The episode provides an insightful exploration of leadership through various lenses:

• Self-Awareness: Discusses the critical role of understanding oneself for effective leadership.

• Self-Control: Highlights how managing emotions contributes to leadership stability.

• Self-Direction: Explores the importance of proactive decision-making in leading teams.

• Mind-Heart Integration: Examines the balance between rational thought and emotional intelligence in leadership decisions.

• Neural Circuit Restructuring: Addresses how changing thought patterns can enhance leadership abilities.

• Transforming Negative Energy: Offers strategies for turning personal and team challenges into motivational forces.

• Addressing Emotional Blocks: Provides insights on identifying and overcoming barriers to team cohesion and performance.

Each topic is designed to empower leaders with tools for personal growth and team management, encouraging viewers to delve into the full episode for comprehensive strategies and examples.

Dreamers and doers, welcome to Podbrand, a podcast about design, strategy and innovation.

I am Maurício Medeiros, consultant in strategic design, mentor and author of the book Arvore da Marca, Simplifying Branding.

In 2024, we celebrate a remarkable occasion, the 99 years of the Art Deco movement, an aesthetic force that revolutionized design and architecture.

Podbrand, aligned with the principles of innovation and elegance that characterize Art Deco, pays homage to this movement that transcended time, influencing the way we perceive and create beauty, leaving a legacy that continues to inspire contemporary design, reflecting our passion for ways that combine functionality with a touch of magic, thus shaping the future of design and innovation.

In this episode, we are going to talk to Ana Rita Moura, a specialist with a rich trajectory in psychology and pedagogy.

She is co-author of two books and also the author of Perspicaz Obra, Libere Sua Energia Pessoal.

We will deepen our understanding of topics such as self-awareness, self-control and self-direction in leadership, also addressing the relevance of mind-heart integration and the restructuring of neural circuits in innovative leadership practices.

Ana Rita, welcome.

Hello, how are you?

Well, you already introduced me, something that I think is important to say is that I am a mother of three children, I have nine grandchildren and there are three books that the last book, which was released in 2023, is an autonomous production that is called Autora da Vida, which is fresh, coming out of the oven now.

Excellent.

Ana Rita, thank you very much for your presence today at Paulo Brando, it is a joy to have you with us today.

Thank you.

Entering the theme, the importance of self-knowledge and mind-heart intelligence are pillars for effective leadership, but they are a key to the wisdom and inner strength of leaders.

What is your understanding of mind-heart intelligence and how can leaders develop this self-awareness, so to speak, to strengthen their wisdom and inner strength for leadership?

Well, I start from the principle that the leader is a human being, and as such, he can never prevail over his self-development, so he always has to be looking to get to know himself and seeking to find a way to be emotionally stable.

This intelligence of the heart is constantly being provoked in the day-to-day, in the facts that occur.

So, we always start from the premise that thought generates a feeling, and we will work on this, which will generate a behavior.

Why?

Because thought, being positive, will provoke a good feeling, a feeling that the person will feel good and will produce neurotransmitters in the organism itself, which will generate an adequate behavior.

On the contrary, if you have a negative thought, of pain, anger, fear, you will produce a negative emotion that will produce neurotransmitters that will affect your behavior, that will, noradrenaline, adrenaline, you will cause this in your body and, consequently, cause an inadequate behavior.

Cortisol is the consequence of this negative emotion, right?

Right.

So, the leader must act and not react, because we fall a lot into this trick of reacting to certain facts and not to stop and think about what would be the best way out, the best way out for that fact.

You mentioned that self-knowledge evolution cannot be prejudiced.

Do you realize, from your experience, that there is a certain negligence in relation to leaders, entrepreneurs, of giving in sequence their personal, intellectual and even emotional training over time?

Yes.

What we see, what we, within companies, what we have to work on the most is to make this provocation, to make the provocation that the leader has to serve as a teacher, as a catalyst for the team, to seek the competencies of their leaders and encourage the leaders to produce in an adequate way.

And he can only do that if he knows himself, otherwise he will react to all the situations that happen.

And slander the leader, take the autonomy away from the leader.

Ana Rita, you mentioned your most recent book, entitled The Author of Life.

What is the origin and what motivated you to write this most recent book?

Right.

It has a long history.

This book started as an e-book in 2017 and it had the name Aurora da Vida, so it was circulated on the internet as an e-book with the name Aurora da Vida.

But last year I decided to edit it on paper, and when I arrived and sent the book to the publisher, the publisher asked me, is it Aurora or The Author of Life?

Then I see how everything is organized the way it has to be, I said, two minutes for me to think.

And then it became The Author of Life, which is the philosophy that I fight for my patients, the people I deal with in companies, to take the reins of their own life, to be the author of their life.

Even the cover photo of it is a photograph of me, there on the floor, right?

Because I believe that we ourselves have to take the reins of life and each one correct their pains, their difficulties, their limitations, to make a better world, to act professionally in a better way.

It is the authentic life and the one in which we decide to give direction to it, which is this authorship that you mention.

In your other book, Liberate Your Personal Energy, you address the transformation of existential anguish into motivational energy and the responsibility of producing emotional abundance to donate.

Could you share how managers can apply these ideas to transform this anguish into motivation and implement emotional abundance in a corporate environment?

And if you can, some examples that you have already experienced.

Well, first we have to start from the fact that energy is energy and the same energy that you spend to be depressed, to be with repetitive thoughts of incompetence, of pain, of frustration, you can use to modify these thoughts and act in favor of yourself and the people around you.

So we go back to that premise, thought generates feeling that generates behavior.

So we have the reins in our hands, the key to transformation in our hands.

Now you have to have the will, the person has to want to modify, to know that the way she is, she is not doing well, she is not well.

I usually say, if you look, the parameter is the following, my life is fine, congratulations to me.

If my life is bad, I will not blame the other, I will see where, what are the paths that I am looking for to stay in depression, in sadness, in anger.

So this is the movement, to take the reins of life, or to help the other to take this reins, transforming, looking for the thoughts, the way, because it seems to be a stumbling block in the moment that we speak, no, change your thinking, think in a positive way, let's see what this can take you.

Every problem brings you a solution, every problem comes loaded with a solution.

We shouldn't get stuck, drowned in the problem, because if you just think about the problem, you will just have a negative emotion and then produce neurotransmitters like cortisol, which ends your body, noradrenaline, adrenaline, which puts you prepared for the fight all the time.

So this equation, let's say, is what will make existential anguish into motivational energy and productivity.

Productivity, why?

Because the moment I have a positive energy, I am secreting hormones, neurohormones, neurotransmitters that will help, like serotonin, ocitocin, which will help you to have a clarity of the situation and act positively.

You mentioned in one of the examples of this negative energy, let's call it that, depression.

However, the emotional reflex, or the reflex of the feeling of depression, often has an unknown, unconscious energy, and to transform this negative energy into a positive one, you need to be aware of what is causing it, as you mentioned.

How do you get to the origin of these negative reactions that can cause or that cause depression?

To then seek the solution, how do you identify the origin of these causing factors?

One of the things that we have seen a lot lately with neuroscience, with quantum physics itself, which talks about the issue of energy, is precisely that, that you don't have to be like Freud said, to keep looking for the cause of the cause.

So, you can, first of all, we talk about acute depression, at first, and not a chronic one.

A chronic one, of course, we will need medication, a psychiatric follow-up, a psychiatrist, the follow-up of a psychiatrist.

So, I'm talking in general, what happens?

They are depressive states, right?

And depressive states are people who have depression, or sadness, or acute improductivity.

It's there, it's from the moment something happened that she is depressed, disillusioned with life, ended a relationship, ended a marriage, lost a job, something specific happened in the person's life.

So, of course, it's much easier to treat than a chronic depression, which comes from years, which comes from...

Then, yes, we will have to look at the cause, at least look at the cause, but treat it with medication so that the person has at least an input to get out of this depression, right?

So, then we come back, because depression is a hormonal imbalance in reality, or neurotransmitters, such as serotonin, which is the neurotransmitter of happiness, and noradrenaline.

So, there is an imbalance, there is more production of noradrenaline than serotonin.

So, the moment you take these three pillars, thought, feeling and behavior, and start working there, especially starting in thought, you start focusing on more positive things in life, instead of just stirring up the problem, just feeling the last, how do you say it, poop of the bandit's horse, you know?

So, the moment we put ourselves, we ourselves get depressed, we ourselves get depressed.

There's a movie called Who Are We?, which I think everyone should watch, right?

Because they are neuroscientists, quantum physicists, who make a documentary, but it's romanticized, so it's even nice to watch, showing how we get addicted to these neurotransmitters.

So, we ourselves dig our own hole, right?

To feel again.

It's like, for example, I'm addicted to cocaine, I know that if I go up the hill to get the cocaine I want, I risk dying, anything can happen, but I need it, I go after it, and I know I'm paying the price of dying, or being robbed, or anything like that, right?

I'm looking for that addiction, that product, so I can feel good, out of the box at the moment.

So, we provoke situations to feel the same, to have the same discharge of neurotransmitters in the people, and say, wow, my life really has no way, no way, no way.

So, it's at this moment that, I don't know if I'm stretching too much, but it's at this moment that we have to stop, and really, as I said, it seems like a dead end, but if you work on these three pillars, you can get out of a sadness, a failure, a feeling of failure.

I highly recommend the documentary that you mentioned, Who Are We?

We will even put the link of this documentary in the description here of our episode, it is extraordinary.

Autonomy and self-direction are vital aspects for the success of a team, where action and courage often surpass the very need for complete knowledge of the path to follow.

In this context, how can leaders not only foster these qualities in their team, but also apply the idea that action and courage are more important than exact knowledge of the path, to encourage effective leadership, innovation and creativity itself?

Well, in my book, I work in a team, which was edited by Senac Nacional, this one here, I draw attention to two points, one is the use of oneself and the other is the void of norms.

So, the leader must be aware of these two points, and what is this?

Working is not just a simple submission to processes, the strict execution of a task, but first of all, it involves the use of personal capital, there is the subjectivity of the subject, so the use of oneself should not be muffled during a job, the person should be propitious and free to use their autonomy.

Every task contains a part that is prescribed, dictated by the organization, and another part that develops in the implementation of the work, when you are doing the thing.

So, at the moment you are doing it, there may be a power outage, a missing colleague, a broken machine, so the employee, the leader, must have autonomy to make use of himself, to stop and think, what is the best solution, how would my leader act, what would he lead me to do?

And to act, because otherwise, if the person is only restricted to the conditions that were passed on to them, those rules that were passed, they will not produce, they will not solve the problem at a time when the leader is not there, it is the person who has to make the decision.

And on the other hand, the leader, however controlling he is, after the fact, he must stop and talk to his leader, what made you take this path, instead of criticizing and muffling the decision-making of the leader, of the employee.

So, that's the only way things are able to have a happy ending, to be able to make the task be fulfilled in the best possible way.

If it were the leader in place, he would have to act in a different way, without being prescribed how this task would be done.

So, it's the way, thinking that every subject has his own subjectivity, so he makes his own decisions, what cannot be muffled to be embedded in that condition of execution of that task.

So, that's the way I see it.

From my own business experience of a few decades, I realize that the teams are a reflection, very close to what the leader himself is.

And with the change in behavior of these new generations, I realize that there is an even greater appreciation for admiration, of the leader.

This new generation, the Y generation, which is starting to lead, and the Alpha, which is the most recent, which will be the new entrants, talents in the labor market, has a different form of behavior from the previous ones, from mine above all, but that greatly values ​​the admiration of the one who is close to you, of your group, of your tribe.

And the leader needs to reflect this so that these people, then, this new way of behaving is suitable for what they think, what they value.

How is this relationship between a previous generation that is still in the command line, in the directories, and this new generation that is entering with such a different form of behavior and attitudes in relation to their own career?

What I feel is the following, that there is still a lot of conflict, that our older generation still needs a little more rules, demands from the young people a little more rules, actions inside the box, right?

And the young people, on the other hand, they are more autonomous, and today they are autonomous, I think, in my opinion, even too much, because they do not accept caprice, they do not accept anything that is too ingested.

So, there is still a conflict, but I believe that it is what I said at the beginning, that the leader has to always be self-developing and following the issues that are born today.

Precisely this autonomy of the young, this speed of reasoning, I, at least, I still have a lot of difficulty with the internet, with all these things, so I often need the young to come here and help me, and I understand that I have to work with myself, that they have their time, the reasoning is much faster in this aspect than mine.

So, I have to understand that they have their time, without judging that they are being inconsequential, and I have to deal with it that way, acting.

So, I see it that way, I think that we, the older ones, need to pass on some behaviors that are more, I will not say certain, more ingested, perhaps, for the young, and also seek this lightness, this autonomy, so learn with them too, this lightness, this autonomy, so that the relationship does not get too sick, too much dispute, who rules, who does not rule, who does, who does not.

The integration of mind and heart, especially through the approach of the HeartMath Institute, is a powerful tool to improve emotional, mental and physical coherence in leadership.

Could you briefly explain the approach of the HeartMath Institute and then detail how leaders can use this methodology to improve emotional and mental coherence, providing some concrete examples of how this coherence translates into tangible results in the workplace?

The HeartMath Institute was created in 1991, and I had the pleasure of, at the time I was doing the holistic university, so at that time there was already talk of quantum physics, there was already talk of this power of the heart, of how the heart is an emotional brain, it was in 1995 that they published a book called The HeartMath Solution, which is a book that helps me, for example, with patients, with companies, in the relationship, because it shows precisely this intelligence of the heart, which are emotions such as admiration, beauty, care, compassion, so it is all these feelings that help the human being to balance in life.

And there, Saint Exupery already said, Behold my secret, a very simple secret, only can be seen well with the heart, the essential is invisible to the eyes.

So it shows that in life we have to first see with the heart, see with good feelings, that we can transmute various situations with this.

So, in this book by the HeartMath Institute, he shows that Chinese medicine, so he puts several punctuations that justify this, that traditional Chinese medicine sees the heart as the connection between the mind and the body, forming a bridge between the two.

So the heart is again there, appearing as an important actor in people's lives, not only to pump the blood, to make us live, for life and the body, but for the emotional as well, for our behavioral performance.

Then, in the book they also quote that in the heart transplant or heart implant, nerves are cut that connect you to the brain, the brain in the head.

And doctors still can't make this connection, they don't.

But as soon as they put the heart in the person's body, connected to other things, and this heart starts to beat, it automatically, as an autonomous, as your personal nervous system, the heart, it beats for the rest of your life.

And the heart, this is another thing, an incognito, but at the same time showing that it is a particular brain, it has the autonomy to command itself.

And another point that also shows is that the brain, the heart is a brain, so much so that it affects the limbic system that is in the brain, the amygdala, the cortex, the thalamus, it affects, transforms, sends messages and the brain obeys.

That is, for example, with hypnosis, we work with hypnosis, the amygdala is not this amygdala of the throat, no, the amygdala of the limbic system.

It is the organ that stores emotional memories.

So, in hypnosis, we can clean the emotional memory, while the rational one continues.

How?

I was robbed by a red car, when I see a red car, I have an adrenaline rush.

Through hypnosis, I can turn it off, the red car, the adrenaline rush, but I still know that I was robbed, do you understand?

So, the difference, what does it do?

So, look, if the heart manages, when I think, there are several exercises that we talk about, breathe with the heart, put the person in alpha, and then go down, until I put it in the hypnotic trance, you can clean the amygdala, right?

So, you start from the heart and not from reason to clean this amygdala.

So, it affects and the amygdala accepts, understand?

I command and the command is answered with the tranquility of the person who really cleaned the emotional memory.

So, these are things that prove to us the strength of the heart, how important the heart is in our mental and emotional life.

And there are many techniques, you are asking me, what are the techniques?

The Heart Master Institute itself has several techniques, which at first seem like a silly thing, that will lead to nothing, but the result is positive, right?

I even separated some techniques here that I can even pass on later, because there are several commands, those commands that I put in the book, Free Your Personal Energy, which is a Heart Master technique, to clean, to take the person to tranquility, to imagine something that she sees with admiration.

So, everything that is like this, many times we stop and think, indications that our mothers made, that our grandparents made in terms of calming down, breathing.

So, breathing, meditation, yoga, sleep, all these things, make you recharge yourself with energy to have tranquility.

So, what could the leader do inside the company?

Today, there is work gymnastics, inside the work gymnastics, there could be a yoga moment, there could be a meditation too, that at first people think it's silly, it won't lead to anything.

Try it to see, try it and you will see how much you will have a quieter, healthier life.

So, that's the way, because I think it's very difficult to give a recipe, you know?

Do this, do that.

But try to understand how much breathing is very important in emotional life, because when we are anxious, we breathe quickly.

Now, when we are calmer, we breathe in and out.

So, medicine, Ayurveda, Indian, Chinese, it is very wise to show us how to calm the body to have better productivity.

And the oriental cultures have much more development on these holistic techniques that are not so close to our western culture.

A good example too, is that in the 80s, in Japan, a new trend emerged adopted by doctors and that generated studies from there, and then practices, which is the Bath Forest, which is the bath in the forest.

And there is a book specifically about this, by one of the precursors of this technique, and that makes this immersion in the forest, this connection with nature, moving away from the cosmopolitan environment of work and everything else, reflects on several issues identified physically, such as blood pressure changes, heartbeats, not to mention emotional aspects, depression and other variables.

And they even ran some blood tests that also had interesting changes from the experiences that people had with this immersion in the forest.

I will put the link of this book also in the description of our episode.

It is very interesting for people who are curious or interested in delving into this topic.

Yes, and in 1996, Daniel Gullman created the emotional coefficient.

And the difference between the IQ coefficient and the IQ, is that the IQ does not increase, you can work with certain techniques to make the reasoning more fluid, but the level of IQ does not increase.

On the contrary, as you work with certain techniques, it increases.

So, this is what the leader must always work on, in self-knowledge and in their level of emotional coefficient, so as not to react and act according to the appropriate fact.

And the moment you increase the level of IQ, you have more self-awareness, you perceive links between thought, feeling and behavioral reactions, that is, thought, emotion, feeling and behavior.

You know that thoughts and feelings determine a decision, so you have to know how to map what you are feeling, what you are thinking, so that you can make a decision and get to a certain point.

And he makes choices too, he clarifies which is the best choice, which is the best path for me to take now, without letting the problems, the difficulties, the things take you seriously, erase the rational.

So, the moment you are clear about what you are feeling, you make better choices.

So, these are all the theoretical evolutions of what we, if you stop to think, it's obvious, right?

All of this is obvious, but we don't stop to think, many times we act or react in situations.

Still on this theme of emotional intelligence, emotional blockages can have significant negative effects on the dynamics of a team, affecting communication, productivity, well-being itself.

Before that, could you explain the six steps you propose to overcome emotional blockages and how these steps can be implemented in the practice of leadership to mitigate these negative effects?

Well, these six steps that I propose are what I had told you, which is from the Hartmess Institute itself.

What I can, I can pass on what it is, what they are.

Because one of the things they tell us is the issue of attitudes, right?

That we have neural paths, right?

With certain attitudes, certain habits.

So, we always react or act in this way in the face of a problem, in the face of a difficulty.

So, I go through the same neural path.

What is a neural path?

For example, you have a park, all grassed, and you go through, or everyone goes through the same path every day.

So, what happens?

There, grass will not grow.

And I, who have never been to the park, I see that marked path, what do I do?

I go through the same path, I don't go over the grass, right?

I already see it.

So, we already have that certain habit, the attitude that we have, we have to end up going through, without thinking, you go through, you do the same path every day.

That is, give the same answer for the same problem, right?

Instead of trying to get out of the problem, see and see the problem from the outside and say, what is the best solution?

Where can I go differently?

Because I've seen that it won't work.

That's it, it's the habit, you know?

So, what do these six steps lead to?

To you, first, get out of the problem.

There's that old saying, that if someone discovered the water, it certainly wasn't the fish, right?

Because if you're too involved with a certain problem, you end up taking the same attitudes and you can't see, see another solution to that problem.

So, the first thing that one of these six steps shows is to see the problem as if you were another person.

The problem is not yours, you know?

The problem is if I were to give advice to a friend, how would I see this problem?

That is, don't feel it on your skin, don't be involved, right?

So, it's working with your breathing, with this way to see that there are other paths for you to go, to solve your problems.

That if you take this habit of always looking for new paths, new solutions, you will be more productive, you will be happier in your choice, right?

So, it's working with your breathing, with meditation, with relaxation, with seeking to see the problem when you put positive emotions in your heart, like admiration, joy, compassion.

So, you already contaminate the problem with this vision, with this way of seeing the problem, right?

So, it's doing exercises that way.

Now, the leader himself often does not have the competence, in quotes, to do this, or thinks that this is nonsense, or doesn't value it so much.

Then it would be, perhaps, the HR of the company, or someone who came to do this type of work in your team.

So, because we are malleable, permeable, so, the moment you experience something deeply, create a new habit, create a new attitude, a new way of seeing, you start walking on other paths, you leave that vicious circle that is that track, that neural circle.

You can, through techniques, enter neuroscience, enter biodance, enter knowledge from all sides.

Today, quantum physics shows how much our coherent thought and feeling creates our reality, right?

So, these are things that are out there.

There's no way, there's no cake rule, cake recipe for the leader to make.

There is this clarity that neural paths can change, so, attitudes can change too.

The dynamics and the exercises that you practiced with these teams are a way of restructuring these neural circuits, right?

Always evolving to the best version.

Very good.

Excellent.

Ana Rita, we have now arrived at PingaFogo.

There are three questions I ask all the guests.

First, what are the virtues of a successful entrepreneur?

Well, a successful entrepreneur, first, from my point of view, has to dream.

He has to have a bigger goal, something that drives him on this path of entrepreneurship.

Entrepreneurship, in itself, is already a little threatening, because you have to put energy, money, several things to get to a point.

So, he has to be driven by a dream.

Then, he has to decide to buy that dream, get there and say, no, I'm going, I'm going, it's going to work, and plan the best path.

And then act, and act persistently, because many times it will not be the first time that he will not be able to do it, nor the second, nor the third.

He has to be resilient.

And I believe that the entrepreneur who has persistence and resilience, he is the one who will be successful.

What differentiates dreamers from doers?

Well, that's interesting.

Because the doer does a lot for pleasure, from my point of view.

I see it this way, I love a broom and a sweeper, if I left my broom all over the world.

For pleasure to see it clean, to see it done.

And the dreamer is more, let's say what?

He is superior to the doer, because his pleasure is not just sweeping.

His pleasure is up front, to see the world cleaner, to see things happening better, to see people taking care of this world.

So, it's another way.

I'm kidding, because in this NGO where I'm part of, many times I invite them to sweep the square.

The young learners, the boys, will sweep the squares, sweep the wind, and so on.

I say, look, whoever has swept the square one day, will never throw a piece of paper on the floor again.

So, it's a dream, it's a dream to educate, to seek.

So, it's different from pleasure there in the moment, than what you're aiming for up front.

And the last one, what is design?

Well, design for me is planning.

It's getting a dream, we're talking about a dream, and we plan the way to achieve that dream.

Very well.

We now enter one of our most appreciated sessions, which is the reading indication.

What books have impacted your career?

Well, let's go.

I made a column here.

The first one was this one.

Where do I get?

Right?

Memories, Dreams and Reflections, by Jung.

Why?

He's from the publisher Nova Fronteira.

Because it's a book that has to be tasted, that I've never seen.

It's an emotional honesty that makes us even jealous, you know?

Because we can't do that many times, to have that emotional honesty.

And it's important to have clarity, because Jung wrote this book five years before he died.

And then he invited Aniela Jaffé to help him organize the book.

And it's a delicacy, an emotional honesty, that makes you want to read it several times, all the time.

In his relationships with his father, since his childhood, the relationship with his mother, his wife, with the patients, with Freud's peers.

So, it's very beautiful, very beautiful indeed.

It's a great header too.

The other book couldn't be left out.

It's this one, Heart Mass.

This Heart Mass is by the creators of the Heart Mass Institute, in 1991, and it was written in 1995.

But this book is very difficult to find.

You find it in Cebu sometimes, because it exists in English.

Then it's easier, for sure you'll find it.

But in Portuguese it's very difficult.

And it's also a book that's kind of a savior for me.

When I'm stuck with a patient, sometimes I don't know which way I'm going, I pick it up and read, read, read, until I find the key.

Of how I'm going to get to that person.

So, it's an unmissable book, especially for a psychologist and therapist.

The third one is kind of controversial.

I don't know if you know it.

Power and Strength, by David Hauck.

It's a book that shows, through studies, the level of hertz of emotions.

He calls it the map of consciousness.

I have it here, which is very interesting.

So, he says, for example, that shame has 20 hertz.

You're almost standing still in the world, with that energy.

And then you go up to apathy, sadness.

Sadness has, for example, 75 hertz.

You're still standing still.

Until you go up to more delicate emotions.

Which will be courage, which is already 200 hertz.

Acceptance, 310 hertz.

And then it goes up to enlightenment.

We don't need to get to enlightenment.

But it's 700 to 1,000 hertz, in enlightenment.

But we can get to joy, which is 540 hertz.

So, why work on joy, compassion, joy, these things?

For you to have the energy, even, to live, to do, to produce.

And one of the things, every time you get the book, because it's not a book for you to read all the time, you pick it up to look for a situation.

And last night I went to look for an interesting situation in it, and look what he says.

The issue of addiction.

Look how interesting.

Addiction is not by the substance itself, right?

But you use, for example, alcohol, or marijuana, or cocaine, for you to level up.

So, you have the experience, look at this guy's wisdom.

PHD and everything.

But you have the experience of even enlightenment.

At the moment you use a psychotropic, a cocaine, or whatever.

So, you have the experience of a level, in terms of hertz, of enlightenment.

But you're there in sadness, you're down there, got it?

You're down there.

So, you use this experience, and it's this experience that you want.

It's not the substance, the psychotropic itself, but the experience that you're addicted to.

Excellent.

And to make it easier for everyone to access, we made the links to these books available directly in the description.

In addition, I invite everyone to explore our book section on the podbrand.design website.

There we have a curatorship with more than 250 books recommended by our guests.

Be sure to check the link, which is also found in the description, including the books by and co-authored by Ana Rita.

Excellent list of indications.

Very good.

I was very curious.

Intellectual curiosity, the one that activates the desire, the will to go after knowledge.

And I'm an enthusiast of knowledge, I'm definitely going after it.

That's good.

Going to the end, I also bring the question from Luciana Mitri, who is the idealizer of the program Inspiring Entrepreneurial Women, and who was recently on the podbrand.

She formulated this question without having any idea that you would be the next guest, which caused me a certain surprise.

When you think of entrepreneurship, when you talk about entrepreneurship, do you think of a man or a woman?

I think of a woman, because I put myself in the place.

To be honest, I don't think I'm an entrepreneur.

I think I'm more of a dreamer than an entrepreneur.

I live a lot in my little corner, in Minas Gerais, you've seen it, right?

And if you could ask our next guest a single question, what would it be?

Well, I thought about it a lot.

Look, we're going through very difficult times all over the world, right?

And I would ask how you have dealt with the inversions of world values.

Very good.

It requires a lot of reflection, deep introspection to reach a sensible conclusion, right?

The world is really very transformed.

Very crazy, right?

Very, very crazy.

Very well, Anahita, it was a great privilege to have you with us today on the podbrand, to have your insights on leadership, emotional transformation.

They are truly valuable.

I thank you very much for sharing your expertise with us, enriching our understanding of the great discipline of leadership.

Thank you from the bottom of my heart.

I am immensely grateful for the opportunity to be able to share what I think.

Thank you very much and see you soon.

See you soon, then.

To continue being inspired and exploring more stories of transformation and growth, visit our website podbrand.design.

You will find all the episodes and the book coverage recommended by Anahita and by all our guests.

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See you in the next episode, here on the podbrand, the Design Podcast.

See you in the next episode, here on the podbrand, the Design Podcast.

See you in the next episode, here on the podbrand, the Design Podcast.

See you in the next episode, here on the podbrand, the Design Podcast.

See you in the next episode, here on the podbrand, the Design Podcast.

See you in the next episode, here on the podbrand, the Design Podcast.