Maybe It’s Me: Looking Inward to Create Real Change Through  Conscious Choices
Erika Alessandrini
Amplify Publishing (May 2026)

“We have met the enemy and he is us.” Pogo the Possum

Everyone encounters important questions to answer and serious problems to solve. Decisions must be made. How do you do that? I follow a process based on formulating answers to questions such as these:

o What are my options? One of them is to do nothing
o What are the pluses and minuses for each option?
o Probable consequences?
o How soon must I decide?
o Do I need sound advice?
o If so, how can I obtain it?

What you have in this book is Erika Alessandrini’s thorough explanation of how to “look inside yourself to create real change through conscious choices.” To answer questions and solve problems, yes, but also to accelerate an ongoing process of personal growth and professional development.

Alessandrini: “I believe in practical, proven methodologies that you can implement right now — not just theories. I won’t share or recommend anything that I haven’t tried and successfully used with my clients. This book is for those who are ready to look inward and commit to meaningful change. It’s written for leaders already familiar with the concepts of conscious leadership. If you’re new to this work, that’s OK too — you shouldn’t have any trouble keeping up.”

Years ago in his classic work, Future Shock (1970), Alvin Toffler made this prediction: “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”

Erika Alessandrini can help you to develop the “fluency” to which Toffler refers. She stresses candor and so must you. One of the most valuable results of your efforts will be the development of what Ernest Hemingway once characterized as a “built-in, shock-proof crap detector.”

Where to begin? Read Maybe It’s Me.

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Here are two suggestions while you are reading Maybe It’s Me: First, highlight key passages. Also,  perhaps in a lined notebook kept near-at-hand,  record your comments, questions, action steps (preferably with deadlines), and perhaps the assessment exercises that conclude many of the chapters. Pay special attention to observations and suggestions that are most relevant to the specific concerns you have about your relationship with others.

These two simple tactics — highlighting and documenting — will expedite frequent reviews of key material later.