In today’s fast-paced, high-pressure world, leadership is often defined by strategies, data, and decision-making frameworks. But, after two decades of coaching, training, and working with leaders across the globe, I’ve come to realise that there is a deeper, often overlooked component of leadership, especially in the business world, and that is: spirituality.

What Do I Mean by Spirituality?

For me, spirituality involves tapping into your true self and core purpose—gaining inner clarity that guides your decisions, actions, and responses, especially when the stakes are high. And that matters because life throws a lot of challenges our way as leaders, and as I say in my book, Leading from Your Core, “when life squeezes you and the pressure is on, what you’re like on the inside will come out.”

In moments of crisis, when the pressure is intense, it’s this deeper alignment that allows leaders to act with calm, focus, and strength. Spirituality is the force that gives you that inner strength as it connects you with the best version of you.

“Spirituality is the force that gives you that inner strength as it connects you with the best version of you.”

Why Does Spirituality Matter Now?

Leadership is no longer just about managing tasks, achieving targets, or driving results and efficiencies. The world we live in continues to be increasingly volatile, uncertain, complex, and ambiguous. It’s in this kind of environment that leaders need more than just technical skills, frameworks, or strategies—they need inner strength and deep insight. When you’re grounded spiritually, you’re better equipped to handle uncertainty and inspire confidence in others, even when the path ahead isn’t clear.

Harvard Business School’s William George has noted that ‘mindful leadership‘ is becoming essential for today’s leaders. By developing self-awareness and emotional intelligence, leaders are better positioned to respond to challenges with resilience and calm. This parallels my belief that spirituality, often understood through mindfulness or core purpose or inner self or spirit essence, is the foundation that sustains effective leadership over time.

“Spirituality is the foundation that sustains effective leadership over time.”

Spirituality and Leadership Mastery

Spirituality as ‘the Force’ of Leadership
The Jedi of Personal Leadership

I know what you’re thinking—”of course, with a name like Obi, it’s only natural that you’d lean into spirituality!” But, beyond the name, my deep passion for personal leadership and relentless pursuit of mastery earn me the title of ‘Jedi of Personal Leadership’. And in that spirit, I liken spirituality to the Force. The Force, for a Jedi, is something bigger than us that we connect with deep inside of ourselves. It enables us to tap into the transcendent dimension of life. It is the source of clarity and strength. It helps you lead with calm in moments of chaos and with purpose in moments of doubt. This Force—this spirituality—provides a deeper, unshakable alignment that keeps you steady, no matter the challenges around you.

“Spirituality provides a deeper, unshakable alignment that keeps you steady, no matter the challenges around you.”

And when you’re able to lead from that place of inner alignment, you become not only a more effective leader but a more fulfilled one.

(If you’re curious about your own spiritual alignment as a leader, consider taking our new CORE Leaders Self-Assessment. More information at the end of this article.)

Real-Life Leadership in Action

For many leaders, spiritual alignment has been a key to long-term success. Take Bill George, former CEO of Medtronic, for example. He has spoken extensively about how his spiritual practices, particularly meditation, helped him lead with clarity and focus. His spiritual grounding gave him the energy to make thoughtful decisions during his time at Medtronic, allowing him to cultivate a high-performance, values-driven organisation.

Another great example is Satya Nadella, CEO of Microsoft. His leadership approach is rooted in empathy and compassion, which he credits to his deeply held spiritual beliefs. Nadella’s spiritual alignment helped transform Microsoft’s culture by focusing on emotional intelligence and inclusivity—values that have fostered innovation and long-term growth at one of the world’s largest companies.

Then there’s Ellen Johnson Sirleaf, the former president of Liberia and Africa’s first democratically elected female head of state. Her leadership during Liberia’s recovery from civil war and through the Ebola outbreak was guided by her spiritual beliefs. She credits her spiritual grounding for helping her maintain clarity and strength during times of national crisis, which allowed her to lead with compassion and resilience.

Finally, David Steward, CEO of Worldwide Technology, has built one of the largest Black-owned businesses in the US by relying on his faith and spiritual principles. Steward’s spiritual grounding has influenced his leadership style, allowing him to foster resilience, create a positive company culture, and use his platform to serve others. His faith continues to be a cornerstone of his leadership success.

Practical Ways to Tap into Your Leadership ‘Force’

It’s not just about big moments of inspiration; spiritual alignment can and should be integrated into your daily leadership practice. Here are some simple, practical ways to apply spirituality in your leadership:

 

  1. Daily Reflection: Start your day with a five-minute reflection on your core purpose. Ask yourself how your actions for the day will align with your long-term goals and values. Even if you only have five minutes, this practice sets the tone for purpose-driven leadership and seamlessly integrates into any routine, no matter how busy you are.
  2. Pause for Clarity: Before making major decisions, pause, lean into silence, and reconnect with your deeper self. Imagine the best version of you stepping forward to ask: “What impact will this decision have on my team, my values, and my long-term goals?” This mindful pause creates space for more thoughtful and aligned choices.
  3. Embrace Uncertainty: Leaders grounded in spirituality don’t need to have all the answers. Embrace ambiguity with confidence, trusting that there is an intelligence that can guide you through even the most complex situations.

 

Take the Next Step: Discover Your Spiritual Alignment

If you want to go deeper; if you’re curious about how aligned your leadership is with your core purpose; If you want to lead from a place connected to the best version of you, take our CORE Leaders Self-Assessment – https://corealignmentassessment.coreleaders.co.uk/obi-twe9fyvl.

No matter where you are on your leadership journey, the CORE Leaders Self-Assessment will help you evaluate your inner alignment, including your spiritual core, and you’ll begin to discover how this positively impacts not just your decision-making, but also your business outcomes, team engagement, long-term growth, and personal resilience.

Here’s to unleashing your leadership excellence from the inside out.

May ‘the Force’ be with you!

Obi Abuchi

The Jedi of Personal Leadership

If You’re Not Angry, You Can’t Be An Effective Leader

Photo by Thomas Hawk
  Are you angry? I certainly hope so. If you’re not angry, I guarantee this – you can’t be an effective leader and I’m going to explain why shortly. You might be wondering if I’ve lost it. Far from it. I recently came across this quote,
“Anger doesn’t solve anything. It builds nothing, but it can destroy everything.”
On the surface of it, many would agree with that sentiment. However, I couldn’t disagree more. Despite what some might tell you, anger isn’t the bad guy. Anger isn’t something to suppress. Anger isn’t anything to be ashamed of. For many years, a very dear friend of mine battled with a “nice guy” image. He thought that the only way to get on in this world and achieve his potential was to please everyone. He figured only criminals got angry or men who beat their wives or leaders who bullied their people. Whenever he got angry, he felt shame and did his best to deny it or limit it. Unfortunately, he could only do that for so long, which meant that inevitably he would sometimes erupt. The reason, I know all of this about this friend is because that friend was ME. Thankfully, I’ve since discovered that anger is a wonderfully powerful human emotion that can be an incredible force for good. The problem isn’t anger. The problem is that so many people don’t know how to control and channel that anger. In leadership, the difference between a passive leader, or a passive-aggressive leader, or an aggressive leader, and an assertive leader is their relationship with anger. Stay with me and I’ll show you how a healthy relationship with anger is one of the keys to you becoming an effective leader; in other words, one who is assertive, engaging, transformational, and delivers great results. Is Anger Necessary? In the preface of my book, Leading from Your Core, I share this story…
“My first experience of working closely with very senior leaders in business was a defining one for me. It was a few years after graduating. I had been hired as a train systems engineer and accepted on to the graduate development programme of an engineering and construction firm with responsibility for a multi-billion-pound schedule of improvement and maintenance of the London Underground.
I didn’t really enjoy the engineering side of the role, but I was lucky. Only eighteen months into the programme, I secured a six-month placement to shadow the managing director of our sister company.
I attended many key meetings, including some board meetings and one-to-ones, and engaged in various projects with senior leaders and middle managers, on behalf of the managing director. I observed what it was like to be at the helm of an organisation – the power, the authority, the resources at your disposal – and to be completely honest, I didn’t always like what I saw.
The managing director, in particular, was extremely intelligent and experienced, yet he had a reputation for berating the life out of those working for him. If he felt someone was incompetent and hadn’t done something to his standard, they would know it, along with every other person within earshot of them. He instilled fear into many as he asserted his authority and intelligence.
Even though I got on well with him, enjoyed our one-to-one conversations, and learnt a ton during the six-month stint, after that experience, I promised myself that if I ever had a chance to lead people – choosing between leading by asserting my authority, intelligence, superiority, and power or from a place of genuine, positive influence – I would choose the latter.”
Some people miss the point of the story and think the answer is to have NO anger and all become nice and cuddly. Not at all! We absolutely need anger in our lives. If someone were to hurt my loved ones, or steal something really important to me, or do something that goes against my core values, don’t expect me to say, “Thanks for hurting my son.” “Thank you for bashing into my wife’s car.” “Thank you kindly for breaking into my house.” “Thank you so much for reinforcing racial prejudice.” When you have a healthy relationship with anger, it can be one of the most powerful and loving forces in the world. Anger stops wars. Anger fights injustice. Anger drives innovation. Anger fuels revolutions. Anger inspires change. Anger culls abuse. Anger overcomes bureaucracy. Is the Expression of Anger Always Healthy? Research shows that suppressed anger can be an underlying cause of anxiety or depression. In fact, when it’s not expressed appropriately, anger can affect our thinking and behaviour, negatively impact relationships, and can even lead to high blood pressure, skin disorders, and heart problems. The clear message is that anger needs to be expressed and not suppressed. The challenge, of course, is to do it in a healthy way. To determine whether your expression of anger is healthy, you need to ask yourself: Am I in control of my anger or is my anger in control of me? Am I at the whim of my every emotion and every circumstance? Is this about my ego or about a greater cause that will benefit others? When you’re not in control of your anger and when it is about your ego, on the extreme end, it shows up as: Bullying Abuse Intimidation Attacking Oppression Harassment Interestingly, not being in control of our anger, can also show up in passive ways. For example, when we don’t give ourselves permission to be angry, we stuff our anger and become emotionally dishonest or distant or apologetic. It can also show up in passive-aggressive ways in the form of trolling, blaming, cynicism, procrastination, resentment. The number one difference between healthy anger that you’re in control of and destructive, selfish anger that controls you is whether your motive is self-serving or for the benefit of someone else. Do You Have a Healthy Relationship with Anger? Leaders can relate to anger in 4 different ways:
  1. Deny – Passive leaders deny their anger. They are often blaming and apologetic and indirect in their communication.
  2. Limit – Passive-aggressive leaders limit their anger. They too are often indirect and subtle in their communication. They might be self-denying at first, but with a view to getting their own way later.
  3. Erupt – Aggressive leaders are inappropriately honest in their communication. They mostly direct their anger towards people in an eruption that results in stifling and controlling others. They typically insist on their rights above the rights of others.
  4. Channel – Assertive leaders channel their anger towards making circumstances or situations better for themselves and others. That means in the heat of the moment they take the time to pause and ask themselves, “what really matters here?” They are respectful of their own rights and the rights of others. They keep their ego in check. They do this by playing a different game and having big dreams for their people.
Assertive leaders get mad at injustice and inequity and they use their anger to do something about it. They get mad at poverty and they use their anger to create innovative products and solutions that create opportunities for people to engage in meaningful work Sadly, a lot of the world has lost the plot on anger. And a lot of what we’re taught, boys especially, is that anger is bad. Rubbish! A lack of anger makes us passive victims in life. Anger is a healthy part of life and a healthy part of leadership. Put simply, anger’s message is that something isn’t right here, boundaries have been crossed, and something needs to be done about it. The key is to know how to control it, channel it, and respond with purpose. And that means giving yourself permission to be angry, respecting your own rights, as well as the rights of others, and doing everything in your power to make circumstances or situations better. A Healthy Dose of Anger What are you mad at? What are you sick and tired of? What gets you insanely ticked off? Personally, I get mad at ego-centric leadership. I get absolutely angry at organisational structures and policies that get in the way of people being at their best. I’m sick and tired of toxic and non-inclusive cultures. That and my passion for leadership drive a lot of the work that I do. Bringing about positive change in our world, building healthy and vibrant organisations, establishing innovative and inclusive communities requires a good old-fashioned dose of anger because there are tons of difficult and persistent obstacles that won’t give up without a fight, so to speak. If you want to be an effective leader then it’s essential that you have a healthy relationship with anger. Remember “ARC” and you can’t really go wrong:
  1. Accept – Anger is normal and healthy, so accept it and give yourself permission to be angry. The best leaders have a healthy relationship with anger. They know that anger can be a form of fierce compassion – protecting what is good, protecting those they love, protecting their values.
  2. Respect – Anger is power. With great power comes great responsibility. To ensure that that power doesn’t destroy the good around you, respect yourself and others, and keep your ego in check.
  3. Channel – Channel your anger towards making circumstances or situations better. When channelled in this way, anger can be one of the most loving and powerful forces in the world.
So, I hope you’re angry. Our world needs it. Here’s to personal mastery, transformed lives, and a better world. #leadership #management #emotionalmastery

You Might Know Your IQ or EQ, but Do You Know Your RQ and How to Develop it? (By Elaine Rémy)

“When life squeezes you and the pressure is on, what you’re like on the inside will come out.” – Obi Abuchi Have you ever wondered why…when life squeezes some leaders it breaks them…and when it squeezes others…they bounce back and become even stronger? Well, it has very little to do with their IQ and everything to do with their RQ. And, by that, I mean their resilience. So, what is resilience and why is it more important than ever that today’s leaders ARE resilient? Well, resilience is the process of managing and adapting positively to significant sources of stress. It’s bouncing back from adversity and growing as a person, EVEN after difficult or traumatic experiences. It’s an essential skill to have today because it’s been scientifically proven that resilience…is the antidote…to stress. On statista.com, you can read about a survey carried out in the UK in 2020 regarding the most common type of stress experienced by Brits. It turns out that work stress is top of the list, with 79 percent of respondents saying they frequently feel this type of stress. Incidentally, 60 percent of respondents said they frequently feel monetary stress, and 48 percent experienced family stress. So, as you can see, stress is mainly work-related and it’s well-known that this is a global phenomenon. Like leadership, resilience is made up of many different aspects, many different elements and here, I’d like to introduce you to the Resilience Quotient Inventory or RQi, which is a comprehensive tool made up of 6 key elements (and 26 sub-elements):
  1. Purpose and Fulfilment
  2. Positive Mindset
  3. Supportive Relationships
  4. Managing Problems
  5. Managing Emotions
  6. Managing Physiology
One thing I must mention, is that the RQi is not like an IQ or a personality assessment such as the MBTI or DISC psychometrics. IQ and personality change very little from a certain age whereas the RQi measures beliefs, attitudes, behaviours AND environment, which, thankfully, are malleable and can change quite significantly over time. So, the RQi enables you to do three things: Firstly, it helps you to gain clarity on where your resilience muscles are the strongest…and where they could be strengthened. Secondly, thanks to the process, you’re able to receive invaluable feedback and guidance on your results.  And finally, the RQi allows you to make a step-by-step plan which acts as a roadmap to help you reach your resilience goals. So, what can YOU expect from this process? Well, here’s an extract of a testimonial from a business owner I worked with that will give you a little bit of an idea of how YOU can benefit from the process too.  She wrote:

I recently had a resilience assessment with Elaine, which I found to be very enlightening. The assessment gave me an invaluable opportunity to explore and recognise how I deal with and overcome stressful situations both within work and life. As well as offering me a very in-depth assessment of my own resilience and the tools I currently use to overcome stress, it also opened my eyes to ways I can deal with situations more effectively…having this insight will be extremely beneficial to my own learning and development.

Now, when I look back on my life and think about some of the really stressful situations that squeezed me – be that the chronic health condition I suffered from, starting and running businesses, financial difficulties and divorce, I can see that having many of those 26 sub-elements in place has helped me to build my resilience muscles and become not just a survivor but a thriver who is now in a position to support others, like yourself, on their journey of becoming a resilient leader. So, whether you’re an emerging or seasoned leader, a senior leader in an international organisation or a CEO of a company, the Resilience Quotient Inventory is for YOU.  Want to take this further? Get in touch and find out more about how the RQi can help you become a part of a growing movement of resilient leaders who are committed to improving organisations, transforming lives, and making our world a better place.

3 Books That Have Had A Big Influence On My Life

“Not All Readers Are Leaders, But All Leaders Are Readers” – Harry S. Truman

Before I let you in on the 3 books that have had a big influence on my life, I’d like to take you on a journey.

From a young age, I’ve always enjoyed reading and always felt at home standing up in front of large crowds of people. At age seven, I was chosen to be the narrator for our school nativity play. It was such a great honour and I couldn’t wait to do it, but I never got the opportunity. Why? Well, my whole family got whisked off to Nigeria, dashing the dream of my debut performance. I was in Nigeria for ten years and had many significant, character-shaping experiences before returning to the UK, but never got to narrate a play (maybe it’s not too late).

Anyway, although I missed out on narrating for the nativity play, I had many other opportunities to speak in front of people over the years. As for reading, I loved novels and adventure books. I loved the way books drew you into another world and captivated your attention and imagination. I loved the way they had (and have) the power to influence for good. The right words conveyed in a book or the right words spoken in person (or via video, podcast, etc) literally have the power to transform lives and nations. Just consider the famous speeches over the years, including the Martin Luther King Jr ‘I have a dream’ speech or Sir Winston Churchill’s wartime speeches. Or consider the TED talks that have been downloaded by millions of people across the globe.

Despite the fact that I now speak, write, and coach for a living, my original and early career aspirations didn’t have anything to do directly with speaking and writing. I wanted to become a doctor, mainly because I wanted to help people. I also dabbled with the idea of being an architect and then a businessman, but in my early years I always came back to the dream of being a doctor.

I soon found out that it was quite a prestigious career in the eyes of many, which was both a good and bad thing for me. Good – because it meant many approved of my career choice and aspirations; Bad – because I latched onto a vision that didn’t suit my innate skills, talents, and abilities.

To cut a long story short (Hey… where’s all the drama?), I didn’t get into medical school and so went on to study engineering with management at King’s College London. I did it because I could and not because I was excited about it. However, while studying I hit upon an exciting course—Organisational Behaviour—and, more importantly, an exciting theory – Fredrick Hertzberg’s Theory of Motivation.

In summary, he identified factors that caused people to feel highly satisfied in their work (and therefore highly motivated) and factors that caused them to be highly dissatisfied (and therefore highly demotivated). There were other elements of the course that got me excited about the field of motivational behaviour. I won’t go into it all now. Suffice to say, I got an ‘A’ in that course and, above all, found a spark. I still didn’t know what to make of it at the time, but that course left me with a fascination for how people are motivated and how to bring out the best in people so that they maximise their excitement, contribution, and joy in life.

After graduating, I was full of zeal and some knowledge, but very little experience and somewhat uncertain about my life’s direction despite this spark. After attending a number of graduate assessment days, I received two job offers and accepted one with a London-based engineering firm to join their graduate training scheme. It’ll come as no surprise that I quickly navigated my way out of engineering into business performance roles and then later on left the organisation and moved into consulting.

To backtrack a little, while working with the engineering firm, I mostly felt like a square peg in a round hole. Even with a good attitude, I still felt like a nice square peg with a good attitude (most of the time) in an uncomfortable round hole. I tried to shake it off, do my best, and accept my lot, but the internal restlessness just wouldn’t go away. I guess you could say I felt like I was born to be doing something else. In engineering terms, I didn’t think I was fulfilling my true design— the purpose for which I was created.

During my time with the engineering firm, I was fortunate to shadow the Managing Director of our sister company for a period of six months in a pioneer role. It opened my eyes to what it was like to operate at a senior level within a company, including the challenges of motivating and getting a large group of people to coordinate their efforts in an optimal way towards achieving the overall goals of the organisation. That’s ‘consultant speak’ for getting everyone to do what they need to do, at the right time, in the right way.

All of that brings me to the 3 books that have had a big influence on my life, especially when I was at a crossroads about my career in 2005.

The first one was the late Stephen Covey’s The 7 Habits of Highly Effective People (I’ve shared about this book many times before – I first read it at 18 when a mentor of mine gave it to me). In the book he talks about climbing the ladder of success, getting to the top, and finding that it’s leaning against the wrong wall. I didn’t want that to happen to me.

The second book was Good to Great by Jim Collins. This book contained empirical research and evidence of what enabled companies make the jump from being good to being GREAT (you’ll have to read the book to understand how he defined both terms). One of the seven research discoveries was that the great companies had found what Jim called their Hedgehog Concept. To summarise, their Hedgehog Concept was the integration of the answers to three key questions:

  1. What can you be the best in the world at?
  2. What drives your economic engine i.e. how can you most effectively generate sustained and robust cash flow and profitability?
  3. What are you deeply passionate about?

I applied the Hedgehog Concept on a personal level to consider my natural talents and abilities, what value I could bring to the marketplace in exchange for money, and what I was most passionate about. The answers were… (Wait. I’ll come back to that.)

The third book was Wild at Heart by John Eldredge. I’ve got to say, this was the clincher. There was a particular quote in the book that made me realise I needed to stop the ship and change course. It was a quote by the philosopher and theologian Howard Thurman that goes like this:

“Don’t ask yourself what the world needs. Ask yourself what makes you come alive and then go do that. Because what the world needs is people who have come alive.”

When you’ve seen the light, so to speak, it’s hard to accept anything else. I wanted to come alive and finally had a good idea of what that looked like. So, as you can imagine, it was smooth sailing from then on. Oh, I wish! I remember chatting to a friend around about that time and telling this friend that I wanted to become a motivational speaker who inspired people to be the best they could be. The response I got was that I needed to have something robust to speak about and more experience. That was a bit of a downer, but also true in some ways. The journey began all the same as I moved into consulting and focused on working with businesses to improve their business processes and increase their capability to manage change. At least I was able to do more presenting and training as a consultant. I was getting closer to my dream and passion, but I still knew I wasn’t quite there yet.

My 2005 answers to the Hedgehog Concept questions will explain why. They were:

What I am deeply passionate about:

  • Bringing out the best in people
  • Bringing out the best in organisations
  • Leadership development
  • Investing and developing my own talents and maximising my potential

What I can be the best in the world at (my natural talents):

  • Speaking
  • Writing
  • Organising

What I want to (and can) get paid for:

  • Equipping, training, empowering, and motivating people to maximise their full potential and utilise their greatest strengths at work and in life

After two years of business change consulting, I eventually decided enough is enough. I took the plunge and set up my own company, Motivatem, with a vision to equip, train, empower, and motivate leaders to… (you know the rest). Again, that was on the back of tons of zeal and only some knowledge about how to build and grow a business.

I’ve learnt lots of things the hard way and the road has been rough, but I’m glad I took the plunge when I did. I don’t think I would have written my first book, The Magic of Monday (published October 2012), or have developed the inner strength to focus on the vision I’ve got for my business over the years ahead. I’ve had some very exciting and rewarding successes as a consultant, and some very deep lows too, including under the Motivatem banner and while working for a fantastic award-winning employee engagement agency, and all of that set the stage in 2019 to relaunch Motivatem as CORE Leaders International and focus more exclusively on my updated Hedgehog Concept and do what I love best – equipping leaders to lead more purposefully, more authentically, more courageously, and more effectively than they ever thought possible.

And so we come to the present day. In all of my job roles and consulting roles over the years, I’ve been known and commended most for my speaking and writing ability, confidence, drive, and passion. I don’t say that to impress anyone. After all, they are simply innate talents I’ve received as gifts.

Ultimately, I love speaking, not because I love the sound of my own voice or because I’m the life and soul of the party. Ask my wife; at parties, I prefer to hover around the food table, not that it shows mind you. (Okay, okay. That’s not completely true about preferring to hover around the food. I’m just trying to say I don’t go into a room and feel I absolutely must be the star of the show.)

However, I absolutely do love speaking, writing, and coaching. And there’s a reason why I’m committed to working at these skills every single day. It’s because I get one of the best jobs in the world – reminding leaders of who they really are and reminding leaders that they are able to grow and achieve far more than they currently imagine possible. In reminding leaders of these things I hope to transform lives, organisations, and, who knows, maybe even communities and countries.

Why do I use the word remind? Because when we were young we didn’t place the same limitations on ourselves as we do today. We imagined great possibilities for ourselves. Almost anything was possible. Then we grew up and far too many of us lost our dreams and zest for life in the process.

Buckminster Fuller put it this way:

“Everybody is born a genius. Society de-geniuses them.”

We all have unique talents, abilities, passions, and strengths. I simply love to remind leaders of that and the amazing possibilities that lie within them.

As Dr Seuss said,

“Today you are You, that is truer than true. There is no one alive who is Youer than You.”

If you put a gun to my head and said you’d kill me unless I said I didn’t believe that we’re all uniquely gifted with talents and abilities, I would have to ask you to give me one last phone call to tell my wife and kids how much I love them. I believe it that much. [By the way, there’s no need to put that to the test. I love my family!]

So there you have it. 3 book that have had a big influence on my life.

What about you?

(Feel free to leave a comment or send other inspiring book recommendations to me. I’d love to have them.)