Book Review: The Culture Engine: A Framework for Driving Results, Inspiring Your Employees, and Transforming Your Workplace by S.C.Edmons

Edmonds, S. C. (2014). The Culture Engine: A Framework for Driving Results, Inspiring Your Employees, and Transforming Your Workplace (1 edition). Wiley.

The Culture Engine is a book that deals in digital transformations based on culture; a focus that, as you will know from my interest in Culture Crafting, runs central to my career. So, with great interest, I read this text by S.C. Edmonds, which I found interesting, although I have some (constructive) criticisms.

The text is essentially a manual for consultants undergoing a digital transformation, with a focus on those who work with servant leadership as ideal.

What they don’t understand is that there are two aspects of effective leadership. The first is the strategic leadership aspect of servant leadership. Leadership is about going somewhere. If your people don’t know where you want them to go, there is little chance they will get there. That’s why Chris spends a great deal of time helping you develop an organizational constitution that outlines your team’s or company’s purpose, values, strategies, and goals. While there should be widespread involvement in the development of your organizational constitution, the responsibility for making sure you have one lies with top management. Once everybody is clear on your business purpose and values, the next aspect of effective leadership kicks in—living according to your organizational constitution. That involves turning the traditional hierarchical pyramid upside down to emphasize that everyone is responsible—able to respond— for living the constitution and getting the desired results while modeling the organization’s valued behaviors. Now top management becomes responsive cheerleaders for actualizing the organizational constitution. This brings in the second, servant aspect of servant leadership—the operational/implementation aspect. (Edmonds, 2014)

I think that the focus on the operational part of Servant Leadership is correct, although I have my own criticism of the concept (which I will develop later). But the text begins by emphasizing the importance of cultural transformation:

Of course, understanding the need for a safe, inspiring culture is one thing. Creating and managing a productive, engaging culture is another thing entirely. How does a leader go about creating something that, on one hand, is so important, but, on the other hand, seems so amorphous? It can be done through the creation of an organizational constitution. An organizational constitution is a formal document that states the company’s guiding principles and behaviors. These liberating rules present the best thinking on how the organization wants to operate. The constitution is a North Star that outlines the company’s or team’s defined playing field for employee performance and values. (Edmonds, 2014)

(strangely, like so many other texts, the author does not stop to define culture, not even in the context of corporate culture)

The text develops a thesis of the author, that the success of the transformation and the adoption of a new culture depends on three axes:

  1. Servant Leadership
  2. A workplace constitution
  3. A top-down implementation

We will explore each of these axes, but I want to mention that throughout the text the author presents multiple ways (through questionnaires, of simple application) to measure adoption. Although the measurement methodology is simple (without control groups or triangulation of data, for example), knowing from experience how little time is available in the transformations, I think it is more than adequate.

1-Servant Leadership

Servant Leadership is the concept that the leader essentially serves as inspiration and facilitator for the people who produce the products or services. For the author, the key question is:

If, for example, you believe that “ordinary people can accomplish extraordinary things when goals are clear and leaders serve followers’ needs,” that might be a foundational element of your leadership philosophy. The vital question to have in mind as you craft your leadership philosophy is, “Are you a servant leader or a self-serving leader?” (Edmonds, 2014)

Servant Leadership Is the Foundation If I have inspired you to take steps (literally and figuratively) to boost your physical health, let’s look at the foundation of leading others effectively: servant leadership. (Edmonds, 2014)

Helping your organization’s leaders and employees align to these new rules of engagement requires that you be a model of servant leadership, a coach of servant leadership, and a champion of servant leadership. How do you know if you are a servant leader? You don’t have a vote! The only folks who do have a vote are those that interact with you daily: work colleagues, customers, friends, and family members. You must ask regularly, “How can I be of greater service to you?” then refine your behaviors to serve more effectively. (Edmonds, 2014)

Essentially, it is to shift the focus of a company’s governance from a leader in the despotic style of management-top-down to the Foucaultian definition of governance as the governance of a ship: helping the rest to accomplish their tasks and providing clarity both in general direction as in particular situations. How to carry out this “provide clarity” is detailed in …


Essentially the knot in the book. The car offers a step-by-step (too long to include here) of how to make a working constitution, from which sub-constitutions hang. Interestingly, while I found no explicit reference, it essentially models the corporate enterprise into a federal state model: united by a general constitution, which governs interaction and core values ​​(the “federal” level) with departmental and constitutional sub-constitutions. working groups (the “provincial” and “municipal” levels so to speak). The leader is responsible for this clarity, to the point that the author advises evaluating employees (he provides a quadrant for this) and letting go (that is, kicking out) those who are not aligned in order to maintain the unpolluted culture.

A clear, succinct values definition helps people that interact with you daily by knowing what you mean by each of your values. (Edmonds, 2014)

One of the most interesting ways is that it not only seeks an abstract model, but also tries to generate a concrete image of what a good worker is, according to culture:

This piece outlines what great personal citizenship looks, acts, and sounds like from you, every day. (Edmonds, 2014)

Al mismo tiempo, se preocupa mucho en que aquello que está bajado sea totalmente medible, para eliminar ambigüedades o discusiones:

Your team or company’s valued behaviors must outline observable, tangible, measurable actions. Just as organizational leaders manage to performance standards, these behaviors become values standards that are lived and proactively managed by leaders and employees throughout the company or team. (Edmonds, 2014)

Are these behaviors measurable? Can peers and customers provide feedback about the degree to which any leader or employee of this company is demonstrating these desired behaviors? I hope you agree with me that they are—and they can. (Edmonds, 2014)


In the implementation, the author points out that one of the biggest problems is the one he calls “Management By Announcement”. Essentially, what happens in many of the transformations:

  • A consultancy is announced
  • It is carried out
  • The leader announces the results of the consultancy and provides some actions or changes
  • There is no follow-up and finally, everything is in nothing

This smells a lot like the logical consequences of “managing by announcements,” a viruslike plague I call “MbA.” When infected by MbA, leaders do a good job of defining purpose or policies or procedures; they publish and announce the details, and then expect all employees to immediately align to them. Leaders believe, “We’ve told them, so now they know, and now they’ll do what we’ve told them.” How does a leader check that assumption? Ask and observe—often. It is likely you’ll find that too few leaders or employees are able to repeat the purpose or policies or procedures to you. (Edmonds, 2014)

Model the Way Once the organizational constitution has been published, leaders must model the valued behaviors, every day, in every interaction. (Edmonds, 2014)

Align the Way Once leaders embrace their responsibility to demonstrate the department’s values and behaviors, leaders must then coach other leaders, managers, supervisors, and so on (anyone with formal direct reports) to demonstrate the valued behaviors as well. (Edmonds, 2014)

At this stage, each leader is essentially an agent of change and it is the leaders’ responsibility to model (i.e., lead by example) and carry out the transformation. The author acknowledges that resistance can be generated, but provides a series of examples of how to work it and advises not to negotiate on anything, once the transformation was decided.


This text, on the one hand, I found extremely useful. In a field where theoretical texts abound, a step-by-step model, with each of the documented steps, is something exceptional. I like the clarity of the model, which also offers how to generate concrete examples of the transformation and multiple approaches it takes, too detailed for this analysis. The experience of its author and its passage through various transformations is obvious.

On the other hand, the idea of ​​a system of constitutions seems extremely valuable to me, as does the hermeneutics it uses to develop them. I think I will start to apply this in my working groups as a way to gain clarity.

My main criticism is about Servant Leadership and its focus on leaders. In my personal opinion, the book is only considering leaders as agents of transformation. This worker / leader divide, while softened by the term “Servant,” sounds like a misstep. Yes, it says that the Servant Leader is only there to serve those who carry out productive tasks, but can this be so? In my experience, Servant Leadership is a way, at best, to influence listening to leaders and at worst, an excuse behind which despotic leaders hide, who do not take responsibility for the tasks (” I only listened to the experts ”).

This is seen most when leaders are the sole guardians of values. An interesting exercise may be to compare it with a modern state: in it, although the inhabitants do not have direct decision-making power, by voting they can discuss or dispute values. In the model presented by the author, employees can only adapt to the constitutions lowered by the leaders, lacking any mechanism to change them. In fact, this situation is reinforced with the recommendation that leaders kick out those who are not aligned with them. If we had to imagine a state generated by this model, it would probably be an oligarchy, with a patrician or noble class that keeps its values ​​and a class of employees that can only decide to emigrate or accept what comes their way.

This could be, in my opinion, modified with the displacement of leaders as guardians and arbiters of values ​​to a more distributed system of responsibilities, where everyone is responsible for something and in any case the general constitution is a sum of the values ​​of the constitutions that depend on them, a synthesis rather than a model. A bazaar instead of a cathedral.

But this criticism does not detract from the value of the book’s clarity and methodical strength. An interesting book to read and reflect, especially for those of us who work in corporate culture.

Book review & Analysis: Corporate Culture, by M.Radoff

Radoff, M. (2013). Corporate Culture: A Framework for Analysis (P. Radoff, Ed.; 1.ª ed.). Amazon Publishing.

The book itself recounts the formation of a corporate profiling tool, called by its author the Corporate Culture Framework (CCF) from now on. He came to form the CCF because in the process of looking for work, it seemed to him that the hiring process would be improved if there were a company psychometric tool.

What I came to spend the most time on was the issue of assessing corporate culture– the rather nebulous concept that nevertheless can have a substantial impact on one’s experience in the workplace. Job applicants and hiring managers want to know whether the applicant will “fit in.” In a workplace where one’s personality is important, so then is corporate culture, by any definition. And there we have our first quandary: how do we define and even measure corporate culture? (Radoff, 2013)

Given the apparent absence of any precise measures of corporate culture, I set out to design a framework, which I call the Corporate Culture Framework (“ CCF”), by which corporate culture could be measured– a collection of metrics and values. Such metrics might include, for example, how directly versus indirectly people communicate within a company (Radoff, 2013)

Essentially, by using a questionnaire, the author’s goal is to create a company profile, to ensure a better match. Finally, try to get a Curriculum Vitae.

By applying this test, that is, by having people respond to the questionnaire, we can develop a Corporate Culture Profile (“ CCP”). With the CCP, I sought to provide a reference for job seekers to answer some basic questions: “What’s it like to work at that company?” “Would I fit in there? Does it match my psychometric profile?” “What are the positives and negatives of working within that company”


This expanded profile, which I call a Corporate Curriculum Vitae (“ CCV”), could be used to answer not only “what is it like to work at the company?” but also “who is working there?” and “is there an opportunity for me to work there?” (Radoff, 2013)

Although the CCP and the CCV are mentioned, they do not appear significantly in the rest of the book. The book itself is neither a guide to the CCF nor a manual to apply it, but rather a strange and mutant genre: a mix of how it came to be put together and a mix of propaganda to be hired to apply it.

On one level, this book attempts to outline a method by which a company’s corporate culture can be more clearly described, with something approaching scientific rigor, in a manner that can be digested by many audiences. There are many psychometric tests for people; this book suggests we can have the same for a company. That is, our supposition is that we can develop a framework for measuring corporate culture (the CCF). (Radoff, 2013)

In theory, he bases his method on various psychometrics, but in reality, we believe, his method is an adaptation of the Myers-Brigg (MBI)

Among the commonly used personality tests is the well-known “Big-5” personality-based test (i.e. the personality qualities of “extroversion, agreeableness, conscientiousness, openness to experience, and emotional stability”), the MBTI (Myers-Briggs Type Indicator), the Keirsey Temperament Sorter, the DISC assessment, and others. There are also many lesser-known tests that have cropped up under the radar, the output of smaller companies in the HR arena (Radoff, 2013)

His method is essentially simple. It establishes a dyad of possible choices: in the cases analyzed, it uses categories A – Structured vs B – Flexible for processes and A – Individualist vs B – Group-oriented way of working. Structure based on a series of categories that defines questions that give A or B and then each one assigns a guideline value for how that category is considered for the client: from 1 to 5, with 1 being terribly bad and 5 being excellent.

That is, a company’s cultural characterization and whether that characterization is viewed positively or negatively by its employees are independent variables. Any correlation between a characterization and a judgment should emerge only over time, as the corporate culture of various companies (and any positive / negative judgment) is developed by practitioners. (Radoff, 2013)

1. Identify the components of a company that correspond to components of a person. 2. Decide which of those components are most suitable for analysis (“Key Components”). 3. For each Key Component, decide what are the broad Subcomponents or Groupings of activities that best describe how a company functions (“Groupings”) 4. Within each Grouping, decide what the specific activities are that enable the company to function (“Activities”). 5. Develop a bi-valued method for assessing the company’s performance of each Activity as reflecting a relatively Structured vs. Flexible, or Bold vs. Reflective, approach. 6. Develop a questionnaire that can be used to characterize each Activity in this manner and then, if deemed desirable, to characterize the Groupings, Components, and the company as a whole. The methodology described above creates what we call the CCF. In the sections below, we expand on these steps. Applying the CCF to a particular company creates its CCP. (Radoff, 2013)

An original question he asks is that he considers (in our opinion, not very happily) a division of the corporation into Body, Spirit, Mind and Heart. In its division, this is:

• Body: Assets, assets, logistics, etc. Everything concrete of a corporation

• Spirit: Values. Interestingly, this should be in our opinion a vital part of the culture, but the author considers it the domain of Executives and Strategy Consultants.

• Mind: Defined processes, methodology

• Heart: HR (this shows, if it were necessary to clarify, that the author is a HR professional) and interpersonal relationships

Example of Grouping (of) Mind

Example of grouping of (and I swear it is even difficult to write it) Heart

(Radoff, 2013)

Essentially, their method is to generate questions for each of the categories:

Applying categories to Employee Chemistry We now consider the case of our activities within the Key Component of Employee Chemistry and apply the concepts of (A) Bold and (B) Reflective. (A) Individualistic vs. (B) Group Oriented. Is it more important for people to be strong individual performers or work within a team? (A) Fact vs. (B) Concept. Which is more compelling within the company – hard facts or ideas? (A) Positive vs. (B) Negative. Do people in the company think about what could go right, or what could go wrong? (A) Serious vs. (B) Relaxed. What is the prevailing attitude in the workplace – stern and serious or relaxed? (Radoff, 2013)

This ends up generating a questionnaire in which each question has a dyad + a subjective appreciation rating. With this, create a Company Profile.

Unfortunately, the book ends at this point, without explaining the analysis or structure of a PCC, which was what in theory is sought. While the text has sample questions, it does not show an in-depth CCF or how it would be analyzed to produce a CCP. Instead, you have a request that the author be contacted to hire and apply.


The text is frustrating, because on the one hand it is interesting how someone has applied a method from another discipline (as we said, for us the MBI is the only “father” of this method) and has applied it to corporate culture (a term that, incidentally, not defined).

But the fact that it does not really explain its model, but ends up being a kind of publicity for its author, does not help much in its assessment. Nor does it help that the author does not consider, for whatever reason, basic issues to apply surveys such as distribution, control groups, metrics, etc.

The text is a good starting point, an idea to generate a better framework for analysis. It can be useful to generate an application of the named frameworks or try to build what the author says it can do, a profile of the culture of a corporation. But as it is presented in the analyzed edition, it is simply a pamphlet about an idea.

News! New Storytelling Podcast, Book Reviews and Analysis of Culture Crafting!

Yeap, full bore storytelling

So…it’s been a while, right?

I’ve been very, very busy. Working on my PhD and Postdoc, writing a new book, organizing my meditation groups…this COVID pandemic has been a busy, busy time.

But I have great news! There are some things coming, that I think you will all enjoy!

  • There’s a New Storytelling Podcast (in Spanish) called “Sangha Sin Nombre” (The Nameless Sangha) where we tell short stories of meditation and we read books, with mindfulness sessions intersped. You can listen to it on spotify, or any other good podcast service, but the main link is here:
  • I’m also writing the first book (in english!) about Culture Crafting. More news soon!
  • Also, I’m going to be posting book and articles reviews of my research into Agile and Corporate Culture.

I hope that this is of interest, and, as always, please feel free to reach to me!

Meditation: it’s not the same

Urban Meditation Intro here

Begin by finding a secluded spot…

The Lamp on the Path – Deshung Rimpoche

So starts a manual of meditation by a major teacher of the XXth century. But he’s not alone in recommending seclusion as the first step to learn meditation. Countless other manuals, from Yoga classics to mystical Christian texts like The Cloud of Unknowing, solitude, and retreat are the requisites for learning meditation.

But I live in a City.

So, does this mean that I cannot meditate?

I would respectfully say, no, it doesn’t. What it means is that I should modify the technique and the way I meditate. I cannot ape those old masters, living in pre-modern times. I must find a way of making it work wherever I am, not pine for a moment where I will live as they did.

My name is Federico Andino and for the last 20 years, I’ve been practicing and later teaching meditation. I have both learn classical techniques (I’m the resident teacher for a Tibetan Buddhist school) and more modern techniques; I’m a researcher and teacher of Mindfulness for IBM. But at some point on the 20+ years journey, I’ve found them both wanting.

The traditional techniques are great: rich in both depth and detail, they form a great base to learn. They also have a very clear conceptual framework which makes their practice both rational and able to be measured. However, they are based on two improvable assumptions:

1) the teaching methods are not the best, especially for visualization techniques where rote memorization is taught over more modern systems like Image Streaming and

2) the learning curricula tends to favor long (months to years) periods of intensive learning and practice that are not feasible for the modern practitioner. Even those people who dedicate their lives to be a monk or a nun can lack resources to maintain such a lifestyle; therefore the techniques are never really practiced (since it would require always a moving goal of time) as the saying goes and they cannot be applied effectively on a day to day basis.

On the other hand, the more modern techniques are more portable, they are formulated in less complex terms and they have quicker subjective results. However, they also have two issues in my opinion:

1) the lack of a conceptual framework muddles both the metrics you can get from them and sponsors an “anything goes” mentality regarding technique and

2) they are geared mostly to produce states that are basically extended relaxations. You can try to visualize yourself as a mountain, sure…but what are you going to do when you’re in an overcrowded public transport or in a busy office? This is why techniques learn at a chic workshop never work in your day to day life.

Realizing this, I started to change my way of practicing. Instead of trying always trying to transport myself to an ideal situation, I started to work with the situation at hand and trying to transform my idea of a situation.

  • In a busy office, with people talking? Focus on sound metacognition and integrate into your meditation.
  • On public transport? Kinesthetic balance meditation will be a natural and enjoyable way to focus on yourself.
  • At the end of a long day and can’t sleep? Nidra-types of meditation will both relax you and make you aware of how tired you really are.

No matter where are you and how are you trained, you can meditate. It requires a sacrifice; to let go of those hallowed ideas of monks chanting in a mountain. And it carries its own rewards: the ability to become more aware and present in each moment. But you need to see the need for yourself to change approaches.

We are going to have a talk and a recoding on Urban Meditation on the 25th of October. If you’d like to participate, you can book it here.

May you have a day full of Awareness!

Corporate Mindfulness – Curso Online

¿Le interesa Mindfulness, la técnica que según Hardvard Business Review es la clave del liderazgo futuro? *

¿Trabaja en un entorno lleno de stress, para generar contenido creativo?

¿Desea generar una transformación digital y ágil que mejore la satisfacción laboral?

Si alguno de estos puntos le interesa, le invitamos cordialmente a una charla online sobre Corporate Mindfulness. Brindada por profesionales con más de 10 años de experiencia en la aplicación de Mindfulness en entornos corporativos, usted conocerá:

Las cinco claves para aplicar Mindfulness en el entorno corporativo.

•Los tres problemas principales que surgirán y como solucionarlos.

•Las formas de explicar, medir y vender Mindfulness a líderes que dudan de ella.

•Dos técnicas, una breve y otra más estructurada, para empezar a brindar Mindfulness en su trabajo.

La charla tendrá una modalidad online; en caso de no poder participar, se les enviará la grabación de la misma.

Nuestra experiencia tendrá lugar el día 20/09/2019a las 20hs de Bogotá (GMT -5)

Tiene un costo de us$9.99. Para inscribirse, por favor haga click aquí.

¡Los esperamos!

-UR Meditation, Meditación Urbana


Mindfulness for Difficult Meetings

Have you ever had one of THOSE meetings?
Where people are agressive and there’s not a lot of clarity.
How can we change that with mindfulness?
The explanation of the technique (subtitled in english):
Video of the Meditation (in English):
Audio Version of the Meditation (in English):
Visual guide to the meditation:
mindfulness #meditation #wellness #urban #mindfulnesmeditation #innerpeace #yoga #healing #wellbeing #MindBody #zen #quote #inspiration #spirituality #mentalhealth #mindfulnessquotes #mindfulnesscoach #love #yoga4growth #ganapati #urbanmeditation #innerrevolution

…gathers no moss

“So” my Buddhist teacher, Khenpo Pema Wangdak told me once, on the bizarre NYC/Tibetan accent that he’s developed over the years “you hafta teach”. We were in my house, after a long day of ceremonies and initiations that I had set up, and I was beat.

“Ok” says myself, thinking “well, I am kinda teaching meditation”
He must have read my face, because he said “yeah, I know, you are doing it…but after His Holiness (the leader of the Sakya Tradition, H.H.Sakya Trizin) formally empowers you to do so, you have to do it even more seriously”. I was a little bit worried. You see, I thought that I was doing it in a serious, respectful manner.

But Khenpo Pema was not done, yet. “You hafta also go through here and teach”

I thought about it for a while. “Master, what does ‘here’ means, exactly”.

Khenpo Pema was already playing with his phone, but he put it down gently and looked to me as if I were a particularly strange puzzle that he saw sitting behind glass on a wall.
“Here means here, like, South America, right?”, he told me and right away must have picked up my rising tiredness and disbelief because he said “well, but that’s after His Holiness”.

Fast forward two years.

We were leaving His Holiness house and Khenpo Pema told me “ok, so…got everything set up?”. I thought about it, while we walked on the gravel…and resolved to tell the truth “no, not really, not as such”.

Khenpo Pema smiled. “You’ll make it up as you go along…bring the Dharma (the Buddhist Teaching) to them like the Christians do. High Church and all that”.

“High Church?” In the tone that people must have asked Perseus “wait, you’ve killed whom?” “High Church, travelling High Church? Me?”

Khenpo Pema did pause at that, but he smiled and said “well, could be that or another thing, but you’ll figure it out”

If that was the goal, I must admit I have failed to do so. Not at teaching meditation, I think: I might have not improved quality-wise, but I’m teaching it at several places: at work in IBM, in clients, in the Buddhist groups that I run, in my own institute, Ganapati.

But I have not conformed to the High Church ideal. My master is more built for it: thin, elegant, with a rapier wit, he fits more with the image of a big temple, lots of incense and ancient works of art.

So…how to teach? What’s my style?

The answer, funnily enough, also came from Christianity. I had a friend (who’s sadly passed away), a Christian theologian, who was a very classical, philosophy oriented person. He also taught at my university and always decried the state of Christianity, saying that it has lost its way; usually he added “for the last two thousand years” and for him, it was true. You could picture him at the side of Jesus: thin, tall, very very bearded, walking in the desert.

Once we were with another friend having coffee and he started decrying the fall of christian ritual in favor of more feeling. He told me that he went to see a traveling pentecostal preacher who danced with snakes and screamed, that was, horror of horrors, doing “shows” (as he put it) near the main cathedral of the city!

I said to him “oh, that’s terrible, I am so sorry” but internally, idolater pagan that I am I though “well, that does sound fun”. So I asked him if it was near us (it was) and if he knew that there was going to be a “show” that night (there was).

One hour later, we were in the preaching. While I wasn’t that moved by it (again, not a Christian, so probably it was lost on me) I couldn’t deny the electricity and charm of the preacher. Afterward, over pizza at Las Cuartetas, my friend asked me what did I think and I told him: I must admit to have enjoyed the energy of it.

He looked at me with warmth tingled with some slight disgust and he said “of course you would, you pagan brute! I can just picture you dancing with snakes”.

Lo and Behold, I had my style of teaching. Punk Preaching, with a Buddhist twist.

No, I don’t do snakes. I rather like them, but I think that making another animal work (besides myself) is a little like slavery. Also, I would have to keep them in my house, where they wouldn’t probably survive my twins; they would twirl them like nunchakus to impress girls.

Also, I don’t dance that much; I’m not good at it, though I enjoy it and most teaching trips end up somehow in a dive bar, with drinks and dancing. But that’s not scheduled, at least by me.

Having said that…I guess I turned out to be a kind of punkish traveling preacher that, instead of talking about snakes and tongues and Jesus, talks about science and meditation. I do go on tours and I tend to be a lot less “high church” as my teacher would say, than most teachers.

I use Storytelling, a lot. I also use games, competitions and try to shock the people who come to learn at least once. But whatever I do, I try to make it an experience: something that you do not only to learn, but to enjoy. And always keep to three chords and the truth.

I am taking the show on the road again, this 2019. I’ll be on several cities: hopefully, if you do come, you’ll learn, I’ll learn, or either/both of us can be shocked; but more importantly, we’ll also have a great time.

So…join up! If you’d like to learn a Modern Mindful Meditation, go to to see if we’re near you. Or join our webcasts and Youtube channel. But above all…have fun!


What I’m doing on Friday 01/19/2018

So, this is what I’m doing on today