Today we’d like to introduce you to Ainka Joy Fulani

Hi Ainka Joy, please kick things off for us with an introduction to yourself and your story.

When I first started my coaching practice in 2008, there was outside insistence that I could not work with people, mind and body, I was often told that I needed to choose one focus area. However, I knew from my own experience and what I had observed in others that there is an undeniable interconnectedness of physical and mental well-being. I worked hard to study and learn as much as possible about offering an integrated approach, despite industry norms at the time.

Interestingly enough the wellness and coaching industries began to embrace this holistic perspective, as evidenced by organizations like NASM incorporating wellness and mindset coaching into their offerings. My commitment to supporting clients with an integrated approach eventually aligned with industry trends, illustrating the value of staying true to one’s convictions and the potential to influence industry standards.

Would you say it’s been a smooth road, and if not what are some of the biggest challenges you’ve faced along the way?

Working with individuals is tremendously rewarding and I will always want to partner with people to work with them on navigating their journey. And it can be difficult at times and in certain environments, to be self-aware and self-assured and interested in continuous growth. That is part of how I came to working with organizations – it seemed unkind to send people back into largely dysfunctional teams or organizations without offering some additional support.

With that said, ever since the Global Pandemic many organizations have pulled back on those initiatives that may seem like “extra” even when there is evidence that investment in culture and climate creates environments that result in greater productivity, individually and collectively. I am eager to get back to working on a larger scale within organizations, in order to have a greater impact. While I am not a large consultancy, I offer a set of experiences and perspectives that are not so easy to find. And my approach, “lovingly demanding,” as clients have called me, makes many things possible – including, yet not limited to, what I like to call “professional intimacy,” that often creates an environment where people are able to do some of their best work.

As you know, we’re big fans of BreakThrough Coaching. For our readers who might not be as familiar what can you tell them about the brand?

Creating BreakThrough Coaching was an opportunity for me to combine multiple skills and experiences that all are at their essence about growth and development. I’ve held various leadership positions in a wide array of industries. I received my undergraduate degree at UC Berkeley and my first graduate degree at The Wharton School at The University of Pennsylvania and at both I received and excellent education. I’ve worked for many global companies and been given stretch and challenging opportunities. I’ve worked in high supportive environments for some great managers and in toxic workplaces with and for people that I wouldn’t interact with if I did not have to. Much of the above is not unique to me.

Yet, I grew up in community of political, academic, social and cultural activists. At a relatively young age I was door knocking, fundraising on the streets of NYC and participating in improvisational performances. This is largely what shaped my belief that we all have the capacity for unlimited growth. It is where I learned that life is an improvisation, despite the need and benefits of planning and preparation. Repeatedly I witnessed and was a part of things, created by the coming together of diverse people, with common goals accomplish things that some thought were impossible. And I was poured into as a young person by people who valued and worked hard on bringing their whole selves to the whatever they did.

For example, when I worked on Wall Street as a Diversity Recruiter, a job that was created as a result of a class-action lawsuit, I treated that as an opportunity. How many people could I touch and educate about a career in finance who might never have otherwise thought of it as possible for them, and if desired, how could I help them bridge their education, experience and personal goals with that of the organization’s goals? That’s what I really did – professional match making. And I counseled and advised candidates. I was always direct and honest, because the way I was raised that is a sign of respect and an investment in someone.

For example, when I worked at Sprint and managed the lowest performing retail stores in the country with an eye on improving their performance or recommending that the locations be closed I would regularly meet with employees at all levels, as a Regional Manager, and get to know their likes, dislikes and goals, so that I could support them at Sprint or elsewhere. And I demanded of the young managers that they do more than anecdotally run the business – they had to become proficient financial and operational professionals, even if no one had ever asked them the types of questions I did when they didn’t meet their KPIs (key performance indicators.) And I would be there in a crisis, like bailing out water in the days leading up to Christmas in a store on the Upper West Side of Manhattan, me and the store manager.

For example, when a growing non-profit organization came to me seeking guidance around equity and inclusion after meeting with all the team members, I advised them that before they could productively get to the elements of equity and inclusion that needed to be addressed, they would have to manage some of the “growing pains” of success and their rapidly expanding organization. They needed infrastructure around policy, process, operations and human resources in order to have a foundation of consistency and fairness, that would benefit all. They would need to address some of the inherent conflicts in having a multi-generational workforce during an unprecedented crisis of a Global Pandemic. I coached numerous members of the Executive Team, including the Founder/Executive Director, facilitated trainings and connected them to other professionals to help support their needs.

Every example above included technical savvy, yet more importantly emotional intelligence. I often assure people that I am clear on my scope of practice – my Mama is a psychologist, I am not – that doesn’t mean there might not be tears and it certainly doesn’t mean that I am ill equipped to handle them!

We spend so much of our lives at work or navigating the rest of our lives based on work, how could it not be emotional? And I have been told that I have a unique skill for creating those types of environments where “real talk,” can occur and tangible outcomes are made.

Where do you see things going in the next 5-10 years?

In this current climate, it is unclear what the world of work will bring in the next 5-10 years. The pendulum continues to shift between employees then the employers having the upper hand. We still have a very multi-generational workforce and Sheler-in-place had significant impact on the skills and desires of many, many people.

While I can’t say what will specifically unfold, I do believe that those who are prepared to be creative, vulnerable and collaborative will likely reap the greatest personal and professional rewards.

Contact Info:

• Website: https://www.RealizeYouCan.com
• Instagram: @RealizeYouCan.com
• Facebook: https://www.facebook.com/RealizeYouCan/

Image Credits

Melina Meza