Entrepreneurship Helped Me Recognize Pressures I Later Observed in Others
When I opened my dance school, I started a highly demanding business without truly knowing what entrepreneurship involved.
During the most stressful periods, I sacrificed my self-care. I once went almost two days without eating, perfectionism took over, and I found it extremely difficult to delegate. At the same time, I lived with the constant insecurity of not knowing whether I was doing things correctly.
I especially remember discovering that I had failed to obtain the required operating license. Resolving it became a complex problem—and, in my mind, a catastrophe. I could not stop crying. I felt like a failure and imagined that the school would be shut down, that I would let my students down, and that everything would descend into chaos.
In the middle of that drama—and it truly was one—my father asked me a very simple question:
“What are you going to do?”
The question did not solve the problem, but it forced me to step outside the catastrophe for a moment and begin thinking about a response.
I realized that when we allow stress and the complexities of adult life to consume us, our ability to reason and look for solutions can diminish. Learning to preserve a sense of inner calm amid external chaos has taken years of experience, study, and practice.
Later, after becoming certified as a coach and beginning to work with people in professional settings, I recognized many of the same patterns: stress, fear, insecurity, difficulty delegating, disconnection from oneself, and even an inability to rest.
What I had experienced as an individual struggle was also a reality shared by many people in the workplace.
Entrepreneurship did more than teach me how to build a project. It helped me understand the importance of finding calm so that we can regain clarity, make decisions with considered judgment, and act according to our values and principles.
Supporting Others Gave My Work a Deeper Purpose
One of the things I find most meaningful about coaching is witnessing how a person changes throughout the process.
During their first sessions, some people arrive trying to make themselves smaller. Their posture reflects fear, they speak with uncertainty, and they doubt their own abilities. As the sessions progress, they begin to sit more upright, express themselves with greater ease, and trust themselves again.
They also begin to trust others, communicate more effectively, and make decisions based on what they truly need—not solely on fear or social expectations.
Witnessing this change is difficult to describe. Receiving their gratitude is deeply fulfilling, but I always try to remind them of something: I can offer questions, information, and tools, but the achievement of recognizing and using their own resources belongs to them.
To me, supporting someone does not mean solving their life for them. It means creating a space in which they can regain perspective and the ability to make their own decisions.
The experience transforms me as well. It encourages me to continue working on myself, studying, and exploring new tools that can strengthen my practice and benefit others. Supporting people means growing alongside those who place their trust in the process.
That is where I found a deeper purpose in my work.
From Individual Change to an Impact on Teams and Organizations
When people learn to respond to pressure with greater calm, the change does not remain solely within them. It begins to appear in how they listen, communicate, make decisions, and relate to others.
Working from a place of calm does not mean avoiding problems or remaining passive. It means not allowing ego, fear, or the need for control to direct our actions automatically.
Conflicts stop being perceived solely as threats and can begin to be approached as challenges that require dialogue, learning, and collaboration. We also recognize that we do not have to solve everything alone and that our professional relationships can complement our abilities.
Leadership does not belong exclusively to the person at the head of a team. Although one person may have the formal responsibility to lead, every team member can contribute initiative, knowledge, and leadership toward a shared objective.
This change can begin with very simple practices: pausing before a meeting, clearly defining its purpose, establishing a structure, giving everyone an opportunity to participate, and pausing again if tension begins to take over the conversation.
Individual work can positively influence a professional environment, but we cannot place the entire responsibility on one person. If an organization continues to reinforce urgency, fear, or excessive demands, sustaining individual change will be difficult.
Teams also need to work collectively on their development. This means improving communication, establishing boundaries, and taking responsibility for behaviors that affect others. Not everyone will be ready to change at the same time. Even so, the organization must protect the conditions that allow people to collaborate respectfully and address dynamics that repeatedly harm the team.
This is why I chose to work with people and organizations. I believe in individual potential, but I also believe in its ability to extend into teams and workplace culture.
My vocation did not emerge from always having all the answers. It emerged from needing to find a different way to face pressure—and from experiencing how much can change when we regain calm, clarity, and considered judgment.