“We got close to 100 people here in Boulder, and we spent the whole day from 8:00 to 5:00 really talking about nervous system regulation, emotional intelligence, founder wellness, founder mental health, and how to ask for help. We even modeled on stage four coaches in a room full of founders, and we helped those founders practice asking for help. One of them even stood up and she just broke down in tears and she said, “I never knew it was okay to ask for help.”
I had the pleasure of talking with Arron Mansika. At Conscious Entrepreneur’s first fall Deepening in Boulder, Colorado, nearly 100 founders gathered to discuss subjects that rarely make it onto a traditional business conference agenda: emotional intelligence, nervous system regulation, mental health, and the difficult act of asking for help. During a coaching exercise, one woman stood up in tears. “I never knew it was okay to ask for help,” she said, according to Mansika. For him, that moment suggested something a roomful of business strategy sessions might never accomplish.
The question behind that gathering is the question Mansika has been pursuing for much of his career: Can a company grow without its founder becoming narrower, harder, or less attentive to other people? He has spent years helping businesses expand. Now he is also asking their leaders to examine what expansion does to them. At Conscious Entrepreneur, where he recently succeeded founder Alex Raymond as CEO, he describes himself with the less conventional title of “steward.” He owns a business with a profit-and-loss statement, he says, but he also bears responsibility for a community.
As a boy in South Jersey, he did not imagine himself this way. His childhood, which he remembers as unusually happy, took place among a Jewish mother, a Catholic father, Christmas trees, menorahs, and relatives living close enough for regular visits. He excelled at math and science, and adults encouraged that identity. Yet his early attachment to nature was less analytical than protective. When friends picked leaves off trees, he protested that the tree was alive. Only later did he recognize how much of himself had been left outside the label of scientist.
At Naropa University in Boulder, he found language for the part of his experience that resisted measurement. In the environmental leadership master’s program, he says, students devoted their first year to inward study before turning to outward action. The sequencing stuck. Business, he came to believe, could be an instrument of social change, but its leaders would need to do some inner work of their own. The idealism was sincere, though his next chapter would test how well it survived contact with an industry built to sell things.
After Naropa, Mansika helped create Naturally Boulder, an organization that connected entrepreneurs in the natural products industry with peers, capital, expertise, and opportunities. Over roughly 15 years, he helped it grow into a model for affiliated communities across the country. He worked with thousands of founders and watched the industry gain the attention of major investors. That success produced an uncomfortable observation. As venture capital and private equity entered the industry, he believed some companies were putting margins ahead of the missions that originally defined them. He gave the trend an unforgiving name: “industrial-sized mission drift.”
It is a revealing phrase from someone who has spent much of his life advocating for entrepreneurship. Mansika is enthusiastic about markets, but he is not inclined to treat every market outcome as beneficial. He wants companies to be profitable and their leaders to notice whom their decisions affect. His argument risks sounding abstract until he tells a story about a sales training in Boulder. One attendee sat with arms crossed, staring out the window. By the end of the session, after a discussion of empathy and what customers actually hear, the man was asking questions and followed Mansika to the parking lot, still talking.
Mansika has had his own lessons in the gap between intention and reception. He once named a training company Mindful Your Business, a bit of wordplay he enjoyed more than its usefulness as a business name apparently warranted. People appreciated the training once they experienced it, he recalls, but the name made the offering harder to understand. He can laugh about it now. His insistence on awareness includes the ordinary entrepreneurial requirement of communicating clearly.
More disruptive was the period when he tried to leave entrepreneurship behind. After years of being answerable largely to boards, he decided to find a conventional job with a boss. He spent much of a year applying, sometimes enduring interview processes that stretched through five rounds, only to watch opportunities disappear. His wife offered a diagnosis of the situation without much ceremony: “Hun, this just isn’t your thing.” The eventual opportunity to lead Conscious Entrepreneur arrived by a less predictable route. Mansika describes the contrast with characteristic intensity: “I am on purpose.”
Founded in 2022, Conscious Entrepreneur had already built an annual summit focused on scaling companies. Mansika added a second gathering focused on deepening the people running them. His image for the two is hiking: look up to see where you are going, then down to find secure footing. It is a neat metaphor for a messy assignment. Founders face payrolls, investors, and decisions that cannot be solved by breathing exercises alone. Mansika is betting that awareness belongs in those decisions, rather than outside them. The boy who carved toy acorns for neighbors and spent his quarters on ice cream remembers enjoying the carving as much as the purchase. Decades later, he is still trying to make growth answer to something beyond the reward at the end.
Yitzi Weiner: Arron, it’s an honor and a delight to meet you. Before we dive in deep and talk about your amazing work, our readers would love to learn about your personal origin story. Can you share with us a story of your childhood and how you grew up, and particularly the seeds of all the amazing creativity and leadership that has come since then?
Arron Mansika: Yeah, and that question both feels spacious and somehow also very specific, and I welcome that experience so far. I had a very joyful childhood. I don’t think I appreciated just how joyful and fortunate I was as a child until I got to college and started to witness my friends’ stories of their childhoods. Loving mom, loving dad — Jewish mom, Catholic dad. I welcomed the Christmas tree and the menorah. And then they also had friends who were more mystical. That’s why I was really surrounded by multiple perspectives that had a unified receiver. I didn’t feel conflict in a lot of this. Older sister, aunts and uncles who lived an hour away — this is all in South New Jersey. Grandparents that lived an hour this way, another set of grandparents that lived an hour that way.
So it was really a very charmed, loving childhood. I was very good in math and science and that was celebrated. As I got a little older, people started to label me as the scientist. I had this innate love of nature. I would see friends picking leaves and I would say, “No, no, no, the tree is alive.” So I had this in me, and I think partly because I was this smart white boy, I was labeled a scientist. Not until I got to Naropa University here in Boulder, Colorado, did I really reclaim other parts of myself — not just the white scientist appreciating nature through what you can measure and integrate, but really the more spiritual and contemplative aspect of environmental awareness and ecological appreciation.
So thankful to Naropa, the whole first year of the environmental leadership master’s program was studying internally, and then the second year was actual external action. And I came out of that really recognizing I’m an entrepreneur. I want to use the business world as a tool for positive social change. Moreover, I want to use the business world as a tool for positive personal change. The more I can refine my own beliefs and integrity, the more I’m going to actually be able to impact others with that. So that, in a very abbreviated manner, is how I feel like I really matured and evolved into the person I am today. Very strong foundation, privileged with the opportunity for education, and then a willingness to just be brave and jump into the entrepreneurial endeavors.
Yitzi Weiner: Unbelievable. For the benefit of our readers, can you please share with us about the amazing work that you’re doing today? And then as an add-on to that, tell us a bit about the story of how you came to this and how you started it.
Arron Mansika: Yeah, for sure. Actually, before I talk about Conscious Entrepreneur, the organization that I started before this really teed us up. So it would feel not thorough to start from Conscious Entrepreneur. Right out of Naropa, I co-created an organization called Naturally Boulder. It’s an entrepreneurial support organization. We really helped grow the entrepreneurial ecosystem out here. What might take someone six months, we could help them learn in six weeks through relationships — you need access to capital, you need a social media influencer.
So we created this small organization that ended up growing tremendously, and we ended up going national. We created Naturally Chicago, Naturally LA, Naturally New York, Naturally San Diego, and there are about a dozen of them now around the country. I say it’s one big community with different neighborhoods. Now, what plays well in New York might play differently in the Bay Area, but still, it’s one giant North Star, and that is to use the natural products industry to build conscious companies and conscious leaders. I was there for 15 years and really studied the entrepreneurial mindset and worked with thousands of entrepreneurs. That very much informed what I’m doing now.
I am currently — I say I’m the owner and steward. I’m the owner because yes, it’s a business and there’s a P&L, but I’m also a steward because there’s a community, and I nurture and care for that. The organization is called Conscious Entrepreneur. And boy, I tell you, just putting those words together, when I tell people the name of the organization, there’s already this energetic inquiry: “Conscious Entrepreneur. That’s intriguing.”
And really, the upshot of what Conscious Entrepreneur is: I define a conscious entrepreneur as someone who recognizes — actually, they discover — that scaling and deepening their business typically coincides with scaling and deepening themselves. It really all starts with the founder. So we convene founders twice a year: once in the spring for a summit where we grow your company — 10x is easier than 2x — and we also have an annual deepening where we deepen our company, we deepen our leadership, we deepen our ethos. So those two events each year really provide a nice rhythm.
Like when you’re on a hike, you got to look up, you got to look down. We provide that rhythm, and then throughout the year, training and coaching.
Yitzi Weiner: Unbelievable. I’m sure you get this question a lot. There’s an organization called Conscious Capitalism. Does that align? Is it different? Is it overlapping?
Arron Mansika: It aligns, it certainly aligns. Yeah, for sure. And the whole Conscious Capitalism — the book, the mindset — was really popularized by John Mackey coming out of the natural products industry. I’ve gotten to meet John several times, of course, and as we grew Naturally Network around the country, John was very engaged and supportive, often giving our entrepreneurs their first shot on a shelf. So yes, I think if we track the origin, we may see that there is similar DNA.
Yitzi Weiner: You probably have some amazing stories from your career and your successes. Can you share with our readers two stories that stand out in your mind from your work today?
Arron Mansika: I trained a team here in Boulder, Colorado, and it was a sales team, and they had sales leaders from all around the country. They were all converging for their annual team meeting, and they invited me in to just give a two-hour training — awareness training: self-awareness, interpersonal awareness, market awareness. And there was one person from LA who just was not receiving anything that I was saying. They sat there with their arms crossed and staring out the window the whole time. They were there because they had to be. The rest of the group, we were engaged and it was a good experience, but this person just was really tuned out.
And I’m so proud to say that by the end of the two hours, they had started to ask a few questions and they started to realize, “Hey, this isn’t just a bunch of make-believe. This is a skill.” Self-awareness is a pragmatic skill and you can get better at it if you practice. And I got to the part where we’re talking about empathy, and it’s not just what you say as a salesperson — it’s what your recipient hears. It’s what they can actually receive. That’s what matters.
Boy, this really turned him around. He ended up following me into the parking lot, carrying my goods, helping with the gear, still asking me questions. And that felt so uplifting to me. He started to really expand his perception as to who he is, and what he can do, and how he presents himself to people. So that felt like a win. It’s great when people show up and they’re already in love with my content, but it’s even better when someone really cracks open and I can witness the growth on the fly. That felt really wonderful. Yeah.
Yitzi Weiner: Sure. There’s a saying that sometimes our mistakes can be our greatest teachers. Do you have a story about a humorous mistake that you made when you were first starting and the lesson that you took away from that?
Arron Mansika: Oh boy. Yeah. Okay. Before Conscious Entrepreneur, I had another business doing very similar trainings. This is really where a lot of the curriculum got practiced and really refined, but the name of that company — I liked it — was Mindful Your Business. It’s a little whimsical. It makes you think for a second: instead of “mind your business,” which is a little rude, this is “mindful your business.” This is encouraging you to become more mindful.
I learned the hard way that packaging sells product, even if the packaging is just the name and the branding. The product, people loved it. Once they tasted it, they loved it and they came back every year. The packaging, the name of the company, needed to be not just something that I lit up about, but it needed to be a little more understandable. So I look back at it now and I chuckle. Compare the names Mindful Your Business to Conscious Entrepreneur. It’s just so much more enlivening, if you will. So yeah, the name of the business really does make a difference.
Yitzi Weiner: It’s great. There’s this related idea that a “no” is not rejection, but redirection. Do you have a story like that where you got a “no” to an opportunity, but that led to an even better opportunity?
Arron Mansika: Yeah, for sure. In fact, Conscious Entrepreneur is the better opportunity. Because before I did this, I’ve never had a boss. The closest I ever came was I ran an environmental center in Chapel Hill, North Carolina, and my regional director was in DC. Besides that, it’s always been a board of directors of my own entrepreneurial endeavor.
I decided I’m going to just have a boss, have a regular old job. So I spent the better part of a year really doing the application process and the interview process. And some of those interview processes went 10 weeks, five different rounds of people. And I thought I’d land one, and then it evaporated. And I was getting more and more frustrated. My wonderful wife is the one who consistently said, “Hun, this just isn’t your thing. You’re trying to fit into these positions, and you would do a great job, but that’s not really your vibe.”
Then the whole opportunity with Conscious Entrepreneur really just emerged, and it took patience, some frustration, some bravery, and a willingness to just let trust lead the way. And boy oh boy, I never have felt more on purpose than I do now. Not just on task or on point — I am on purpose. And I don’t know that I would have landed here if it were a linear direction.
Yitzi Weiner: That’s great. That’s a great example. So let’s now turn to Conscious Entrepreneur. Tell us about any exciting new initiatives, campaigns, or projects you’re working on. We’d love to hear about it, and please feel free to be as elaborate as you like.
Arron Mansika: Oh, thank you for that. Yeah, and this is an easy one because Conscious Entrepreneur in some ways is brand new, and in some ways it’s already very well established. What I mean by that is it was formed in 2022, and we’ve had an annual summit — big beautiful ballroom, 150 to 200 founders convening. In fact, one of the expressions that came out of the Conscious Entrepreneur summits for all these years is “the room where founders collectively exhale.” So the summit has been very strong. We’ve had some incredible speakers come across the stage, really visible keynotes, and it was all about scaling up.
It’s the summit; it’s all about scaling up. So for four years there was that very predictable gathering. People would come in from mostly the US, but even parts of Europe, people would fly in. Real relationships were formed, real business growth happened, real breakthrough happened once a year. And I would go, I loved them. This is where I would meet my people, and it was very uplifting and it was very genuine. And then I would say, “Bye everybody. I’ll see you in 11 and a half months.”
So when I started as the CEO steward, the first thing I did was complement the summit with the Deepening. So now instead of just a once-a-year downbeat, there is this twice-a-year downbeat. We just had our first one last week. So I feel fulfilled by that and also a little bit still wiped out by that because it was a lot of effort.
We got close to 100 people here in Boulder, and we spent the whole day from 8:00 to 5:00 really talking about nervous system regulation, emotional intelligence, founder wellness, founder mental health, and how to ask for help. We even modeled on stage four coaches in a room full of founders, and we helped those founders practice asking for help. One of them even stood up and she just broke down in tears and she said, “I never knew it was okay to ask for help.”
So I feel really proud of the container that I created, and even more proud of the people who showed up and really provided the content. I could get the room and the stage and the posters, but it’s up to the people to really make it meaningful. So we curated some of the crowd and we just said, “Anyone else who wants to join, you’re welcome to join.” And of course now on social media, it’s all chatter about how deep it got. The very next day, about 12 of us actually went up into the woods and we spent another full day together. Different type of experience with a similar intent — building deep relationships, actually learning how to be vulnerable. So it was a success, the very first one, and I would absolutely say there’s momentum to continue it annually.
Yitzi Weiner: Can you articulate, if you were completely successful in the mission of Conscious Entrepreneur, what would the business landscape in the United States look like in 20 years?
Arron Mansika: Yeah. Every business school would have a segment on empathy. Every business school would acknowledge that awareness is a fundamental business skill. It’s not something nice to add on along the way. It is a fundamental skill in being a decent human, which I would hope a business leader wants to be. So really emphasizing the qualities of what awareness can provide: self-awareness, and then of course interpersonal awareness, and that can ladder up to systems intelligence and market awareness.
Marketing more from integrity and less from noise. I think that was really my mission in the natural products industry. And the internal intent of growing Naturally Network — which last year impacted over 55,000 businesses — was to inoculate the industry of greed. And that’s a big undertaking. When you’re talking greed, you’re not just talking market forces, you’re talking fundamental human traits. The natural products industry got to the size where private equity was coming in and venture capital was coming in. It really fundamentally changed the whole landscape. Margin was more important than mission. And I started to use the expression “industrial-sized mission drift.” Not just one brand drifting away from its mission, the whole industry: industrial-sized mission drift.
So the motivation for me to take this small nonprofit here in Boulder that was really having great effects — so many brands are coming out of Boulder, all these wonderful natural products — I wanted to really get to the bigger companies, the largest of the large CPG companies, and educate them. Authenticity is sniffed out by the consumer. We can tell at the shelf: this one has a brand story, and this one’s just out to take my dollars. This one is catering to my dietary needs; this one is exploiting my dietary needs. So the whole intent was to try to inoculate this industry of greed and corruption.
That’s a hard undertaking, but I found a lot of meaningful colleagues.
Yitzi Weiner: Is the idea of a B Corp something that you’re aligned with, or is it distinct?
Arron Mansika: Very much aligned with the B Corp, and really proud to say that a lot of the earliest adopters of the B Corp movement were natural products companies. That ethos was just ready and primed for that. And in fact, the whole notion of B Corp — one of the founders of that is from Boulder. So I like to think that the spirit of Boulder helped influence that, and I really do have a lot of enthusiasm and optimism for what the B Corp mindset is approaching. It’s working within the system to improve the system.
Yitzi Weiner: Is conscious entrepreneurship distinct from ESG and more particularly DEI?
Arron Mansika: Obviously they might bubble from the same spring, but I would say that conscious entrepreneurship is more the mindset. ESG and other things might be outcomes of a conscious entrepreneur mindset, just like B Corps are an outcome of a conscious entrepreneur mindset. And I really feel like that’s our territory: to say yes to that manifestation of conscious entrepreneurship, yes to that manifestation of conscious leadership. What I often say is I aggregate and elevate. I think that’s really ultimately how I want to contribute to the ecosystem — helping amplify what is already beautifully happening out there. That’s why we’re just Conscious Entrepreneur.
Yitzi Weiner: It’s amazing. To a critic — to the straw man out there, I don’t believe in this — who says the purpose of a CEO is to maximize profits for the shareholders, and social impact you could do on your own time and your own dollar; that’s not the purpose of a CEO, you have a responsibility to the shareholders. How do you respond to that straw man?
Arron Mansika: Yes, of course that mindset is very prevalent. That’s still, I’d say, the expectation of a business leader — thinking in terms of stockholders rather than stakeholders, or reverse that, you get it: stakeholders rather than the shareholders. It depends on what you’re trying to build and where the integrity lies.
I feel like there’s a threshold that an evolving human psyche crosses through where they recognize that “myself” is not just limited to my literal self, but also my spouse, or my kid, or my best friend, or my ailing parent. Wonderful. That’s a keyhole into recognizing that “self” is somewhat an illusion. So with a larger sense of self, then the kind of work that we’re talking about comes spontaneously, and that’s what’s inspiring to me.
We see what has happened to the planet. We see what has happened to our collective psyche, our collective souls, when the ambition really is profit at all costs. And I know that’s baked into corporate charters, and I know that’s mandated legally. I’ve seen boards take legal action to eject board chairs who had too much integrity in their body to cut the corners. And that’s a shame, and it’s a sin, I feel. So yes, I recognize it’s still out there, and yes, it’s very prevalent, and perhaps there’s even a purpose and a point to it for sure. But I really am excited that the business community is starting to evolve and transcend beyond that limited thinking.
Yitzi Weiner: To what degree do you want this to be more of a voluntary adoption by companies versus the government taking on these frameworks and enforcing them? What’s your long-term vision? Do you see this as more voluntary, or do you see this as a template for laws to be passed?
Arron Mansika: Yes and yes. I really think we’re making a very strong business case for it. And because there’s a strong business case for it, it may not have to be mandated through a governmental agency. The example I use: remember when the funny squiggly light bulbs first came out? I was like, “That’s weird. Light bulbs are already totally fine. Why do I want to spend so much more money on a funny squiggly light bulb?” Well, of course, if that was a government-mandated thing, we’d all say, “You’re making us get rid of…” It was a business proposition. The companies who first adopted that found a market opportunity and they were the first to seize it, and before you know it, they don’t even make the old-fashioned light bulbs anymore.
Government did not need to come in. Eventually the government came in and created some policy around that, but first it was a market opportunity. And I really do think economic, ecologic, and social ills can meaningfully be addressed — maybe not entirely, but largely — through market forces, where we are making social impact profitable. So much so that the younger generations are expecting their brands to do more than just sell you stuff. They’re expecting the brands to be meaningful.
So perhaps there’s a government role to play, but I don’t think it’s a leadership role in that.
Yitzi Weiner: Let’s take a persistent problem like homelessness. Does your framework solve or address that? If more real estate companies and more building companies would adopt conscious entrepreneurship, would that impact or reduce homelessness?
Arron Mansika: Well, “solve” is a significant word. I’d like to think it would have a positive effect across all aspects of society, homelessness included — heck, violence of all sorts included — because it is a more meaningful way of going through life. Not just, “I’m this kind of business leader, but when I go home, I’m that kind of father.” It’s like, no, it’s the same me. It’s the same person. I have integrity here, I have integrity there. So I’d like to not just single out any one thing, like domestic abuse, etc. It truly is a mindset through which all activity is fair game to be impacted.
Yitzi Weiner: Amazing. Okay, this is our signature question. Arron, you’ve been blessed with a lot of success now and you must have learned a lot from your experiences. Looking back all the way to the beginning when you were a young boy selling toy acorns, can you share five things that you’ve learned over the years that someone starting out today can really benefit from?
Arron Mansika: First of all, I love that you referenced the acorn. You did your research, my friend. That is wonderful.
I almost spoke those words and I didn’t — he already knows those words!
- I would say that entrepreneurship often is a compelling internal calling. It’s not like you either have it or you don’t. I think people can be taught entrepreneurship, absolutely. But I do think the traits that often benefit an entrepreneur are an internal calling. It’s an internal experience. And I would say it’s a hard calling to suppress. So if you have that inkling, if you have that nudge, explore it. I know that’s easier said than done in some circumstances, but entrepreneurship doesn’t have to look like what we see out there in the world. It can be a small or a large endeavor, but it’s an urge that is hard to suppress. Give me a second, I want to think your question through.
- I would also say that joy is an essential component to success. I enjoyed carving those acorns for my neighbors, and I enjoyed getting 25 cents for them and saving up my dollars and getting an ice cream cone. But the joy didn’t get delayed to the ice cream cone. The joy came from the carving of the acorns. And that was to me — my grown-up language would be a driver. That was a real driver to my motivation. To a little kid, I would just say I had fun with it. And that’s when I see the greatest success: when the founders actually have that — you can almost see the little kid inside them, that joy still shows up on their face when they walk into their business and talk to their colleagues.
- I’ll share another one: that awareness is an advantage. One of the things I talk about in my training — and it really is the core of the training — is that awareness is an advantage, and in fact, it may be the only sustainable advantage. First to market, that can be an advantage, but only for a while. A new innovation, or a new teammate, or access to capital — those can all be replicated. But one person or one team’s acute awareness to meet a moment, how the moment can best be met — wow, that is an advantage that continually unfolds in real time. So the brands that are most nimble, the brands that are most intelligent — which mandates diversity, because then your blind spot is different than her blind spot, so diversity is just a fundamental aspect to greater intelligence — all of that bubbles up to awareness actually being a person’s, a team’s, a whole company’s opportunity for an advantage.
- I would say that how a business is built matters just as much as what the business is building. I’ve seen really amazing products, but they were created from this ferocious greed, and the whole thing just folded eventually. It was imbued with an energy that was not sustainable. So how a person builds is just as important, if not more important, than what a person builds.
- And the final one I would say is, having gotten to work literally with hundreds, if not over a thousand different teams, the pedigree doesn’t really forecast success. I’ve seen companies on paper where I’m like, “I don’t know any of these people. They’re all brand new.” And a year later, they are rocking it. Conversely, I’ve also seen companies and their business plans where, “Everybody here is amazing. This one’s already founded three companies. This one’s already founded two companies.” And at six months, they’re gone. So it really is often an inner game. The outer success is very often an inner game.
Yitzi Weiner: Unbelievable. I feel like I should be talking to you about AI and data centers, but I know that’ll take another hour.
Arron Mansika: It’s hard not to have a conversation these days without AI coming into it. And you saw our Deepening keynote came from the AI world, partly because everybody’s like, “We got to have AI.” I was like, “I guess I do, but if I do, I’m going to have a Zen monk be my representative of that.” And what a person — he just embodies the whole notion of scaling up and also going deep. So if you want to talk AI, I don’t know that I could do it very well, but I’m happy to.
Yitzi Weiner: That’s okay. This question will touch on that, and the truth is this question really touches on everything we’ve spoken about, but I ask this in all of our interviews. Arron, you’ve been blessed with a lot of success, and to be honest, you’re a person of enormous influence. If you could spread an idea or inspire a movement that could bring the most amount of good to the most amount of people, what would that be? Because you never know what your idea can inspire.
Arron Mansika: I would make it as simple and personal and fundamental as I know how to do. And that really is that we are all truly one larger self. And when people start to appreciate the larger sense of self, it will spontaneously change their decisions.
Yitzi Weiner: Yeah, I love it. I love it so much. Okay, I can talk to you for a long, long time, but I want to respect your time. Arron, how can our readers continue to follow your work? How can they attend any of your summits? How can they engage your services? How could they support your work in any possible way?
Arron Mansika: Yeah, and thank you. Before I even answer that, I just want to say thank you. It feels strange, and I know it’s appropriate, but it’s one-sided. I want to talk to you. I want to ask you questions. How did you get into this? I admire your work and the caliber of people that you connect with, and I’m just like, “Oh my goodness, how did that come about?” I’m so intrigued by that. So perhaps we can do that again.
Yitzi Weiner: I would absolutely love it. It would really be my honor if we could do it next week. That would truly be my honor.
Arron Mansika: Yeah, truly, I would love that. I recognize a person pulling in the same direction — we truly want to have a more peaceful world on our exit than we had on our arrival.
So staying in touch with us is easy: consciousentrepreneur.us, traditional LinkedIn profiles, and sign up to our newsletter, things like that. But really, what we do that’s unique — because there are a lot of wonderful organizations supporting founder mental wellness, supporting entrepreneurship, small business development — is we convene. I think there’s a lot of wonderful content out there; we don’t want to add to it. We want to elevate what’s already out there, and we do that partly by convening.
So my stage is our stage, and I had at one point 12 different people on stage. So yes to follow us on LinkedIn and read our newsletter, etc., but actually experience it in person. I can describe an apple pie, but until you taste it, all you have is the imagination of tasting it. Be in the room with us and really feel what it feels like to be there.
Yitzi Weiner: Unbelievable. Arron, it’s truly been an honor to learn from you. I wish you continued success and good health and blessings, and I’d love to do this again soon.
Arron Mansika: Yitzi, I appreciate it.
Arron Mansika: Why Conscious Leadership Is the Key to Sustainable Business Growth was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.