Annalisa Corti

Indicazioni Sito Web

Annalisa Corti Behavior Strategist | Bestselling Author | Turning human behavior into business results in Psicologia, Svizzera, Webster University, Svizzera
- B.A. Accoglienza.

CONSULENZA - Non faccio un lavoro, esprimo me stessa all’interno di una professione. L’azienda è un organismo vivente complesso dove il sogno di un uomo si incarna in persone, prodotti, servizi, macchinari, procedure, strategie, e tantissime altre sfumature. Portare avanti la realizzazione di quel sogno può risultare difficile in un paese dove l’impresa non viene né sostenuta né aiutata. Ecco quindi che l’imprenditore si scoraggia, perde la sua vitalità, e lentamente le cose in azienda si sgretolano. La mia missione mi porta a entrare in profonda risonanza con ogni persona all'interno di una azienda e comprendere il modo migliore per farla tornare a vincere sul mercato. La formula è molto semplice: consapevolezza, volontà, disciplina e tantissimo entusiasmo per implementare la tecnologia di gestione d’impresa più potente del mondo, e io di mondo ne ho visto un bel po’.

- B.A. in Gestione Risorse Umane, Webster University, Svizzera
- M.A. in Politiche di sviluppo internazionale, Duke University, USA
- Gestione Fondi Non Governativi, Unicef, Ginevra, Svizzera
- Gestione Fondi Donatori, Unicef, New York, USA
- Liaisons Officer, Unicef, Sudan Meridionale
- Consulente, The Best in Italy, Firenze, Italia
- Project Manager, unite9 ltd, Londra, UK
- Operations Manager, unit9 srl, Firenze, Italia
- Hospitality & Property Manager, tenute di lusso private, Italia
- Docente in Management & Leadership, Istituto Lorenzo de’ Medici, Firenze, Italia


COACHING - Ascolto. Azione

Durante i miei studi di psicologia il mio amato professor Backus mi disse che ero veramente portata per la professione e mi propose di iscrivermi al Master in Psicologia e di essere fra le sue tirocinanti. Con un misto di orgoglio per essere stata selezionata personalmente e un po’ di esitazione perché non ero certa quella fosse la mia strada, partecipai a diverse classi del Master. Rimanevo sempre affascinata dalle varie scuole di pensiero e dallo studio dei vari approcci. Tuttavia mi mancava qualcosa. Mi sentivo parte di una grande indagine introspettiva ma poi la mia vita esterna rimaneva imbrigliata nei soliti problemi. Mollai il Master, ringraziai il professore e non ci pensai più per molto tempo. Qualche anno dopo incontrai per caso lo spiritual coaching tramite un’amica e mi si accese una lampadina! Lei riuscì a combinare la teoria, l’introspezione, l’indagine, con la praticità dell’azione portando un’immediata trasformazione. Iniziai a documentarmi sul coaching e anni dopo, per puro caso, incontrai la Mindfulness Coaching School, chiamai la Direttrice e fu amore a prima telefonata. Il Mindfulness Coaching ha per me il giusto equilibrio fra introspezione e azione creando un’unione fra essere e fare, fra mondo interiore e esteriore. Ogni obiettivo o risultato che vogliamo raggiungere (la scena ideale) si confronta con uno status quo di impasse (scena reale). Prima di fare qualsiasi cosa ci si sofferma a percepire questo impasse, diventiamo consapevoli, andiamo in ascolto di ciò che c’è, accogliamo con amorevolezza e solo dopo ci spostiamo nell’azione e nella trasformazione. Il feedback più bello che ricevo dai miei clienti è quando mi dicono che da quando sono diventati profondamente consapevoli delle dinamiche attorno al problema, il problema è sparito. Questa è la magia della Mindfulness: grazie all’ascolto del proprio mondo interiore, all’accoglienza di ciò che vi troviamo, e alla consapevolezza nelle nostre azioni la realtà si trasforma davanti ai nostri occhi. MINDFULNESS - Per andare avanti dobbiamo fermarci dentro. Quando parlo di Mindfulness in pubblico esordisco sempre dicendo che Mindfulness non è qualcosa che si fa è un vero e proprio lifestyle, uno stile di vita. La Mindfulness per me è la capacità di vivere ogni momento nella piacevolezza di sentirsi vivo. Se viviamo un momento di tristezza o di rabbia la Mindfulness ci permette di farne esperienza senza esserne dilaniati e completamente afflitti. Se viviamo un momento particolarmente bello, la Mindfulness ci fa da cassa di risonanza e ci aiuta a percepire il senso di espansione e di unione con il tutto. La meditazione Mindfulness è ispirata alla meditazione classica Vipassana ma è totalmente laica, usata in ambienti medici, terapeutici, scolastici, sportivi, aziendali, e perfino nel mondo dello spettacolo. La Mindfulness Applicata è un approccio profondamente pratico adatto a ogni momento quotidiano dove il respiro incontra il corpo e l’azione sfociando nella consapevolezza continua e costante. Io stessa lo applico nella mia vita di mamma separata e di consulente super impegnata con un’agenda straripante al fine di mantenere alta sia la mia produttività che la mia vitalità e joie de vivre.


- Certificazione Insegnante Mindfulness con Mindful Schools in California, USA
- Certificazione PNL Practitioner, iNLP, California
- Certificazione Mindfulness Coaching con la Mindfulness Coaching School in New Mexico, USA
- Certificazione in Mindfulness Psicosomatica con L’Istituto Psicosomatico PNEI di Bagni di Lucca, Italia
- Diploma in Naturopatia, Firenze, Italia
- Pratico Mindfulness dal 2008

You give feedback you genuinely think is fair and specific. They shut down, get defensive, or quietly stop trying.It's f...
23/10/2026

You give feedback you genuinely think is fair and specific.
They shut down, get defensive, or quietly stop trying.
It's frustrating, especially when your intent was clearly to help.

Here's what's actually happening: the same feedback lands completely differently depending on the intelligence receiving it.

Instinctual wants it blunt and actionable.
Relational needs the relationship affirmed before the critique lands.
Rational wants precision and evidence, not vague impressions.

Try this next time: keep the honesty, change the wrapper. Same truth, different door in.

More on tailoring feedback by intelligence type in Human Code.

Growth culture has quietly sold us a lie: that with enough patience, the right words, and one more honest conversation, ...
21/10/2026

Growth culture has quietly sold us a lie: that with enough patience, the right words, and one more honest conversation, every relationship and every team dynamic can be repaired.

Sometimes that's true. Often, it's the exact belief that keeps good leaders — and good people — stuck for years in situations that were never going to change, because the fixing was never actually theirs to do.

I've watched managers exhaust themselves trying to adapt their communication style eleven different ways for someone who was never going to meet them halfway. I've lived a version of this myself, more than once, mistaking my own persistence for love.

Real discipline isn't just the willpower to keep pushing.
It's also the willpower to stop, look honestly at what's actually happening, and admit that this one might not be fixable — not because you failed, but because fixing it was never within your control to begin with.

Naming that clearly is not giving up. It's often the first fully responsible decision either of you has made in months.

"It's refreshingly straightforward, avoiding dense appendices"I made one deliberate choice writing Human Code: no dense ...
19/10/2026

"It's refreshingly straightforward, avoiding dense appendices"

I made one deliberate choice writing Human Code: no dense appendices, no repetitive frameworks restated five different ways.
Instead, real cases.
Like the salesperson who underperformed for months under a relational manager, got moved to a leader with a dominant instinctual intelligence, and turned into a top performer within weeks.
Same person, same skills, different rhythm at the top.
That's the kind of story that actually sticks, versus another diagram you'll never open again.

Straightforward on purpose.
The ideas only matter if you'll actually use them.
Human Code — link in bio.

"Any questions?" Silence. Every single time.It's easy to read that as either total clarity, or total disengagement.Here'...
16/10/2026

"Any questions?" Silence. Every single time.
It's easy to read that as either total clarity, or total disengagement.

Here's what's actually happening: it's often neither.
It's three different intelligences protecting themselves in the same silence — instinctual not wanting to look uncertain in front of the group, rational not finished processing yet, relational reading the room to see if it's actually safe to speak first.

Try this next time: stop asking the question that only the boldest voice ever answers.
Ask for written follow-ups afterward, or go person by person. Different intelligences need different doors to walk through.

Full breakdown of how each intelligence behaves in group settings in Human Code — link in bio.

I've sat across from more brilliant, high-achieving people than I can count who quietly admit some version of the same t...
14/10/2026

I've sat across from more brilliant, high-achieving people than I can count who quietly admit some version of the same thing: "I'm good at my job. I don't know why I still feel alone in it."

We built entire education and career systems around proving competence — grades, credentials, output, results — and almost none of them teach relational skill on purpose.

So the most capable people in a room are often flying completely blind the moment the conversation stops being about the work and starts being about each other.

I know this one personally, not just professionally.
I built an entire career being competent before I ever learned how to be genuinely connected.
Nobody tells you those are two different report cards, graded on two completely different systems.

If you're excellent at what you do and still feel like something isn't landing with the people around you — you're definitely not alone.
You're just missing a skill set nobody assigned you homework for.
It can still be learned. It's not too late.

"A really interesting read with some thought-provoking ideas"Some readers come to Human Code for the workplace chapters....
12/10/2026

"A really interesting read with some thought-provoking ideas"

Some readers come to Human Code for the workplace chapters.
Some come for the relationship ones.
Some just come curious about their own behavior — and leave with a few uncomfortable, useful realizations about themselves.

That's genuinely the reaction I hoped for.
Not a personality quiz you forget by next week — a few ideas that stay with you longer than you expected.
Human Code — link in bio.

You've explained the decision three times now, adding more context each time. People still look unconvinced — or worse, ...
09/10/2026

You've explained the decision three times now, adding more context each time.
People still look unconvinced — or worse, checked out.
It's natural to think more information will finally make it land.

Here's what's actually happening: more of the same isn't more persuasive if it's in the wrong language.
Data convinces a rational mind.
A clear, confident direction moves an instinctual one.
A relational mind needs the "why" to land emotionally before the logic matters at all.

Try this next time: before you re-explain again, ask which language you're missing — then use it once, instead of the one you already tried three times.

More on the three "dialects" behind almost every workplace mismatch, in Human Code.

"Careful how you talk to him — the boss has a temper," his secretary warned me, thirty seconds before I met David.I walk...
07/10/2026

"Careful how you talk to him — the boss has a temper," his secretary warned me, thirty seconds before I met David.

I walked in expecting someone hot-tempered and difficult.
I got a warm, self-deprecating man clearly in love with his company — and a team playing defense instead of offense, quietly terrified of a temper they couldn't predict.

Here's what was actually happening:
David had operational and emotional expectations for his team that he had never once said out loud.
When people fell short of a standard they didn't know existed, he'd lose his temper.
His team responded the only way that felt safe: no initiative, no risk, just damage control.

We didn't fix this with a communication seminar.
We named the standard, out loud, in both directions — what "good" actually looked like, and what he needed emotionally from his people that he'd never once admitted to wanting.

Twelve months later: revenue up 40%. Client satisfaction up 55%.
David didn't become a different person. His team just stopped having to guess.

"Practical examples that connect ideas to everyday situations"Here's the part most communication advice skips: the goal ...
05/10/2026

"Practical examples that connect ideas to everyday situations"

Here's the part most communication advice skips: the goal isn't to become one "better" version of yourself. It's to know when to lead with which intelligence.

Instinctual when a decision needs to happen now.
Relational when someone needs to feel heard before anything else lands.
Rational when the details actually matter more than the mood in the room.

That's situational intelligence — and it's the whole second half of the book, applied to leadership, teamwork, parenting, and relationships, with a self-assessment to help you see which one you actually reach for first.

Human Code — link in bio.

You promoted your best individual performer to team lead. Six months in, their old numbers are gone — and so is the team...
02/10/2026

You promoted your best individual performer to team lead.
Six months in, their old numbers are gone — and so is the team's energy.

It's easy to assume they're just not "leadership material."
Here's what's actually happening, more often than not: it's not a skills gap, it's a legibility gap.

The leadership style they default to — their own dominant intelligence — doesn't match what their team actually needs to follow someone.

Try this next time: before writing off the promotion, map the team, not just the leader.
An instinctual leader running a rational team needs to slow down and show the data. A relational leader running an instinctual team needs to show decisiveness, not just warmth.
This exact diagnostic — matching leadership style to team composition — is in Human Code. Link in bio.

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