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We need enlightened leadership now more than ever to address major challenges like environmental deterioration. Leadership cannot come just from government - individuals must step up as leaders guided by their own soul.
Everyone has the potential to be an inspired leader by drawing on the wisdom and guidance of their soul. This type of leadership comes from within, not from seeking followers.
Traditional definitions of leadership exalt power and personal charisma, but these don’t guarantee good outcomes. True leadership requires responding to needs from higher spiritual levels with vision, creativity and unity.
An inspired leader is a “successful visionary” - they manifest their soul-guided visions into tangible realities that benefit all. Sustainability is key.
The soul is seen as an expression of a universal field of consciousness we are all connected to. At the soul level we have qualities like creativity and love essential for leadership and creation.
The time has come to try a new approach to leadership guided by connecting with one’s inner soul or true self beyond ego and reason alone. This book aims to provide insights for everyone to develop as an inspired leader.

The passage discusses leading from the soul or with a visionary leadership approach. It presents an acronym L-E-A-D-E-R-S that outlines the key aspects of defining a vision and bringing it to fruition. These include looking and listening with impartiality, emotional bonding, awareness, action, empowerment, responsibility, and harnessing synchronicity.

It then discusses two real world examples of ordinary people, Jeremy Moon and Renata M. Black, who became successful visionary leaders through following this approach. Their stories illustrate how looking and listening, emotional awareness, and other principles played a role in their success.

The passage argues that leading from the soul is a viable choice that can bring practical success. It also notes that in doing so, material success may take a backseat to personal discovery for the leader.

Overall, it presents leading from the soul or with a visionary approach as a map for effective leadership that is grounded yet also taps into higher purposes and potentials when guiding individuals and organizations.

When starting your career, focus on passion, core values, and dedication to a purpose. Successful visionary leaders begin with these elements.
External advantages like wealth, education, connections don’t guarantee success. Internal factors like passion and values are more important.
Leaders must develop vision through deep looking and listening at four levels: body/observation, mind/analysis, heart/feeling, soul/incubation.
Gandhi is used as an example of how looking at an unjust situation through all four levels led to his vision and civil disobedience strategy.
Leaders connect their inner perception to the outer situation by incorporating intuition, insight from the soul alongside analysis.
To find your true purpose, connect with your soul. Formulate a single sentence mission statement expressing your life purpose, then refine it to a single word. Purpose comes from giving of your true self from a place of soul connection.

So in summary, the key is developing vision and purpose through deep looking, listening and connecting with passion, values and soul to find your true leadership potential from within. External factors are less important than internal drive and vision.

Here are the key points from the passage:

Develop a Soul Profile by answering questions about your core values and purpose. This reflects who you are at a deep level.
Develop a Personal Vision by completing sentences about the type of world you want to see and your role in it. This reflects your deepest intentions and goals.
Merge the Soul Profile and Personal Vision into a concise Mission Statement that summarizes your overall purpose and motivation.
To be an effective leader, you must understand the needs of the group you are leading. These universal needs range from basic safety and security to higher needs like creativity and spiritual fulfillment.
Different situations call for fulfilling different needs. A good leader can accurately assess the prevailing need(s) in any given situation.
Good listening skills are crucial for understanding others and the situation. Traits of a good listener include not interrupting, showing empathy, observing body language, offering self-disclosures appropriately, and understanding context.

The key takeaway is that developing clarity around your own values, vision and mission is the first step to soul-centered leadership. But to apply that vision effectively, a leader must be attuned to the dynamic needs of the group and be a skilled listener.

Here is a summary of the key lessons from the passages:

Effective leadership requires looking and listening on four levels - body, mind, heart and soul. It involves understanding others’ needs and perspectives beyond just words.
A leader must be responsive to others’ hierarchy of needs, from basic needs like safety and security to higher needs like creativity and spiritual fulfillment.
Visionary leaders form lasting emotional bonds with others by taking a personal interest in them, sharing themselves, and avoiding toxicity like anger or aloofness.
Developing emotional intelligence is important for bonding, including being emotionally free of resentment, taking responsibility for one’s feelings, and finding perspectives beyond one’s own emotions.
When emotionally bonded, people want to be in the leader’s presence, serve them, perform at their best, share in their vision and participate in their success in an inspired rather than fearful way.
Emotional bonding comes from high emotional clarity, expressiveness and responsibility, not being overly personal or “touchy-feely”. It allows others to be comfortable and energized.

So in summary, the passages discuss the importance of look, listening, responding to needs, developing emotional bonds through clarity and intelligence, and how this allows for true inspiration and motivation in leadership.

Children can sense each other’s emotions and thoughts without words through biological mechanisms that remain into adulthood, allowing people to connect emotionally on a deep level.
Shared enthusiasm is most effective when the leader frames successes as benefiting all people, not just themselves. Authentic caring for others involves truly listening to understand their perspectives.
Strong relationships are built on shared interests and seeing others as equals. Leaders must sometimes step out of their roles to connect with people on a personal level.
The best leaders reinforce others’ strengths, provide sincere praise for specific accomplishments, and boost people’s self-esteem by helping them feel appreciated and that their work has value and purpose.
Nonviolent communication, respecting different views, and negotiating from a place of understanding people’s feelings rather than ideologies can help resolve conflicts.
Seven common situations that can arise and the emotions underlying unmet needs in each situation are discussed, along with strategies a leader can take to fulfill those needs through emotional connection and support.

The passage discusses the power of emotional bonds and connections. It tells a story of how a woman, the author’s mother, lifted her own sense of self and inspired reverence in others when the prime minister of India tossed her a single red rose from his motorcade.

The key lesson is that inspiring love and loyalty in others is what visionary leaders do. While political greatness is rare, most people have opportunities for leadership at work. Workplaces often lack emotional intelligence. However, one does not need to be a national leader to improve this - anyone can heal situations and lift others’ spirits.

Meditation, developing spiritual intelligence and being in touch with inner peace, love and compassion allow one to naturally extend positive states to others. At the soul level, everyone is already united. A leader from this place helps others see and feel this connection. Building emotional bonds through understanding others’ emotions, appreciating their strengths and bringing positivity is how one can transform human nature and exemplify “the light” or spiritual guidance.

The passage provides guidance on how to strengthen relationships with people you care about through developing emotional intelligence and bonding. It recommends finding something small each day to forgive the other person for without telling them, in order to let go of resentment. It also advises being sincere but not overdoing gestures, with the aim of improving communication rather than trying to be right.

Developing emotional awareness allows one to fix relationships rather than just tolerate problems or walk away. As a leader, it’s important to find ways to resolve issues through understanding different emotions. Overcoming isolation through empathy leads to shared joy. The key is closing emotional distance to prove that bonding has fruitful outcomes. With practice, unhealthy patterns can be replaced with valuing emotional connections for their own sake rather than just personal benefit.

This passage discusses how to raise the consciousness level of a group by addressing seven different attributes of consciousness in order - centeredness, self-motivation, coherence, intuition/insight, creativity, inspiration.

For each level, an exercise is proposed to cultivate that attribute. For centeredness, centering practices like breath awareness are suggested. For self-motivation, identifying and utilizing individual strengths. For coherence, pairing people and having them support each other. For intuition, sharing something personal to build understanding. For creativity, assessing the environment and freedom for new ideas. For inspiration, identifying role models to emulate qualities from.

The goal is to build on each step, developing each attribute in a cumulative way to ultimately bring the group to a place where members feel truly called to their purpose and pulling together. Regular check-ins and feedback are recommended to evaluate progress. Overall it’s about unfolding higher states of consciousness through practical group exercises focused on different aspects of awareness, motivation, connection and vision.

The passage discusses how awareness can transform individuals and help them overcome difficult challenges. It uses Nelson Mandela’s life as an example. Despite facing extremely harsh imprisonment and oppression, Mandela was able to emerge a transformed leader through cultivating his awareness.

The key lessons are that expanding one’s awareness through practices like meditation allows one to meet the needs of others from a place of higher consciousness. Awareness has qualities like insight, nurturing and transcendence that can help one rise above personal desires and difficulties.

It proposes a program for cultivating awareness that includes stopping struggling, listening to one’s inner voice, meditating to reach the core of awareness, testing boundaries, remaining centered, looking beyond beliefs, gathering diverse information, having clear intentions, and valuing inner peace. Even small steps in this program can help expand one’s awareness and abilities to handle challenges. The ultimate goal is a state of complete liberation and enlightenment.

Action is required to bring a vision to life. As a leader, it is important to identify the right role and take action accordingly while keeping vision and action compatible.
Doing changes when you lead from the soul. It becomes “non-doing” which allows your soul to act through you effortlessly and brings the best possible outcome. Your role is to tune in and witness how life organizes itself when led by the soul.
Five keys to effective action as a leader are: be action-oriented to energize others, act as a role model, commit to feedback, be persistent through setbacks, and take time to celebrate achievements along the way.
Actions must come from a place of authenticity and integrity to reach people at a deeper level - through the head with rational messages, the heart with emotional connection, and their lives with leading by example.
As a visionary leader, the goal is to build not just a competent team but recruit others to your mission by demonstrating commitment through specific promises of investment like time, attention, energy and support. Authenticity and integrity are paramount.
The passage discusses different roles a group leader may need to take on in various situations: Protector, Achiever, Team Builder, Nurturer, Innovator, Transformer, and Sage/Seer.
It describes the key actions and responsibilities of each role, and qualities the leader should model.
Successful leadership requires flexibility, but some inner values cannot be compromised, like confidence, impartiality, empathy, curiosity, moral vision, and connection to a higher power.
When taking action, the leader should be decisive and strategic. Three potential approaches are described - following procedures strictly, taking direct control in the field, or delegating widely and improvising.
The most effective leaders throughout history embodied all seven roles through their ability to take the right action in each situation. With strong inner values and strategic decision-making, a leader can guide their group successfully.

This leader consciously chooses to act from a place of awareness and understanding beyond their own perspective. They try to grasp situations from multiple viewpoints before deciding on actions. Their intelligence comes from pooling as much information and intelligence from the group as possible, rather than relying solely on their own abilities.

They avoid two pitfalls - ego, by not seeing themselves as the sole authority, and lack of outreach, by tapping into intelligence from all people. Their actions symbolize and fulfill the group’s purpose and vision. They set measurable goals, get agreement from the group, share progress, and set timelines.

This approach stems from “nondoing” or letting life unfold naturally rather than struggling. They trust that consciousness/the soul has organizing power, creativity, drives growth, and brings order. They allow these principles to act through them by letting events fall into place, expecting the unexpected, trusting in growth, and seeing order emerging from apparent disorder. They avoid excessive control and rigid plans that can block the soul’s influence.

The passage discusses the concepts of “doing” and “nondoing” or allowing. Nondoing refers to letting your soul guide your actions and reveal what is needed in each moment, rather than trying to plan and control every step.
True leadership comes from embodying the truth that your soul wants to take care of you completely. From a place of nondoing, your actions serve the highest purpose and well-being of others.
As a leader, making right decisions is important. You can increase the likelihood of right decisions by being more self-aware and checking if the decision feels fair and honest. You should also postpone decisions if you feel internally unclear or blocked.
The passage discusses the dual nature of power - it is necessary for vision and goals but also brings problems. It identifies four principles of how power typically works (accumulates, leads to rise and fall, corrupts, is exceptional) and says a conscious leader can reverse these principles by approaches like finding transpersonal power, grounding in being, integrating one’s shadow, and empowering others.

So in summary, it discusses the spiritual approaches of nondoing, decision-making from awareness, and consciously working with power in a way that doesn’t corrupt or divide people.

The passage discusses different forms of leadership power - personal/ego-based power versus transpersonal power.
Transpersonal power comes from embodying qualities that everyone desires, like trust, compassion, stability, and hope. This inspires others rather than making them feel threatened.
It provides tools for building each of these qualities, like honesty and empathy. Drawing on universal human desires shifts power from personal to transpersonal.
It also discusses making power permanent by drawing from one’s being/soul rather than seeking position. True power comes from within and is therefore limitless and stable, unlike ego-based power which rises and falls.
Three types of leaders are contrasted - a doer who relies on activity/connections, a thinker who relies on ideas, and a unifier who draws others together through shared values/purpose. The unifier’s power is the most permanent.

So in summary, it discusses reversing ego-based ideas of power accumulation and impermanence, in favor of transpersonal power drawn from values like trust, compassion etc. and from one’s inner being, which is the most secure form of leadership.

The passage discusses different types of leaders and their potential “shadows” or darker sides that can emerge if not balanced. It focuses on becoming a leader grounded in “being” rather than doing or thinking.

A leader grounded in being remains calm and peaceful during crises because they are not attached to outcomes. They allow events to unfold naturally while also taking action when needed. This makes them effective visionaries as they are guided by their soul rather than personal desires.

To encourage this state of being, the passage advises checking in internally before decisions, acting with calm certainty, trusting in guidance and connections to one’s higher self, resolvings resistance peacefully, balancing engagement with detachment, and identifying with larger purposes rather than details.

It then outlines potential “shadows” that leaders focused on protection, achievement, team-building, nurturing, innovation or transformation could fall into if not self-aware. These include tendencies toward tyranny, addiction, conformity, judgment, solipsism and despair respectively.

The key is recognizing one’s own shadow tendencies to avoid corruption. Integrating all aspects of one’s personality, including “light” and “dark” sides, allows one to lead from a place of wholeness rather than internal conflict. Sages and seers are said to have transcended their shadows through self-knowledge and acceptance.

The passage discusses integrating one’s “shadow self” - the negative or undesirable parts of oneself like anger, envy, etc. It says these feelings are natural and part of being human, and trying to suppress or deny them will only make them stronger.

It recommends becoming aware of one’s shadow side, accepting it as part of oneself, forgiving oneself for having flaws, and taking responsibility for one’s feelings instead of blaming others. When negative emotions arise, one should feel them in the body and allow them to resolve on their own through quiet reflection. Over time, all fears and insecurities can be released in this way.

It also says not to keep one’s shadow side hidden, but to find someone to discuss it with openly. Working on integrating each negative aspect gradually is easier than confronting all at once. The goal is full integration of all parts of oneself, both good and bad.

The second passage discusses empowering others by helping them connect with their inner strengths and potential. It provides a list of 21 strengths one can look for in others. The key is identifying each person’s strengths and giving them opportunities based on those strengths. Empowerment is about sharing power equally and believing all people have a right to access their innate abilities. A leader’s role is to inspire and guide others to connect with their inner resources.

Here is a summary of the key points about MENT from the passage:

Leading from the soul means empowering and evolving yourself and others. The goal is transpersonal power that comes from within the soul, not personal power over others.
To develop power at the soul level, know your strengths and help others discover theirs. Express the wholeness of your soul to find strength from your being, not just ego.
As a leader, take responsibility not just for the group’s needs but for everyone’s personal growth, including your own evolution. Guide others by evolving yourself across eight areas of life.
Your top priority should be evolution. Never act in a way that lowers others’ self-esteem. Examine and modify beliefs as you grow. Responsibility rests lightly when you continue growing.
There are eight areas of responsibility as a leader: thoughts, emotions, perception, relationships, social role, environment, speech, and body. Taking responsibility fosters your own nurturing and evolution.

So in summary, MENT focuses on leading from the soul by empowering and evolving yourself and others through transpersonal power and responsibility across multiple dimensions of life. The goal is personal and collective growth.

The passage discusses how thoughts, feelings, and perceptions seem automatic but we actually have more control and responsibility over them than we realize.
With discipline and awareness, we can train our minds and untrain negative patterns related to thoughts, feelings and perspectives. This allows our souls to unfold more positive, evolved responses.
We are responsible for noticing our thought and emotional patterns and guiding ourselves to healthier responses rather than acting on impulses like fear, anger or doubt.
Limiting beliefs censor possibilities and block our futures. We can adopt more expansive, evolutionary beliefs that see problems as growth opportunities and believe in our ability to positively impact change.
Relationships require taking responsibility for our own part and changing what we can when things aren’t going well, rather than waiting for others to change. We must become self-sufficient rather than need others to complete us.

So in summary, the passage discusses how we have more control and responsibility over our inner experiences and outward perspectives than may seem, and provides guidance on adopting more conscious, expansive mindsets and behaviors.

As a leader, building relationships is crucial but difficult. All people are shaped by their relationships, past and present.
When relating to others, focus on shared positive values rather than biases. Treat people equally and avoid making others feel wrong. Increase others’ self-esteem through validation and encouragement.
Leaders have responsibility to society through voting, volunteering, charity giving, and social networks. “Social contagion” spreads influence between people in networks, so choose networks promoting positive ideals.
Leaders shape the environment and atmosphere through their mood, memory, expectations, and perception. Examine how these subjective factors influence how you see situations. Your feelings and past experiences subtly but powerfully shape your present reality. As the observer, you project qualities onto others and the world.

The key messages are that relationships, social networks, and one’s immediate environment are all influenced by a leader in invisible but meaningful ways. Self-awareness of subjective biases is important for taking responsible leadership of relationships and situations.

The passage suggests that one possibly perceives everything, as perception creates reality at a deep spiritual level. Everything we experience, from regulating our organs to encountering other people, is potentially created by our perception and participation.
Dreams are used as an analogy - in dreams we create and participate in the entire experience through perception alone. Some spiritual traditions hold that external reality works the same way - the brain that creates dreams also creates waking experiences.
If this is true, there is no difference between something as internal as regulating our liver and something as external as encountering a stranger. Our soul potentially perceives and participates in all things through perceptual creation.
However, the passage notes this may sound unbelievable, so it’s not insisting one must make this “spiritual leap.” The advice is to keep testing whether the situation is potentially a creation of one’s own perception, as exploring this deeper may be convincing.

So in summary, the key point is that perceptual creation of reality is possibly how spiritual traditions see our participation in and experience of all things, from internal organs to external encounters, but testing this deeper idea is not required if it does not yet seem convincing.

Here are the key points from the passage:

The soul’s purpose is to raise the consciousness of the group. Leaders can help fulfill this purpose by aligning their behaviors with their soul’s desires and evolving consciously.
Ten behaviors are listed that help with conscious evolution: facing problems early, prioritizing group needs, taking responsibility, being confident in others, being generous rather than taking, being open to information, and committing to truthfulness.
Evolutionary behavior cannot be forced but must be cultivated naturally through intuition and guidance. Destructive behavior weeds out bad leaders through failure.
Synchronicity is the key support provided by the soul. It involves meaningful coincidences and miracles that help fulfill one’s vision. Successful visionaries rely on synchronicity and expect miracles.
To access synchronicity, one should regard it as normal, look for hidden messages, go where guided, be present, understand harmony of conflicts, encourage unity over division, and align with “I am the world” belief. This upgrades one’s life from the normal to the miraculous.

The passage discusses how to understand and accept conflicts and apparent opposites from a spiritual perspective. It argues that from the soul’s viewpoint, explicit enemies are actually implicit allies that depend on each other to exist. Conflicts in nature like predator and prey exist in a harmonious balance.

It warns against labeling certain experiences as unacceptable based on rigid beliefs and value systems. This can limit receptivity to life’s lessons and the soul’s messages of openness and non-judgment. People who experienced trauma may unconsciously define themselves through that trauma by clinging rigidly to what they will “never do.”

To be more open to the harmony of contained conflicts, the passage recommends taking the long view and having faith that all experiences, even the worst things in one’s past or present setbacks, will ultimately benefit you. It’s about going beyond good and evil labels to see the larger whole that embraces and contains all opposites in a state of balance and wholeness. The soul deals with eternal conflicts by transcending the battle rather than engaging in it.

Realize that everyone is doing the best they can based on their current level of awareness and consciousness. It can be difficult to accept others’ behaviors you disagree with, but trying to understand their perspective can help.
Nature balances creation and destruction at all levels. Embrace this full cycle rather than just one aspect of it.
Fight for causes you believe in, but do so without polarizing or vilifying others. Seek to understand different perspectives and find common ground through respectful negotiation before conflict.
Encourage unity and bringing people together rather than emphasizing divisions. Reconcile opposites through compromise and see some good in all sides of an issue.
Everyone has inner divisions and doubts, which get projected outward. Heal your own divisions to radiate self-worth and compassion for others.
Drop narrow labels and identifications in favor of seeing yourself and others as part of a whole tapestry of life and consciousness. Real freedom comes from embracing different people and ideas outside your typical circle.
Align with the belief that “I am the world” to affirm your inherent interconnectedness and act from your spiritual nature rather than defenses. Liberation comes from openness to all experiences.
The reporter described Icebreaker’s headquarters as having a youthful and casual vibe, while founder Jeremy Moon came across as energetic and passionate. However, beneath this image was a serious rethinking of how a company should operate and what it should stand for.
Jeremy grew the company by making every step of building it a personal journey. His vision unfolded first in his mind and then through practical business steps.
As a young man, Jeremy had a life-changing experience trying a merino wool shirt from a farmer. This inspired his vision for Icebreaker, using New Zealand’s merino wool to create sustainable clothing.
Icebreaker started as just Jeremy’s dream. Through hard work, perseverance, and learning from others, it grew to be a globally successful brand focused on using natural and biodegradable merino wool in an ethical way. Jeremy’s initial inspiration remains core to Icebreaker’s mission.
In 3 years, Icebreaker will likely continue growing to become a billion dollar global leader in sustainable clothing. Maintaining a vibrant company culture will be important as it scales.
Strategic issues to address include continuing growth while preserving culture, sourcing more sustainable materials, and strengthening brand alignment with environmental/social goals.
Leadership requires asking deep questions about purpose, society, and consciousness. It’s about developing a expansive view and determining right action.
Icebreaker’s success is built on relationships - with suppliers, retailers, customers. Transparency through programs like Baacode build emotional bonds.
Maintaining a creative, purpose-driven internal culture where people feel they contribute is critical for long-term commitment and morale.
Early empowerment of managers was key for accelerated growth as the founder learned to delegate and shift power within the organization.
Responsibility means taking calculated risks toward ethical growth, and balancing work/life to lead a rich, harmonious life.
Synchronicity and being open to new possibilities while declaring one’s soul’s desires can enhance creativity and inspiration when linked to personal meaning and purpose.
Renata M. Black is the founding director of the Seven Bar Foundation, a social enterprise that uses profits from luxury lingerie sales to provide microloans to women around the world.
She started the foundation based on the idea that non-profits need to become self-sustaining rather than relying solely on donations. The foundation’s model is to align social causes with products in a way that leads consumers to feel-good purchases while also providing a consistent revenue stream for the non-profit.
Renata chose to focus on providing microloans to women because she believes empowering women is key to breaking the cycle of poverty across generations. Microloans give people the opportunity to succeed through their own efforts rather than just receiving charity handouts.
The Seven Bar fashion shows and retail outlets promote the brand and message, generating publicity, sales, and funding for microloan programs around the world. Partnerships with cosmetics brands also contribute funds from related sales.
Renata views social enterprises like hers as the future of non-profits, combining business principles with social good in a sustainable way rather than relying on unpredictable donations. She aims to inspire people through her model of uniting seemingly opposing concepts to create transformational change.

Here are the key points from the summary:

Renata Black started a luxury lingerie company called Seven Bar that provides “exit strategies” for underprivileged women. Profits go towards empowering and providing opportunities for women globally.
She believes companies can leave a “legacy” by running their businesses with a purpose of helping others, not just making profits.
For her, leadership involves looking and listening receptively to understand others. This insight gave her the idea to use attractive lingerie to connect emotions and drive sales that support a good cause.
She builds emotional bonds and loyalty with customers by making them feel they are making a difference through their purchases.
Self-awareness of her own background and purpose to help others drives her leadership. She remains aware of changes in what people want and links this to her goals.
She is a driven “doer” who leads by example with a sustainable business model. Her goal is empowering women globally through entrepreneurship opportunities.
A key moment was gaining permission in India to start microfinancing for women, which opened up new possibilities for her leadership.
She emphasizes continually seeking deeper awareness to refine her goals and path over time through experience.
Partnering with someone who complements her strengths has helped take her success to the next level through leveraging their joint talents.
The book argues that true leadership comes from connecting with our inner soul or spirit. The soul is the source of meaning, inspiration and answers to important questions.
It outlines 10 basic principles for recognizing when we are drawing from the soul’s perspective as a leader. These include recognizing that leaders and followers co-create each other, that groups change from the inside out, and that fulfilling different hierarchy of needs within a group is key to effective leadership.
Connecting to the soul means understanding people on deeper emotional and spiritual levels, giving of yourself, and bringing order out of chaos through creativity and awareness of hidden spiritual connections beneath surface complexity.
Effective leadership from the soul recognizes that situations are tangled but that underneath exists a single voice of spirit that understands everything. Remaining comfortable with uncertainty while tapping into this wisdom allows leaders to thrive.
In summary, the book argues the most crucial choice for effective leadership is to connect with one’s inner being or soul, as this is the source of true inspiration, creativity and fulfilling higher human needs and potential.

#book-summary

The Soul of Leadership - Deepak Chopra