When a leader fails to see the individual superpower of their team members, they resort to creating a culture of superficial compliance, where nobody shines and everyone only finishes their tasks for the sake of accomplishing them. For an organization to be able to offer a truly fulfilling experience, leaders must dedicate themselves to building a culture of brilliance. Global keynote speaker and leadership scholar Dr. Loubna Noureddin is on a mission to help senior leaders design such a culture, where everyone has a chance to prove their worth and showcase their strengths. Joining Alicia Couri, she explains how she gives valuable advice to those at the top of the team, helping them appreciate the individual strengths of their members, transform their self-image, and create a healthier workplace culture. Dr. Loubna also shares leadership strategies for increasing team productivity and bringing humanity to every level of an organization.
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Create A Culture Of Brilliance Over Superficial Compliance With Dr. Loubna Noureddin
I always say I’m excited about my guests, but this woman is a powerhouse. You have to stay for the whole thing and read this blog because after I read her bio, you are going to understand why. Dr. Loubna is our guest. She is a global keynote speaker, leadership scholar, and master-certified coach. Her passion for leadership has positioned her training programs on the Top 10 Global List by Training Magazine.
As a Civil War survivor, Loubna believes that magic happens when hope and humanity stand in the face of adversity. That gives me chills. Prior to her several years of sleepless nights doing research on change and leadership while binging on Cuban and Turkish coffee, she led the learning and development function for many years. She has interviewed hundreds of leaders about their relationship with change. She knows, without a doubt, that we are more than our survival skills, and she is on a mission to prove it.
Dr. Loubna is the Cofounder and CEO of Mind Market, a resource and coaching center for organizations prioritizing cultures of brilliance over systems of unnecessary change and chaos. Her dream is to support 100 orphans from West Africa through college and career transitions. Welcome to the show.
I appreciate it. Thank you for the intro. I feel privileged and honored to be here.
We know each other through a coaching program. We both have the same business coach. That is how we met. I interviewed her on the first season of this show. If you want to go back and look at Angelique Rewers talking about corporate consulting, you can go back to that in the first season. It was episode three in the first season. You can check that out. Dr. Loubna’s work is revolutionizing business, industry, and cultures. I want to go back first because, in your bio, I saw something there about the civil war. Share with us a little bit about where you came from and how that shaped the woman you are now.
Alicia, I woke up to the hot end of a metal pressed into my forehead. I was ten years old. Sierra Leone in West Africa was on the verge of a vicious civil war. When you have conflict, unwelcome visitors usually step at your door place. On that day, we lost our home, my childhood memories, and my special teddy bear. I saw a teddy bear being suffocated in the hands of this young Army man whose rifle was bigger than his body. I fought for that teddy bear, but I couldn’t get it. Change can happen suddenly. Other people’s agenda has no regard for what you hold dear.
On that night in December, we had to walk into the jungle. We were found by a tribe. The smell of barbecue was mesmerizing, Alicia. We were hungry, tired, and exhausted. I don’t know how we made it that long. They were excited to see us still because we come to find out their cannibals. I’m not kidding, Alicia. We were screaming for food, and they were probably also celebrating us with drums and welcoming us for food.
A young tribesman took it upon himself to say this. He walked us through a wilderness that we, modern people, could not survive. He would use hand gestures. We call it magic and would blow dust to freeze horrific animals in the forest. We made it to Freetown, where we were able to completely leave Sierra Leone. I never saw Sierra Leone again since that day. I believe in magic. Magic is the phenomenon of hope and humanity coming together in the face of adversity. That was my first civil war.
It wasn’t even the only civil war that you lived through.
My parents moved to Nigeria, but I got so sick from malaria. They had to send me to my grandma in Lebanon, and the war happened in Lebanon. What is different about the war in Lebanon is we went to school while bombs designated other streets and other neighborhoods. War became part of our day-to-day survival.
Would you say what is happening in Ukraine now is that life goes on while bombs are all around you, and it becomes a part of your life?
It becomes part of your life you realize that you only have now. I survived. Something happens when you recognize that other people are dying and you are not. You build so much resistance, resilience, and less fear of death than we believe to be.
You survive for a purpose. Do you believe that you are here for a purpose?
I certainly hope so. I bring it with me to every conversation and meeting because, Alicia, humans are adaptable, which is a great thing, but sometimes we need to be aware of what we are adapting to.
I want to bring this to the leadership work you are doing. How did you bridge that gap from childhood and be in these situations where you have no leadership and control over what is happening? You are watching world leaders or leaders of tribes devastate other people’s lives. I’m trying to imagine what was that thought process. Even if it was, that says, “I need to help people in leadership.” I don’t even know if that was a conscious thought or if it was because of the way you grew up. This is now where you hung your hat on. What was your experience there?
It took me a while to figure out why I was passionate about leadership and why I wanted to make a change. It took me a while to understand what Loubna wanted. It came to me a couple of years ago when I realized, “How can I help leaders choose peace over war?” We are very passionate, and we have these strong debates about our politics and office politics and the war in Ukraine. We have so much passion for it, but we don’t choose peace in our own lives.
How can we start to choose peace over war in our everyday relationships with others? I started by strongly working with leaders at the middle management and frontline managers. I realized that it is like having a fish in a dirty pond. You take the fish out, clean her out, and make her look all clean in the beautiful water, but the fish goes back to that dirty pond. I realized, “Yes, I can do the work, and it is temporary. How can I be more effective and stronger in my voice?”
It starts at the top. This culture is created by top leadership. Sometimes some of the top leaders themselves will tell me not. They do negate that they create the culture. We create the culture of the organization. I started becoming more passionate about working with that group of people and helping them lead through dignity in the workplace. Choose peace, not war.
There are a lot of turf wars and challenges because of our different styles. People have different styles. We have a different map of the world. We see the world differently. Our language is different, and there is a lot of turf. Passionate people see things story differently from others. Instead of falling into that rabbit hole, how can we find superpowers in our differences? How can we make those differences become what makes us better in our survival skills?
Before we move completely into the work you do with leaders, I want to ask one more question about your childhood and how you were able to find the confidence within yourself to work with senior leaders.
Once you went through war and adversity, you had to leave all this and come as a refugee to Canada. As a refugee, knowing no one was vulnerable. I started to pick up the pieces slowly and get in touch with who I was. It took me a while. From Montreal, I moved to the US. I realized that no matter what adversities stand in our phase, our mindset is how much we believe in ourselves and how much confidence we have in ourselves and those around us. It does become our greatest source of resilience. That in itself became my trigger to work with leaders. It starts with one step at a time. When I tell clients, “It is one step at a time,” they get very eager to learn more.
We are impatient people. We want you to give us the pill and change our lives in an instant. Nobody wants one step at a time anymore. You were telling me a real incident about two of your clients in the same organization with this at the same level and how the differences between male and female as you are coaching them, how that mindset, as you talked about it, shows up differently. Because you have such a long career working with people, I’m sure you have seen these trends over and over again.
Share how that difference shows up and all the research, as you talked about, hundreds of clients that you have talked to senior leaders. I’m going to keep it at that question because I tend to ask stacked questions. I’m leaving it at that question. Tell us about those two situations, and I will ask a further question.
Stories that stick with us, Alicia, happened because we see it again. They become more confined and clear. One of the stories that I mentioned to you is I worked in the same area and function with two different senior VPs. One is the male. Our conversations were about how I manage my team. How do I create this $1 million project that I want to work on for me and my team? I want this beautiful conference room that is going to cost millions of dollars, but it is worth it for this, that, and all the reasons. This was the level of conversation I was having with him because he is living in the role of senior VP.
With another female, I’m not saying this is every female, but when confidence is not where it should be, where your mindset is, “I’m a fraud type of person. This is not for me. I don’t deserve this. I’m here by coincidence, by luck.” That happens to bow the conversation by luck. The conversation with her on our first coaching meeting was about, “Can you help me ask for a better chair for $1,500? Can you help me have a conversation with the same boss about me needing a chair?” That was such a confining moment for me to think not only does the mindset limit our progress in terms of day-to-day, it also limits how we show up to the people considering you for the next level.
I was about to ask that because if I’m considering the two of them for the next level of promotion, and one is coming to me with all these big ideas about where they are headed and where the team is headed. They are looking at launching this multimillion-dollar project to do XYZ for the company, and I have another leader over here afraid to ask for a $1,000 chair because they don’t think they are worth a $1,500 chair. That is a huge difference. Kudos to the leader that brought you in because they want them to uplevel both of them. They have a desire to see them succeed. It is the work of recalibrating that mindset. You have said you have seen this time and again with female leaders. What do you think is the foundation of something like that?
What is important for the readers to know about this story is that their manager knows how bright this woman is, how analytical and intense she can be, and knows that what is standing before her at the next level is her executive presence. They define it into executive presence. Recognizing that she is seen as very talented.
To get where she is, she has to be.
For her not to be able to see herself in any way or fashion, she’s still a frontline manager in her mind. As a frontline manager, she was very effective.
That self-image is huge. Getting someone to shift their self-image is big. I’m constantly shifting my self-image. It is not a one-and-done situation. It is a constant evolution of your self-image. I believe it was Bob Proctor that talked about self-image and how in order to get to the next level, we have to see ourselves at the next level. We have to develop that self-image to get there. They call it executive presence, but there is much more involved. It is a big part of building up confidence and the way you see yourself.
We were trying to tell ourselves that we don’t believe it. In this case, when you are trying to build yourself and when you say, “The advice is to imagine where you want to be and start saying you want to be there.” It is hard to do that. It is hard to visualize that.
That is why you need a coach. You need someone outside of you to shift the voices on the inside. Sometimes we could do it, but as Angelique always says, “The sharpest knife can’t carve its own handle.” You could do that for yourself to a point because the only voice you are hearing is your own. If you are wrong, you are going to be wrong. You need that outside person to help you shift those things that you can’t shift on your own.
I have a great story for you, Alicia. They shared my war story, and with war came some packages. When I first came to Miami, it took me back to Sierra Leone, West Africa, because of the houses, the grass, the palm trees, and most importantly doors on the front level. I had forgotten that. In buildings, I didn’t have any phobia. I realized I had a phobia of darkness when I came to Miami.
In the evening, as the sun set, my anxiety went up. The more it sets, the more the anxiety. I would call a friend in New York and ask her to be with me on the phone. Every single night, I would go to every room, open every closet, and check out under every bed to make sure there was nobody in the house that would surprise me. I did that every day for a few years.
I stepped into coaching, went to this course in coaching, and realized, “I could do this. I needed to change my self-talk.” I contacted this coach who was a wonderful human being, Dr. Reynolds, and I asked for help. I went to his office and asked for help with my phobia. The check that I paid for that hour was as big as my check for the whole week’s pay. I went to see him because I realized he had the talent and the knowledge to help me shift myself.
When I went to him, he simply asked me what happened. I shared what I shared with you. He asked me, “What do you tell yourself?” I said, “I’m not safe. I do not feel safe. I feel someone is in the house. It is consistent and torture for me. I would feel safer being outside on the street than being in the house.” It was all self. He told me, “You are going to go home, Loubna. For three weeks, you are going to say, ‘I’m safe.” I remember looking at him. I will not forget the moment he said, “Yes, you are going home.” I was like, “What are you talking about? Every cell of my body said not.” He said, “We are not talking to your conscious mind. We are talking to your unconscious mind. I need you to go home and say, ‘I am safe,’ 100 times every single day, and let’s meet in three weeks.”
I believed in coaching. I believed in the talent of this guy. I went home and did what he told me. I would say, “I am safe.” My head would say, “No, you are not.” I repeated it 100 times a day. Three weeks later, I went back. It was gone.” I didn’t realize it was gone until he asked me, “Tell me, when was the last time you were scared at night?” It had gone. I did not even remember when it was gone.” Self-talk is a simple coaching tool that we use that is powerful.
It reprograms those unconscious beliefs. You have to reprogram those things.
You have this white paper full of words of beliefs we have fed type into it. We need brand new paper, blank slates, and start to type the message you want. It does take time and a true belief that it works. People say, “Yes, it is a joke.” It is not a joke. I have experienced it myself. Yeah. I had a phobia of darkness. It was gone in three weeks.
I want to bring this into the workplace because people bring their traumas and whole selves into an office environment and work environment. You had that phobia of darkness. It could be something else or anything else they are bringing into the work environment with them. They are triggered by something, and the boss doesn’t know how to handle that.
What ends up happening is they are labeled as something else or unproductive. Even the supervisor or the boss starts thinking that something is wrong with them because this person keeps acting up. It becomes a cycle of nobody understanding what is going on. That is why you need an outside consultant.
That is why it is important to have a coach or a consultant that is not in the business with you to see things that are happening that you do not see because we all have our own filters and beliefs, like the writing on that paper, of how things and life should be, of how people should operate. When someone does not operate that way, we don’t know how to handle that. That is why an outside coach with the tools, tips, training, and understanding of what is happening is vital for organizations to have. Coaching is essential to the success of a business.
Forty percent of managers report wasting their time on unproductive conflict. Forty percent of your time as a manager is spent managing unproductive conflict because productive conflict is great. Being unproductive is a waste of money. Think about the manager’s salary and think about how many managers you have in an organization. That is the amount of waste you have when we do not address unproductive conflicts. We come with our stories. When we don’t have enough information, Alicia, which is another big gap, our brain tends to fill the gaps.
What happens is, in general, we are not spending enough time sharing the full story. We get stories half done, and we drop them to the next level. They become even less than half done. We create stories that are easy for our brains to manage, “They don’t care about me. They are playing me. I don’t trust them. They don’t tell me the truth. They are all over the place.”
When you feel overwhelmed, your people feel overwhelmed. When it comes to change, 50% to 70% of change initiatives fail. They fail during launch, like a plane. Most plane crashes happen during lunch. It is the same thing with change. The reason for that is it is not that managers don’t want change. It is not that our people do not want change. People do not resist change.
On the contrary, they anticipate it. They know it is coming. What they resist is the lack of regard for their own personal experiences with change. The more we can focus on the human of your team, the more you can focus on the human side of the team. The better is the process side. We are heavy into the process and organizations. We forget the dynamics you mentioned. We have our own baggage. Every one of us has a different reaction to change.
It’s not that managers don’t want change. What they resist is the lack of regard for their personal experiences with change. The more they focus on the human side of their team, the better processes they will have. Click To Tweet
When there is a change without context, and you are asking people or telling people to do something, their brains will fill in the gap. The gap is usually something negative towards me.
The phenomenon I see, and I used in my course at their university, is superficial compliance. I see a lot of superficial compliance at work. When you start to see change coming down with no regard to what I know, what my experience is, and no regard to my expertise, we pay thousands of dollars more to get the performer in the organization, but yet we don’t ask them for advice or voice when it comes to change. We build superficial compliance.
Superficial compliance means, in simple terms, I’m going to pretend I’m okay. I’m going to pretend and go with the flow. When superficial compliance happens, we see three results. I see that consistently in organizations. One is we fight. You see a lot of silos. People are hoarding information, not sharing. People are competing with each other. We compete in the same organization. What a big unproductive conflict that is.
The second one is we pretend to be okay when we’re not. The term quiet quitting came up some time ago. We pretend we mask ourselves with this frozen look of, “Yes, I’m okay here, but I stop giving you. I’m not going to give you my best anymore because you don’t care about me.” The third one is they quit. When we hear people say, “She is quitting. She was good and happy. What happened?” That is what happened. They freeze, quietly start looking for jobs, and leave. They have options. When they come to you, they would say something like, “My husband is moving out of town.”
They will give you a completely different excuse than what is happening.
If we don’t like conflict, we don’t like conflict. I’m not going to upset my boss. I love my boss. I’m leaving. I’m done.
I quiet quit years ago. My first job was flight attendant. I was only going to do it temporarily to save money to go to college. I was already only temporarily going to be there. I left sooner than I was planning to leave. They don’t care about me. Our managers didn’t care. We would ask for a simple thing like I wanted to go vote.
It was the first time I would have gotten to vote in my life. I was eighteen years old. It was election time. My manager said no. She was not going to give me time to vote. The captain of the flight I had to do said, “I wish I had known that.” He held up the whole flight to let all the pilots vote. He said, “No, that is your constitutional right. You could vote.” She told me no, I had to be there.
We sat there and waited an hour for the pilots to show up because their union stood up for them. I felt like they don’t care about us. I left before it was time. I started working even though I loved doing what I did. There was this voice behind that kept saying, “What are they going to me? Fire. I already quit. I’m already out of here.”
Our brains tend to fill the gap. When we have an untold story, we start to add the story to it. That is how our brain works. We do not like incomplete stories. This is why Netflix is good at this. They do it for that purpose. Our brain does not like it. Our brain keeps continuing to think about it. Going back to organizations. We can spend more time understanding differences and the unique superpower that each of us has because that person that is a trigger to you might be your best compliment when it comes to work. Their preferences might be different from yours. That is what compliments. It is your motivators and stressors. Understanding that and truly captivating yourself and focusing, honing in on your strength versus ignoring the other person’s strength.
That is why I love Colby. I love doing that work within organizations to help them identify their strengths and see where the potential for conflict already exists. How can we move past that to working together because you do need each other? We need a diversity of strengths in an organization to work.
That takes trust and dialogue. I spoke to a leader, and his biggest fear was the conversation becoming messy. That is the mindset I have. I believe that when it gets messy, I’m torturing people. Realize that we move beyond the messy. It becomes messy. What happens? What if it is for the best of the team for it to be a little bit messy for a while? Sometimes it is sad because when we start, it can be messy.
You have to walk through the camp with the cannibal.
I survived it, and understanding chaos is part of the process. As an outside person, I don’t have the day-to-day mace or spear. I’m not emotionally attached. I can see through that and help them walk the pathways to better relationships and magnify those relationships. They become pro-productive to the organization. Pro work, not against work, because we see competition. People are competing against each other. I’m like, “You are paid by the same organization.”
What do they say, “Drinking poison and hoping somebody else dies?” You are poisoning the organization from growing when you do things like that. You are not seeing it because you are in your own bubble of trying to protect yourself and trying to be right, like, “This is mine.” You are fear taking over.
I could talk to you for hours, but I know you had a list of questions here that I didn’t even look at. This is the last question I’m going to ask you, and I want to do our rapid-fire questions. How can leaders understand they are having a situation with another leader and they need to bring someone like you in to help? What are some of those times they should call on you or see what is going on? How could they recognize that?
The number one thing they see is their team not getting results. You have a group of brilliant people in the room, and yet, they are not getting results. You know that you are not happy with what is coming out for you on a quarterly or monthly basis. The results are not there. The second one is when you see too much silence on their own. Silence is a dangerous path. When everyone is quiet in the room, leaders must question what is going on. It is not that everybody with you is happy and excited about you. There is something going on when we don’t have some back-and-forth questioning your decisions, asking questions, and coming to an in-depth agreement together.
That is an elephant nobody is addressing.
There is superficial compliance happening that may lead to people fighting, resisting, or quitting. The third one is when you have lost a few good team members from a certain department or area, and you know these are a regrettable loss for you. It is important to come back and create a storyboard to see what is going on.
When I come in, the first thing I do is a cultural assessment of that team or whatever group you decide. I’m doing interviews and understanding what is going on behind the scenes. What are the few turf issues that are causing this superficial compliance? From there, create a dialogue with the leader to say, “This is what is happening. Let’s share what’s going on with everyone openly. Let’s have our own team retreat to go back and create a new agreement for how to be a high-potential team.”
That is powerful because, a lot of times, we are filling in stories. We are not even being observant to see that when you have a team meeting, nobody is talking, and it is silence. You are like, “Let’s go ahead. Let’s move on.” I was like, “No, this is happening here because nobody is pushing back. There is no discussion.” It is about stopping and evaluating the situation.
We are busy. When we look forward, it is hard to see the cracks on the floor. Stopping sometimes and observing what is going on. I’m working with the CEO, who, for months, has been telling the team what to do because he sees the team as not capable of thinking of organizing and planning. He is giving them all the best ideas and moving forward.
There is a move forward and a rift. He is frustrated. He wants to get rid of everyone. I’m like, “Let’s find out what is going on. There is a human. The lack of regard for the human side of change is the biggest resistance to change. Let’s understand what is going on.” Human beings are adaptable, which is a useful quality. Sometimes we need to stop and question what we are adapting to. Teams can be silent for a long time.
On that note, we are going to jump into our rapid fire.
I didn’t even know what that was but go ahead.
I’m going to ask you these questions, and you answer whatever comes to your mind first.
Is it one word or one sentence? Are there any rules?
You can explain if you like, but not a ten-minute explanation. First of all, what is the biggest leadership mistake you ever made yourself or were a victim of?
Making assumptions. It is a huge, huge one. Telling the story that we think is the right one instead of asking.
The confused mind does nothing. If we assume, going off of that assumption, we could be heading into a world of problems. What is the best leadership advice you have received you still implement?
Stay quiet. Giving them the respect of space. I say the grace of space. It was an amazing CEO that is no longer with us. His advice was, “Be quiet.”
It is different than the quiet that is in the room.
Allow them to speak in the room. He chose me to become the Senior Leader of the Learning and Development team. I said, “What’s one advice you would give me based on your many years of leading?” He said, “As the leader, stay quiet so your team can speak and feel heard.”
It is important to feel you are seen, heard, and valued. It’s so important. What’s the most Jedi audacious leadership move you ever made that was out of the box but worked?
This is going to be funny, but it is a true story. I went to childcare once and asked the kids what to do about a problem. They gave me the best idea in the world. We did it, and it worked. I brought toys with me to the conference room. It was a problem we had for a while. I put the toys that the kids told me to do and had them play Play-Doh to come up with a solution, and we did.
I use children’s puzzles.
It takes you out of your title and job. I sat on the floor with these kids.
Helping them remind themselves they are innovative and creative and bringing play into training, people might look down and say, “That is childish and ridiculous.” It brings back that sense of wonder, joy, having fun, and competing on a different level because you are not competing like, “I’m holding back.” You are having fun competing again.
Letting go and having the intelligence in the room is in the room. It is not in me. There is so much intelligence in the room. Allow it to happen. The funny part about that was there was one girl. She was hilarious. She was sitting in that room and said, “Eat marshmallows.” I looked at her and said, “What do you mean?” She said, “When I’m stressed, I share with a friend of marshmallow, and we both eat.” I’m like, “I’m going to bring each one of them a marshmallow.”
If you were a castaway on a deserted island and you could only have three things washed up on shore or airdrop from a plane, what three things would you want to be washed up? One cannot be a phone.
I like them to bring me a match, a mirror, and maybe a loud magnifying voice so I can ask for help somewhere. How about you, Alicia?
I don’t know if we have time for this. I used to have an answer if anybody ever asked me. I forgot what my answer was. It is a flint or something to create fire with. It is something sharp enough that it can cut, and my bible because it gives me hope. It is something to keep me surviving while I’m there and my bible to keep me encouraged. Duct tape is another great thing to have because you can use duct tape everywhere to build a raft. There are many things that we could bring. I should say you have a list of ten things, but you have three. Who is someone that inspires you every day?
It is my Dad. He passed away, but he is a daily inspiration. This guy could make fun of any adversity. Nothing bad comes his way that he doesn’t make fun of. He is my inspiration.
He took you through civil war, jungles, and all kinds of adversity. I’m sure that sense of humor was something that helped keep you guys safe.
Nothing could stop him from laughing and making jokes and pranks. He loved pranks.
That is why you have light inside of you too.
He reminds me, “Don’t let the child in there. Don’t get lost. Keep the inner child. Stay connected.”
I got two more. One is if you could choose one person, real fictional, dead or alive, past or present, that you can sit and break bread with, who would that be?
It would be a historical Middle Eastern figure called Imam Ali. He is such a philosopher, way ahead of his time. That was at a time when ignorance was overwhelming in Asia. I would love to have a conversation with him. Bring him back.
Finally, what book are you reading now, or can you give me your top three favorite titles?
The book I’m reading now, and I’m reading it for the tenth time, is The Four Agreements. It is one of my favorite books. I’m forcing my two girls to read it and not take things personally or be impeccable with your word. I use it in my emerging leader program. I facilitate the program for several months in different organizations. It is part of the books I share. Every time I give it to them to read, I read it again. Every time, there is a story. There is something that sparks my interest and creates such a beautiful pathway for me. I love that book.
Thank you so much. How can people reach you, Loubna?
Thank you, Dr. Loubna. We need to have lunch together sometimes since we are in the same city.
Yes, we must.
We need to sit down and break bread together.
I would love that. Thank you for a lovely time.
You’re welcome. Did I not tell you that this was going to be powerful? I hope you took notes. I hope you reach out to Dr. Loubna. If you are a leader in an organization and you are reading this, please reach out to her. She is magnificent and does help your organization work through change. I want to encourage you to lead yourself, your teams, and your organization with audacious confidence. Until next time, everybody.
- Mind Market
- Angelique Rewers – Past Episode
- The Four Agreements
About Dr. Loubna Noureddin
Dr. Loubna is a global keynote speaker, leadership scholar and Master Certified Coach. Her passion for leadership has positioned her training programs at the Top Ten global list by Training Magazine.
As a civil war survivor, Loubna believes that magic happens when hope and humanity stand in the face of adversity.
Prior to her seven years of sleepless nights, doing research on change and leadership, while binging on Cuban and Turkish coffee, Loubna led the learning and development function for over 20 years.
She has interviewed hundreds of leaders about their relationship with change. She knows without a doubt that we are so much more than our survival skills and she is on a mission to prove it.
Loubna is the co-founder and CEO of Mind Market, a resource and coaching centre for organizations prioritizing cultures of brilliance over systems of unnecessary change and chaos.
Loubna’s dream is to support 100 orphans from West Africa through college and career transitions.
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