the development of technology that can help them do their jobs safer, faster, and more efficiently,” said DHS acting Under Secretary for Science and Technology Dr. Robert Griffin. “The entrepreneurial world is on the leading edge of those inventive solutions, and at S&T we are looking for creative ways to put these technologies in the hands of first responders.”  Learn more: https://www.dhs.gov/science-and-technology/news/2017/02/09/news-release-showcasing-emerging-tech-first-responders

Self-Awareness: A Need To Know for Managers and Leaders

7 February 2017

In the field of public service, justice advocacy, integrity, morale, and a well-balanced temperament are essential qualities to manage and lead others. Current societies, where multiculturalism is the core of our civilization, every public administrator has the undeniable and indisputable responsibility to encourage, empower, and sustain a bias-free organizational environment.

In contemporary professionalism, management and leadership responsibilities seem to be used interchangeably in scope and frameworks. However, I must mention that there is an underlying difference between management and leadership. Leadership is the action of leading, motivating, empowering, engaging, guiding, directing, and influencing people. And while management could overlap with leadership from the framework of opportunity, choices, and applicability within the responsibilities of both, managers perhaps could be a tenth more focused on the operational processing of regulating, monitoring, and governing the organization as a whole.

Managers have the responsible of making decisions about the organization’s operational executions. They are responsible for the achievement of organizational excellence, and the accomplishment of short and long terms goals. Management has the responsibility to ensure that every decision is relevant to the organization’s well-being. Leaders have the responsibility of ensuring that management decisions are not negatively affecting their team. Leaders are responsible for motivating and empowering their team working in coordination and collaboration toward the same short and long term goal. Management establishes operational procedures and the leader ensure the team works within the pathways and boundaries of it.   

I guess the question here is how important do you think the emotional balance of a person in a position of power—management or leadership—is for the well-being of the organization and its people?

The answer is clear: It is fundamentally and primarily important.

It is correspondingly essential for managers and leaders to be self-aware of their emotional competencies and the way that those emotional competencies influences their decisions. Managers and leaders must know that self-awareness help them to recognize their own emotional responses to other. It is not the same to solve a conflict based on facts than solve a conflict based on facts that have been influenced by an unawareness of one’s and others’ emotions. Managers and must understand that their lack of emotional awareness has an effect not only on themselves but also in the way that they perceive and process the information in their surroundings.  The lack of self-awareness affect their decisions, and it has an overpowering impact in the way that they process thoughts and behave.

For managers and leaders, it is not only essentially important to be aware of their emotional intelligence competencies. They also need to learn how to recognize the “what’s” and “why’s” of the problems, because of the impact that emotional intelligence competencies have in the way they communicate and interact with others.

Emotional self-awareness in the workplace influences the way that managers and leadership process policies, build relationships in the workplace, perform, and communicate with their team. It is that emotional awareness that allows individuals to step back when they recognize that they are about to make a decision based on an Amygdala-highjack (the Amygdala is the part of the brain limbic system responsible for survival instincts, emotions, and memory).

With that being said, I would like to share some of the skills and abilities that have been proven to be indispensably important skills for managers and leaders across the board. Leaders and managers must have a constantly and consistently well-balanced emotionally intelligent personality. The ability to make bias-free judgments, and the skills to positively influence the organization and its people.

Here are some recommendations: Perception, decision-making, and transformational abilities.

Perception: Manager and leaders must have the bias-free ability to sense, see, hear, recognize, and grasp the understanding and comprehension of their environment without being judgmental of first impression or actions. Everyone in an organization has the right and justice of a due process, a fair and impartial treatment that can be applicable not only to the judicial system but also to our organizational settings. In emotional intelligence theories, perception influences the manager ability to solve problems and to be realistic about their environment. It also influences managers’ emotional expressions, their stress tolerance, the way they regard themselves, and their optimism. All of which may also influence the manger’s actions and decisions. 

Decision-making: Managers and leaders must understand that making the wrong decision can impair a person’s professional career, hence, their personal life and the life of others. While managers are not in a position that requires being influenced by an individual’s personal problems, the reality is that personal problems can influence the individual’s performance in the workplace. Therefore, while it might not be important, in contemporary society and professionalism, the way a person manage with their personal problems should be taken into consideration when making a decision, in the workplace. 

Managers must be able to make decisions based only on the truth, certainty, actuality, and veracity of the facts. It has been scientifically proven that decision-making in the workplace could be influenced by the individual state of being and their emotional balance. The truth is that managers’ emotions in the workplace could influence their skills and abilities to be flexible, solve problems, manage conflicts, and be assertive about the reality of their environment.

Transformational abilities: In leadership, transformational leadership is the ability to influence positive social changes in their followers, while influencing them to change strategies and frameworks, redirecting their motivations to achieve their professional goals. Well, a transformational manager should be one who identifies and influences positive organizational changes in an organization. Transformational managers must promote organizational justice, equal development opportunities, equal respect for everyone one working within the organization regardless of their title, and a well-balanced organizational policy framework.

To archive organizational excellence, managers and leaders must be equally influenced and equally sensitive to their commitment to the organization and their commitment to their constituents.

Iberkis Faltas, Ph.D., (ABD)

Public Policy & Administration

Public Management & Leadership | Law & Policy

Certified Emotional Intelligence Coach

Reference:

Bar On, R. (2012). The impact of emotional intelligence on health and wellbeing. Emotional intelligence – New perspectives and applications, pp 30-50. Accessed from http://cdn.intechopen.com/pdfs-wm/27238.pdf

Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal leadership. Unleashing the power of emotional intelligence. Boston, Massachusetts: Harvard Business Review Press.

Management and leadership: A judgement-free place

Based on my own experience and maybe on my simplistic looks, I have been a target of many under estimated evaluations, preconceptions, misjudgments, and profiling.
I have invested years of my time observing others, while paying careful attention to the automatic, uncontrollable reflexes, and micro-characteristics responses of the human body. I have learned that focusing on deep-listening, actually "listening" to what others have to say it is a relevant and a much-needed attribute for those who have to manage, lead, and deal with the everyday demands involving team work.

It still amazes me how, regardless of the constant evolution of our American culture, some members in our society are constantly under evaluating and underestimating the intelligent quotient of others, just because of the way they might look, speak, and (sometimes) behave. It is an unmistakable ignominious practice that unfortunately it is still prevailing, and for my disappointment, it may be still ruling the heart of many members of our 21st-century society.
This practice is closely attached to two human behaviors' competencies that as a manager and as a leader must be mastered: Self-awareness and self-management. Those are two indispensable (no negotiable) responsibilities that must be embedded in the moral values, social commitment, and social responsibility of every public and corporate administrator, manager, leader, and everyone in a position of power.

Judgments and misconception, bias, underestimation, and the predisposition of the mind are only a few of the cognitive reflexes and micro-behavior characteristics without conscious thought, holistically found in human behavior. The body and mind do not lie; we do. Body language always tells our history and speak our mind, even when we try not to do so.

As a manager and as a leader, it is our responsibility to be aware of those actions, and learn how to appropriately manage them. Bias-free information is priceless. According to scholars Caruso and Salovey (2004), an emotionally intelligent manager, and leader is the one that can use all the information in his/her environment to make bias-free better decisions, build stronger relationships, and guide their team, family, and yes, even their friends to success.

My advice is to use your self-awareness and self-management skills and abilities to never make a judgment without first analyzing the reality of the facts, from all perspectives and views. Never underestimate your team, peers, family, or friends, and give every one the opportunity and support to grow and develop themselves.

I can only dream living in a judgement-free place, where people is respected and valued for who they are inside, instead of by the way they look on the outside.

Iberkis Faltas, PhD (ABD)

Presentation Skills Development Course: Come and Join Me!

Agenda and Registration go to Eventbrite: https://www.eventbrite.com/e/presentation-skills-development-course-tickets-31669962711