What Happens When Leaders Pause? Mindfulness as a Leadership Tool, with Rebecca Wilson
In this episode of the Spirituality in Leadership podcast, host Andrew Cohn sits down with Rebecca Wilson, executive coach, mindfulness teacher, and founder of Arborvida, an organization dedicated to helping leaders cultivate self-awareness, purpose, and conscious leadership from the inside out.
Together, they explore what happens when leaders slow down, cut through the noise, and reconnect with their deeper sense of meaning. Andrew and Rebecca dive into why leadership is ultimately an inner journey and how greater self-awareness, intention, and presence can transform the way we lead, make decisions, and show up for others.
They also unpack real challenges leaders face, like burnout, overwhelm, and the constant pressure to “do more,” while offering practical tools to lead with clarity, impact, and fulfillment, whether it’s honoring silence in meetings, setting clear intentions, or creating space for reflection.
Rebecca also shares details about her latest initiative, The Conscious Leaders Collective – a peer-driven community supporting mindful, purpose-driven leaders navigating today’s fast-paced, high-pressure environments.
If you’re a leader looking to expand your impact, avoid burnout, and lead with more presence, this episode offers valuable insights and inspiration for the journey.
Key Takeaways
Leadership is an inside job. True leadership starts with self-awareness, reflection, and intentional action.
Quiet the noise to hear your inner compass. Slowing down reveals the subtle insights that guide purpose-driven leadership.
Small practices create big shifts. Moments of silence, pausing to set intentions, and simple reflective questions help leaders reconnect with what matters.
Leaders shape culture through energy, not just words. How you show up impacts your team as much as what you say or do.
Spirituality in leadership is human, not hierarchical. It’s about connection, fulfillment, and meaning, not religion or exclusion.
Community matters. Peer-to-peer spaces for reflection help leaders stay anchored in their values and purpose.
In This Episode:
[00:00] Introduction to the invitational approach
[00:39] Value of language in spiritual development
[01:19] Podcast introduction and guest background
[03:00] Rebecca’s journey into spirituality and leadership
[03:42] Challenges of spiritual language in the workplace
[06:05] Rebecca’s coaching approach and client resonance
[08:14] Practicality and inclusivity in coaching
[09:27] Examples of coaching work and client challenges
[12:34] Case study: burnout and reconnection
[17:40] Depth and root causes in coaching
[18:13] Encouraging leaders to foster deeper conversations
[19:14] Embodiment and leading by example
[20:37] Simple practices for leaders: silence and questions
[23:30] Intention setting in leadership
[27:12] Self-awareness and flexibility in leadership
[30:12] Rebecca’s coaching model and peer groups
[33:18] Sustaining growth through community
[35:00] Finding Rebecca and final reflections
[36:40] Closing remarks and podcast outro
Resources and Links
Spirituality in Leadership Podcast
Rebecca Wilson
Arborvida : https://www.arborvida.com/
The Conscious Leaders Collective: https://www.arborvida.com/the-collective
Andrew Cohn
Music:
Watch our Podcast episode
Transcript
Rebecca Wilson: I like to view my approach to work as being like, here I am. Here's what I do, and very invitational in that it is exclusive to no one connection and meaning and fulfillment and searching for a purpose like that really resonates with something within me that I'm feeling right now. And irrelevant of, you know, the different belief systems that might be in place or that the person might hold. There's something like human to human that they connect with in that. So that's how I approach it.
Andrew Cohn: Whatever language is being used in your experience, it's got value in the spiritual development or personal development conversation, right.
Rebecca Wilson: Right, exactly. Very well put.
Intro: Welcome to the Spirituality in Leadership podcast, hosted by Andrew Cohn. Andrew is a trusted counselor, coach, and consultant who works with leaders and teams to increase productivity and fulfillment in the workplace. If you'd like to connect with Andrew about individual or team coaching, leadership workshops, or team alignment, please go to www.lighthouseteams.com. Enjoy the podcast.
Andrew Cohn: In this episode of the podcast, I speak with Rebecca Wilson. She is a mindfulness teacher and coach based in Ottawa, Canada. She talks about her personal story, what drove her into the space of learning and growth, particularly with the parenting dimension of her identity. She's obviously a strong believer in what she does with respect to meditation, but really connects it to leadership in very practical ways–talking about how meditation offers a pathway to greater clarity, personal leadership, and, and some very practical skills related to leadership that she teaches and models. And it's a really practical, simple, lovely conversation. I hope you enjoy it.
Welcome back to the Spirituality and Leadership podcast. I'm Andrew Cohn, and with me today is Rebecca Wilson, checking in from across the border in Ottawa, Canada. Rebecca is an executive coach, mindfulness teacher. She's the founder of ArborVida Conscious Leadership, which I'd love for you to talk about. And her work is coaching, consulting, teaching. I will let you describe it. And its connection to spirituality in leadership as you see it. But first, Rebecca, welcome to the podcast.
Rebecca Wilson: Thank you, Andrew. It's so nice to be with you today. I'm so excited for this chat.
Andrew Cohn: Absolutely. You know, we haven't known each other too long, but I remember when we connected a few months ago, and you talked about your interest in this topic and you had seen the podcast, so perhaps that's a good place for us to start is, What brings you to this topic? What triggers your interest in this conversation? And then of course, I have a bunch of questions to ask you, but what brought you here?
Rebecca Wilson: So when I first saw information about your podcast, I came across it on LinkedIn. I just saw the word spirituality in leadership and my first thought was like, oh, I'm so glad someone is just out loud saying spirituality in leadership.
Rebecca Wilson: Because since I started doing this work with leaders, I've always believed that the work that I'm doing is really spiritual development work. Hmm. But never so much outwardly discussed in that way because of all the associations that people have with the language of spirituality, right? The religious affiliations, the dogmatic associations, and I think because of that, we leave spirituality out of the conversation often, and yet it's so fundamental to our experience of work and to what it is to lead effectively. Right. So yeah, from my perspective, you know, spirituality and leadership is all about fulfillment and how we make meaning of our experience and our sense of connection to ourselves, to life in general. And that's really where I come from when it comes to leadership development work — starting there in that place of fulfillment, meaning, connection — that inside out approach to leadership development. So yeah, when I found out you were having conversations on this topic, I was really inspired by it and wanted to connect and just learn more about what you were up to and enjoyed listening to episodes of the podcast and was so honored to be invited to participate in it.
Andrew Cohn: Well, of course. And I would love to hear your take on this. I mean, I appreciate, so if what I'm hearing is that for you, it's really fundamental to talk about issues of meaning and fulfillment, you know, when you're talking about leadership and professional development, personal development, spiritual development. To the extent that those are overlapping, which in my belief they absolutely are. And I hear the concern. Concern is my word, but I think it's an accurate word. The concern that we have about talking about things spiritual and the dogma, or potentially excluding language that can come from that. Insider, outsider. Oh my church, not your church. All of that baggage. And that's been a theme, a regular theme on some of these podcast conversations is how do we bring the value of this topic without bringing the baggage of this topic? And I'd love to hear — maybe that would be a place to open up — like how do you introduce this in your work? And of course this would be a great way to talk a little bit about your work and what you do, because you're no longer in the strategy world. You're now in the developing world. How do you talk about it in your work in ways that are inviting, inclusive, meaningful, useful, practical, without the baggage?
Rebecca Wilson: Mm-hmm. You know, what I've found is that the folks I work with, the folks who I encounter, often have their own experiences of spirituality, whatever that means to them. And some of the ways that I come at this and I'm able to, I find that what I'm doing is I'm talking about what I talk about. I'm talking about things like purpose. I'm talking about things like fulfillment, things like connection. And also I'm talking about some of the symptoms that come up when we lack a sense of those things in our work, right? And it's almost like I'm putting out this signal that people who are in different places of their journey will see and hear and resonate with. And I like to view my approach to work as being like, here I am, here's what I do. And very, very invitational in that it is exclusive to no one. And yet the folks who are I think, aligned with it, who are ready for it, who are longing for it in some way, almost are drawn towards it because they feel something within themselves that's resonating with this message that like, oh yeah, you know, this story Rebecca shared about this experience — that was really very much just an experience about connection and meaning and fulfillment and searching for purpose — like that really resonates with something within me that I'm feeling right now. And irrelevant of, you know, the different belief systems that might be in place or that the person might hold, there's something like human to human they connect with in that. So that's how I approach it. Yeah, it's interesting, and I don't always use the language of spirituality either for that reason. I speak of experience, I share stories, and sometimes that resonates with someone right where they are on their journey and it just works.
Andrew Cohn: Hmm. Yeah. That's beautiful. And what I hear is, there's a practicality about this. There's no need to label. It would be almost as if, if someone's talking about a really fulfilling experience to get tied down to say, well wait, do you mean happiness or joy or — and it would be like, and maybe there is a subtle difference and maybe people can talk about that, et cetera, but to really spend a lot of energy on that, to me, is missing the bigger point, right?
Andrew Cohn: Mm-hmm. It's something we want to follow, presumably, and then you can go from there and the way you coach people and work with people, but the label isn't particularly important. And the other piece that I'm hearing is, as you said, invitational — this isn't a forced thing. This isn't some manipulative, you know, I've got to get this person to be talking about God by the end of this call. It's like, it may or may not be something that's current for them, or relevant, or useful, but if it is, in whatever language is being used, in your experience, it's got value in the spiritual development or personal development conversation, right.
Rebecca Wilson: Right, exactly. Yeah. Very well put.
Andrew Cohn: Yeah. Beautiful. So could you give an example of the type of work you do with people and how this might come into the conversation or a type of a story you might share?
Rebecca Wilson: A lot of the work that I do is work supporting people who are really working in challenging roles, right? Like the roles that kind of demand a lot of the person within sectors and context and organizational structures that are quite stress inducing perhaps, and a lot of my clients are really caring, compassionate people. So some of the context within which I work is really around helping people reconnect with that source of inspiration and aliveness within them when they start to feel like that flame is kind of like just barely flickering 'cause they're so busy running from thing to thing, challenge to challenge. So you know, giving them through either a retreat or through coaching work, offering them a space where they're kind of quieting the noise of all the demands of life. And practicing slowing down and reconnecting with what's true within them, what inspires them about the work that they do, how they derive meaning from the challenges that they encounter. Yeah. All of that is really, from my perspective, work of spiritual development. Right. The value that it offers is helping people, you know, step back into the reality of their day-to-day work and their lives from a more centered place, from a place of like, this is who I am, this is what my intention is for what I wanna bring into this environment, this organization, this world, through the work that I do. And yeah. To really be leading from that inside out place rather than being at the effect of everything that's constantly coming up and then feeling like they're inwardly a bit depleted.
Andrew Cohn: Beautiful. I'd love to ask you for an example — confidentiality of course respected — of a typical thing and how, what you might discuss and what the impact of it would be. For sure. And while you're thinking about that, I also want to acknowledge that I've so often heard from my friends in Canada about how crazy work obsessed Americans are and how stressed out Americans are with their work. So, apparently that's bled over to the north of the border as well. And, and, with your overworked, stressed out clients, which of course is everywhere, not just in my country, but everywhere.
Andrew Cohn: I'm partially joking and partially just nodding. In the reality of the world we live in, people work very hard and we get very caught up and swept up into it, we all do. My hand is raised when I talk about this too, and there's times where we need to do exactly what you're discussing, but is there an example that you could share and, and walk us through what a mindset shift or a behavior shift or a skill development might do-you want to support someone in this situation?
Rebecca Wilson: Yes. So right away I'm thinking of a client I worked with who I just adore. She is, um, a leader within a not-for-profit organization getting closer to retirement, just a superstar performer. Very high achieving and also so deeply caring about the people she serves and the mission she serves. And she was exhausted, like approaching a point of burnout, asking questions of, you know, do I take a leave of absence? Do I stay within the organization and kind of ride this out? Initially in the work that I do as a coach, clients often come in looking for solutions that are, help me with delegation, help me with prioritization, help me with these things that are very clean and skill-based and tool-based approaches to get me out of the situation that I'm in.
And again, everything I offer is invitational. So the beauty of this client is that she was so courageous in going all in on trying something different, which I give her full credit for. And because of that, we were able to approach the challenges she was facing really differently and to practice for her slowing down and checking in with herself about what the real emotions were that were at play as well underneath the exhaustion, the things that were perpetuating the cycles as well beyond the system itself, but things within her around her beliefs, her sense of identity and how that was coming into her work. And we also were able to have some beautiful conversations about legacy and reconnecting.
Although this person was working in a highly mission-driven context, working directly with people whose lives she was positively impacting, she had lost touch with that place within herself that really knew why she did what she did. So coming home to that and slowing down and going inward allowed her to reawaken this like joy for the work that she did, and again, just like kind of reignited this flame that allowed her to step back into her role.
We didn't talk so much about priorities and workload and things like that, but she became more clear on what she wanted to prioritize and where she wanted to place her focus and gained this better understanding of the things that stopped her from saying no to certain things and saying yes to the things that weren't actually aligned, and found that that sense of connection with purpose and meaning was strong enough to overcome some of the tendencies. That was getting in the way of her being connected to that, the tendencies of taking on too much, the tendencies of not wanting to maybe delegate, things like that. Mm-hmm. So it was a beautiful experience with this particular client, but really, again, I give her credit for her willingness to go there, because it's hard to trust when you're desperate for a solution to a challenging situation. It's hard to trust that the answer is to slow down and tune in to yourself.
Andrew Cohn: Yeah. Beautiful. I appreciate that challenge. I know that's true for me and it's, it's definitely been true for several of my clients as well, and I really, I appreciate the simplicity and the depth of this notion of coming home to her purpose, as I heard you say. And yeah, definitely an acknowledgement of the courage it takes to be willing to, you know, like when you're wanting a tool and you're in a conversation about your feelings and your purpose and your mindsets and what fulfills you and et cetera, that could be difficult when you, it's like just gimme the tool. So good for her, for her willingness to go there. And that's a beautiful example as you describe that, of inside-out leadership, right. There's a presenting issue. There's the tip of the iceberg, the delegation, whatever it might be, but then there's what's really underneath that that's driving the behavioral situation, whether it's in a behavior that's missing the mark or something like that, something's being missed. So before, or perhaps instead of focusing on that behavioral shift, let's consider what's going on underneath so that as she approaches the behavior, she approaches it differently. That's what I'm hearing.
Rebecca Wilson: Yes, exactly. It's looking at the symptoms and then like going to the root of what's created this. So it's really where I love to be as a coach is to go into the depth below the surface and to get curious there and again, always with that permission, with that, with that invitational attitude, but it's so profound what you can get to when there's that mix of a client who has a willingness to go there and the coaching tools to be able to bring someone to that level.
Andrew Cohn: I hear you, the way you talked about helping her connect with her source of inspiration and aliveness. That to me, that's the spiritual dimension or one way to label something. A number of other guests on the podcast have talked about themes like that, which is terrific. If I could ask you, I'm putting you on the spot a little bit, but as you said, the client's willingness to go there and have this conversation about things that are deeper and more meaningful, how do you encourage leaders like this client to invite those conversations themselves within their teams to effectively lead others? And I wonder if you may have a story to share. Well, first of all, I'm running an assumption and an inference that it would be useful for a leader in a nonprofit organization to be able to hold space for similar conversations for those on her team. Perhaps that's..but that's my assumption, my experience. And if that's true, how do you support her to invite and open up those types of conversations?
Rebecca Wilson: Yeah. What a beautiful question. You know, the primary way that I support people in translating what they are learning through coaching or what they're taking away from our coaching to their teams is actually to continue to be that–kind of put your oxygen mask on first and really get to a place where you yourself feel like you are embodying and practicing what you want to awaken in others.
Andrew Cohn: Hence your use of the Gandhi quotation.
Rebecca Wilson: Yes. Yes. That's the one in my bio, I said. Mm-hmm. Yeah. If you wanna change...
Andrew Cohn: Yes. Being changed...
Rebecca Wilson: Yes, yes. Exactly. If you wanna change the world, start with yourself. I always start there with people because of what I sometimes find. If leaders will get too enthusiastic about wanting to, okay, how do I, how do I get my team to be more mindful? How do I get my team to pause and slow down? And I think many leaders underestimate the power of their own presence and energy and the words that they use and the way that they engage with their team, and how much of that impacts things more than anything, any deliberate strategy to infuse more meaning, something like that, right? It's really the embodiment of the leader, how they're showing up, how they're being, that creates curiosity maybe within their team, some interests, some intrigue. I'm like, oh, this executive is doing something a little different.
You know, even simple things like a lot of the work I do centers itself around this foundational principle that we need to quiet the noise in order to hear the more subtle whispers that come from within. And one very simple way that I encourage leaders to practice is within meetings, to practice honoring silence more. So like taking an extra pause before they speak or taking an extra pause between different members of their team sharing something. And I think that, you know, often people want things like fancy strategy toolkits, checklists. It's so much more powerful to start with those very simple ways of engaging day to day, how the leader speaks about their own sense of purpose and meaning to their team members, and then asks those questions back or even the questions of like, what brought you joy today? It is a beautiful workplace. Appropriate question that if more leaders were engaging in that kind of dialogue with their team, like what made you grateful? What brought you joy today through your work? These are all touching into like that deeper part of what inspires and motivates.
Andrew Cohn: Hmm. Beautiful. And, to me just hearing that question, if that question were directed to me, there's no noise present. Once that question appears in terms of quieting the noise, so it doesn't need to be silent, but it's a redirection to something deeper and more purposeful and the noise and the static that I believe you were referring to. When you talk about quieting, the noise is nowhere in sight. When a question like, what brought you joy today? Or fulfillment, when a question like that is presented, the noise is gone.
Rebecca Wilson: Yeah. It really cuts to the heart of, you know, that human to human. I think knowing what brings someone else joy, I think is just a beautiful, um, way to engage and get to know someone at a deeper level. I think that's the big piece for me is that spirituality doesn't have to be this big thing. You don't need a spirituality at work strategy, but there are subtle ways that you can bring your own sense of connection and purpose into how you engage with your team. Another I'll say tool, or I'll call it a strategy if I may, is I encourage leaders as they're stepping into their differences.
Rebecca Wilson: Responsibilities as they move through the day to practice considering not just what they're doing, but how they're being as they do the thing. This is something I learned from my time practicing yoga and also teaching yoga, is this practice of setting an intention. So. You're stepping onto your yoga mat, for example, and you're about to go through a sequence of movements that are planned by a teacher, but you're invited to set an intention for how you personally want to, you know, be as you move through those movements. So today my intention is to be gentle. Or to be fierce, or to be strong, whatever that intention is. So a lot of leaders I work with, I'll encourage them to use that same principle as they step into a meeting or a conversation like maybe you have your list of the things you wanna accomplish, but how would it feel to pause for a moment and just think, how do I want to go about this? What's the energy that I wanna bring to it? What's the deep intention that I wanna bring to it? And how does that tie back to my broader sense of meaning and fulfillment and purpose–and it can just make such a slight but powerful shift for people.
Andrew Cohn: Well, if you ask me to do that, it's changing my focus. Perhaps. I know for me, as a typical goal-oriented. Especially in a male body, which is another thing, the intention is all about being as opposed to the goal, which is like some result-oriented thing, right? The goal would be, I want to go through these movements faster than I did yesterday or something like that, or a deeper bend or something like that. The intention would be what's the experience I want to have, or it could potentially be potentially the impact I want to have on others even. Would that be an example of an intention?
Rebecca Wilson: Yes, absolutely. I think of my own days in the corporate world and you know, this ties back beautifully to leadership because I was starting on my spiritual journey in parallel with my time working in the corporate world. And what I noticed myself doing that I found really supportive actually, is I would go into, there was one particular meeting that I found quite boring that I attended every couple weeks, and each time I would go into it. Once I realized I found it so boring, I was like, how can I set an intention for how I want to be in this meeting that is not boring? So I would set this goal for like one week. It would be, my intention today is to bring some levity to this meeting. Maybe other people are finding it boring too. Like I wanna do that for myself, but I also wanna do it for others. So if I see someone on my way in, I'm gonna try to bring a light energy to the conversation. I'm gonna try to bring some lightness to whatever the dialogue is going around the boardroom table today. That's my intention is to bring some levity. And then other times it was like, I wanna bring some challenge into this meeting today. I wanna spice things up a little. I wanna be a little bold and. Say what's on my mind and not beat around the bush. And yeah, it definitely was in that experience with this meeting that I was like truly my, my, I never looked forward to it. I started to find, oh, now I kind of look forward to this thing. 'cause it's like I get to decide how I wanna be, how I wanna engage with this experience.
Andrew Cohn: Beautiful. And as I hear you talking about that to me, that that's a di, a dimension of self-awareness to even recognize that, oh, you know what, I know I'm aware that I am bored in this meeting week after week, or I'm aware that I have been showing up a certain way and I want to change the being level of how I'm appearing in this meeting or in this. I mean, I think anytime we deliberately alter an intention or deliberately set an intention, to me a glaring example of a high level of self-awareness that I'm looking at how I am showing up and not just at the feeling level. What's the impact I'm having? Could be how effectively I am presenting or influencing this group of people in a work setting or something, but. Recognizing that that is something I can shift. It's something I will shift and I'm taking the time. It is quieting to some extent, I think it is quieting the noise to some degree because it's like, I'm not gonna just keep getting swept up and presenting the way I always present. I'm gonna take a moment here and say, okay, what's the impact I'm having? And how am I feeling? What's the experience I'm having and how might I wanna shift that? So if anybody says, you know, self-awareness isn't practical, pay attention to what Rebecca's talking about.
Rebecca Wilson: Yes. And I love that because as I was reflecting on, you know, the benefits of spirituality, spiritual reflection, personal development, whatever you wanna call it, the benefits of this in leadership in my, from my perspective, is really like the range you get access to as a leader, like it widens your range because it, yeah, the awareness of your tendencies and your beliefs, your program behaviors increases, and then you start to have more freedom to choose. Like, here's how I wanna use this skill today. I'm not tied to this skill just because I always am being recognized as being good at it. Like I can be organized, I can be chaotic, I can be on all ends of the spectrum, and I can kind of pick what the situation calls for and also have more flexibility to respond to what I'm feeling, too. It's very powerful to have access to greater range, and I think it's through looking inward that we gain that and why there's such value in this inner work of leadership Now, given the increasing complexity of the world and the ability for leaders, or the necessity for leaders to be adaptable, to be able to really like to dance amidst the chaos and response to what the situation requires.
Andrew Cohn: Mm-hmm. Yeah. Beautiful. And just to understand, for those listening, your work would be individual coaching, and does that also include teaching about mindfulness or mindfulness related topics in classroom sessions or workshops? Help us understand what you do.
Rebecca Wilson: Yes, thank you for asking, and your timing is impeccable because I'm actually pivoting my model a bit. So where I'm currently focusing, or where I will be focusing going forward, is on a group, one-on-one hybrid. So a single program, it's called the Conscious Leaders Collective, and it's a community for leaders who are from various different organizations who have an interest in inner development work as leaders, and they come in and they receive the foundational training to help them quiet their mind, tune into their bodies, understand their nervous system. Then we also go into that work of developing a personalized plan that's grounded in some understanding of, we do an assessment to understand their competencies, their tendencies, their values, how they derive purpose, what their vision is for not just their organization, but for themselves and the type of leader that they want to be to help further the mission of their organization. And then we have peer groups, so one-on-one coaching from time to time, but as well as peer groups where leaders are supporting one another. And the reason that I've pivoted to this model, whereas in the past I was doing more one-on-one coaching, I've just so strongly come to see the value of peer-to-peer connection in this type of learning and development work. It's so powerful to be able to be in a confidential space with other leaders talking about challenges and asking questions about, you know, how do I make sense of this challenge, or, I'm working on cultivating more self-compassion and then looking around and seeing, yeah, the CEO over here is also working on self-compassion and yeah, I feel that too, as you know, CFO from such and such organization and to just have these connections really bolsters the journey.
Rebecca Wilson: So I'm looking to create spaces to be able to foster more of that connection between leaders and so excited to be doing more of that going forward.
Andrew Cohn: Yeah, that sounds wonderful and I appreciate that. So by the time people are in those peer-to-peer conversations, they've had some foundational learning mm-hmm. About what this is and how it works. And here are some skills you and how you do that. Perhaps even the questions they could ask one another so that by the time they're in this room, whether it's a virtual room or a real room, you've got some invested individuals who are working on themselves, who were interested in each other and they can offer a perspective, that would be a pretty special talk about quieting the noise. It's like what's present in that room is unusual and, and again, very practical and almost, for lack of a better term, sacred space for engaging in these very important conversations.
Rebecca Wilson: Yes. The other thing that's a bit unique about what I'm offering is that the duration of these peer groups is a year, but people can opt in to extend it longer. So there's this intention on my side to create something that's like, not like a revolving door. It's actually gonna allow for some longer, more deep. Connections to form, and yeah, I think it really meets a need in that I work with a lot of clients one-on-one, who tell me they go back into their organizations, back into their contexts, and they can quickly drift. From that sense of what we've uncovered and explored together in coaching because understandably, the demands of life and work are a lot. So I wanted to create this as kind of like an anchor point to help people continue to like to come home to themselves and come home to what matters to them and to know that they're not alone and that there are other people doing really highly demanding, high-stress jobs have a massive impact on the world and on their employees and on the people they serve through their work, who are also prioritizing making this space to come home to themselves. Yeah. I'm delighted to be doing this work. For me, this is like, this is the work that I've been looking forward to for my life, and now I'm, I'm all in. I love it. It's so fulfilling.
Andrew Cohn: Wonderful. It's beautiful. So where would people find you if this is something they were interested in learning more about?
Rebecca Wilson: Um, LinkedIn is probably the best place to find me right now. I share a lot on there and you can access my website through there. So Rebecca Wilson Coaching is my tag on LinkedIn.
Andrew Cohn: Got it. Perfect. So that's great if people wanna find that. Beautiful. I appreciate your journey and how you're helping people in different settings and you know, it's interesting. I saw something recently, and maybe this is relevant here. I saw a quotation recently that, um, time that you enjoy wasting is not wasted time. Mm. And I love that it made me smile and kind of nod. And I think similarly too, time that you enjoy working super hard. You know, putting our heads down and grinding out something and just kind of plowing through some hard piece of work is not necessarily burdensome, hard, stressful work. It's hard work, but it's fulfilling. It's rewarding. And I hear a little bit of that in some of the clients you're describing, right? Mm-hmm. It's not about backing off of having that sort of an impact or working less hard, but more about not having it be hard.
Rebecca Wilson: Yes. When you tap into that place of purpose and meaning in a really felt way, and you keep coming home to that, it's like you're tapping into this new fuel source that's more sustainable somehow, and yeah. It was powerful.
Andrew Cohn: Beautiful. Well, thank you for sharing about your work and people can go to Rebecca Wilson Coaching if they have questions, and I look forward to listening back to this podcast to hearing about some of the suggestions and approaches you're talking about. And thank you for being part of the discussion.
Rebecca Wilson: Thank you so much, Andrew. This has been awesome. Take care.
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