Research from Kini et al., shows that practicing gratitude makes individuals more sensitive to feelings of gratitude and provides unique neurological effects. This research finding paired with the concept of neuroplasticity—the ability of the nervous system to change—concludes that practice makes perfect. Continue reading for practical ways we can all practice and grow our gratitude. Strategies for generating gratitude Keep a gratitude journal In research conducted by Emmons and McCullough (2003), it was found that writing down what you are grateful for can have several benefits including increased optimism, greater life satisfaction, increased likelihood of exercising, reduced physical complaints, better sleep, and increased likelihood of helping others. Keeping a gratitude journal can be a highly impactful way to make gratitude a habit. This can be done through technology such as a note application on a phone or laptop, or traditionally through pen and paper. According to Greater Good in Action, there “is no wrong way to keep a gratitude journal” and the goal is “to remember a good event, experience, person or thing in your life—then enjoy the good emotions that come with it.” Here are the guidelines they provided. “Write down up to five things for which you feel grateful…don’t just do this exercise in your head” “Be as specific as possible” “Go for depth over breadth” “Get personal” “Try subtraction, not just addition. Consider what your life would be like without certain people or things…” “See good things as ‘gifts’” “Savor surprises” “Revise if you repeat” “Write regularly” ( Greater Good in Action, n.d. ) With the theme of a gratitude journal, you could also follow Severin Sorensen, the Host and Curator of the Arete Coach Podcast, in creating a “Book of Bests.” For example, write down your best days, memories, foods, experiences, trips, and things that matter to you. Consider why they are the best days, then go out and see how to live your best days. Share with those you are grateful for Is there someone in your life that you are grateful for or has made a positive impact in your life that you haven’t told? Using the example from Seligman et al’s (2005) research, writing a letter of gratitude to an individual, delivering it to that individual, and discussing that letter can increase levels of happiness and reduce depressive symptoms. The Greater Good in Action also has general advice on how to do this exercise: “Write as though you are addressing this person directly” “Don’t worry about grammar or spelling” “Describe in specific terms what this person did, why you are grateful to this person, and how this person’s behavior affected your life. Try to be as concrete as possible” “Describe what you are doing in your life now and how you often remember their efforts” “Try to keep your letter to roughly one page” “Plan a visit with the recipient” “Let the person know that you are grateful to them and would like to read a letter expressing your gratitude” “Take your time” “Be receptive to their reaction” “Give the letter to the person when you leave” (Greater Good in Action, n.d.) Create savoring habits From PositivePsychology.com’s article “3 Gratitude Exercises,” “creating savoring rituals” is a way to increase gratitude. They explain that “when we contemplate the things that would make us happy, we tend to think of extraordinary and memorable events…yet consistently noticing and savoring small, everyday positive moments can have a significant effect on happiness, resilience, well-being, and overall life satisfaction (Bryant, 2003; Quoidbach et al., 2010)” (PositivePsychology, 2021). They believe that “increased awareness of pleasurable sensations lies at the very heart of savoring.” They outline two steps in this gratitude exercise. “Step 1: Identify everyday activities that bring you pleasure and list them” “Step 2: Experience pleasure as it happens. Choose to savor two enjoyable experiences each day for at least two weeks. These should be ordinary activities from your daily routine that you might typically rush through.” Using all your senses, fully invest in your chosen savoring ritual. Avoid outside distractions. Use all of your senses and take notice of all the sensations and details of your experience. It is also encouraged to reflect each week on your daily savoring rituals. Some questions to use during this moment of reflection include the positive emotions felt during the week, how the week has compared to others, and how savoring rituals have changed your daily perspective or habits (PositivePsychology, 2021). Start a gratitude jar This exercise is similar to listing things to be grateful for, but also gives a visual representation of all the things one has to be grateful for. Using a jar, pen/pencil, and paper, make it a point each day to write down “at least three things throughout your day that you are grateful for” and add them to the jar. It’s important to do this every day. After several days, you will have a visual reminder of all the reasons you have to be grateful. Additionally, “if you are ever feeling especially down and need a quick pick-me-up, take a few notes out of the jar to remind yourself of who, and what, is good in your life” (Oppland, 2017). Use gratitude prompts When starting a gratitude journal or list, gratitude prompts can be a useful tool. Consider the following gratitude prompts that address a variety of senses and categories: I’m grateful for three things I hear… I’m grateful for three things I see… I’m grateful for three things I smell… I’m grateful for three things I touch/feel… I’m grateful for these three things I taste… I’m grateful for these three blue things… I’m grateful for these three animals/birds… I’m grateful for these three friends… I’m grateful for these three teachers… I’m grateful for these three family members… I’m grateful for these three things in my home… I’m grateful for these three people who hired me… (Oppland, 2017) Take gratitude walks Exercise can have a variety of benefits for the body and mind. Because of this, going on a gratitude walk is a great way to harness the power of exercise and gratitude simultaneously. “The goal of the gratitude walk is to observe the things you see around you as you walk.” While walking, practice awareness of “nature, the colors of the trees, the sounds the birds make, and the smell of the plants. Notice how your feet feel when you step onto the grass.” You can also take a gratitude walk with a partner or friend showing them “an appreciation for being able to spend time walking together” (Oppland, 2017). Greater Good in Action also has a guide for a gratitude walk available here . Make a gratitude collage Similar to making a list or keeping a journal, take photos of all the things you are grateful for. “Try taking a picture of one thing you are grateful for every day for a week. Notice how you feel. Take a look back at the pictures every week.” After a while, put all your photos together in a collage and admire your visual reminder of all the things you have to be grateful for (Oppland, 2017). Have a gratitude conversation In a conversation with another person, “take turns listing 3 things you were grateful for throughout the day. Spend a moment discussing and contemplating each point.” Don’t rush but instead go into detail and make this a daily habit (TherapistAid, 2021). Practice mindfulness Individuals can increase their levels of gratitude by spending time intentionally practicing mindfulness. According to research from Sawyer et al., “state mindfulness, via positive affect and perspective taking, prompts greater levels of gratitude, prosocial motivation, and, in turn, helping behavior at work.” They discovered this through “two experimental studies, a semiweekly, multisource diary study, and a 10-day experience sampling investigation.” The core of mindfulness is being present and being aware. Consider the “mindful gratitude exercise” below from Mindful.org: “Start by observing. Notice the thank yous you say. Just how habitual a response is it? Is it a hasty aside, an afterthought? How are you feeling when you express thanks in small transactions? Stressed, uptight, a little absent-minded? Do a quick scan of your body—are you already physically moving on to your next interaction? Pick one interaction a day. When your instinct to say “thanks” arises, stop for a moment and take note. Can you name what you feel grateful for, even beyond the gesture that’s been extended? Then say thank you.” (Domet, 2018). Consider also the following mindfulness exercise for gratitude that uses the hand from art therapist, Susie McGaughey… “Pause on each finger for at least 20 seconds and reflect on the five topics below. Hold your baby finger. Think about someone in your everyday life who you appreciate like a grandparent or friend. It could even be a pet. Imagine that person and why you are grateful for them. Hold your ring finger, bring something ‘BIG’ to mind that you appreciate like your family, your strong body, or a warm home. Think about why you appreciate this big thing. Hold your middle finger, bring to mind something ‘small’ that you appreciate like a sunny day, your favorite outfit, or a lick from your dog. Think about why you are thankful for this small thing. Holding your pointing finger, think of an ‘activity’ you enjoy like going for a walk... Think of why you enjoy this activity. Hold your thumb, think of a possession you are grateful for… Think of what makes this possession special to you.” (McGaughey, n.d.) While this exercise is initially intended for children, this can still be a useful tool for adults and executives alike looking to become more mindful of what they are grateful for. Additionally, Greater Good in Action also supports the use of mindfulness to increase feelings of gratitude. They provide a “Gratitude Meditation” exercise that encourages participants to become more aware of their present physical state and emotions and then reflect on what they are grateful for. Regardless of the path you choose, it appears a prayer of gratitude is not only desirable, but also healthy. Volunteer and help others Research from Llenares, Sario, Bialba, and Dela Cruz indicates that students who volunteered experienced “significantly higher resilience and gratitude scores than peers who were non-volunteers.” Additionally, they found that “the more hours they spend volunteering, the higher their sense of resilience and gratitude” (Llenares et al., 2020). By volunteering and helping others, we can increase our feelings of gratitude and enjoy the benefits of increased gratitude. There are a variety of ways that individuals can volunteer in their communities. Consider what causes and charities are most impactful to you or hold special meaning to you. Search for ways in which you can serve these charities through volunteering your time and efforts. Alternatively, consider how you can give back to your community's service members (teachers, firefighters, police officers, nurses, doctors, military members and families, ER techs, etc.). Practice gratitude regularly As indicated in the research from Kini et al. (2016), The more we practice gratitude, the more our brains change and we increase our ability to respond with, and notice, gratitude. Because of this, we can conclude that gratitude practice makes perfect. Consider keeping a record of how often you feel grateful and express gratitude in your gratitude journal. Alternatively, set a goal each week for the number of gratitude interactions you want to have. The main takeaway Just as the research above shows that gratitude practice makes perfect, the research also proves the phrase, “ A grateful heart doeth good like a medicine.” With this in mind, we can apply a variety of gratitude strategies to make it so in our own lives. References APA Dictionary of Psychology. (n.d.-a). https://dictionary.apa.org/mood. APA Dictionary of Psychology. (n.d.-b). https://dictionary.apa.org/neural-plasticity. Boggiss, A. L., Consedine, N. S., Brenton-Peters, J. M., Hofman, P. L., & Serlachius, A. S. (2020). A systematic review of gratitude interventions: Effects on physical health and health behaviors. Journal of Psychosomatic Research, 135, 110165. https://doi.org/10.1016/j.jpsychores.2020.110165. Brown, J., & Wong, J. (2017). How Gratitude Changes You and Your Brain. Greater Good. https://greatergood.berkeley.edu/article/item/how_gratitude_changes_you_and_your_brain . Bryant, F.B. (2003). Savoring beliefs inventory (SBI): A scale for measuring beliefs about savoring. Journal of Mental Health, 12, 175-96. Cambridge Dictionary. (2022). gratitude meaning: 1. the feeling or quality of being grateful: 2. the feeling or quality of being grateful: 3. a. . .. Learn more. https://dictionary.cambridge.org/us/dictionary/english/gratitude. Caputo, A. (2015). The Relationship Between Gratitude and Loneliness: The Potential Benefits of Gratitude for Promoting Social Bonds. Europe’s Journal of Psychology, 11(2), 323–334. https://doi.org/10.5964/ejop.v11i2.826. Cook, K. A., Woessner, K. M., & White, A. A. (2018). Happy asthma: Improved asthma control with a gratitude journal. The Journal of Allergy and Clinical Immunology: In Practice, 6(6), 2154–2156. https://doi.org/10.1016/j.jaip.2018.04.021. Domet, S. (2016, November 13). A Simple Mindful Gratitude Exercise. Mindful. https://www.mindful.org/a-simple-mindful-gratitude-exercise/. Emmons, R. A., & McCullough, M. E. (2003). Counting blessings versus burdens: An experimental investigation of gratitude and subjective well-being in daily life. Journal of Personality and Social Psychology, 84(2), 377–389. https://doi.org/10.1037/0022-3514.84.2.377. grateful. (2022). In The Merriam-Webster.com Dictionary. https://www.merriam-webster.com/dictionary/grateful. Gratitude. (n.d.). BrainyQuote. https://www.brainyquote.com/search_results?q=gratitude gratitude. (2022). In The Merriam-Webster.com Dictionary. https://www.merriam-webster.com/dictionary/gratitude. Gratitude Definition | What Is Gratitude. (n.d.). Greater Good. https://greatergood.berkeley.edu/topic/gratitude/definition. Gratitude Journal (Greater Good in Action). (n.d.). https://ggia.berkeley.edu/practice/gratitude_journal. Gratitude Letter (Greater Good in Action). (n.d.). https://ggia.berkeley.edu/practice/gratitude_letter. Gratitude Meditation (Greater Good in Action). (n.d.). https://ggia.berkeley.edu/practice/gratitude_meditation. John Templeton Foundation. (n.d.). The Science of Gratitude. https://www.templeton.org/discoveries/science-of-gratitude. Kini, P., Wong, J., McInnis, S., Gabana, N., & Brown, J. W. (2016). The effects of gratitude expression on neural activity. NeuroImage, 128, 1–10. https://doi.org/10.1016/j.neuroimage.2015.12.040. Llenares, I. I., Sario, J. A., Bialba, D., & Dela Cruz, J. M. (2020). Volunteerism influences on student resilience and gratitude. Journal of Psychology in Africa, 30(3), 211–216. https://doi.org/10.1080/14330237.2020.1777031. McGaughey, S. (n.d.). Mindfulness Exercise for Gratitude. Great Circle. https://www.greatcircle.org/index.php/newsroom/blog/mindfulness-exercise-for-gratitude. Mills, P. J., Redwine, L., Wilson, K., Pung, M. A., Chinh, K., Greenberg, B. H., Lunde, O., Maisel, A., Raisinghani, A., Wood, A., & Chopra, D. (2015). The role of gratitude in spiritual well-being in asymptomatic heart failure patients. Spirituality in Clinical Practice, 2(1), 5–17. https://doi.org/10.1037/scp0000050. Mills, P., & Redwine, L. (2017). Can Gratitude Be Good for Your Heart? Greater Good. https://greatergood.berkeley.edu/article/item/can_gratitude_be_good_for_your_heart. Oppland, B. M. A. (2022, August 6). 13 Most Popular Gratitude Exercises & Activities. PositivePsychology.com. https://positivepsychology.com/gratitude-exercises/. PositivePsychology.com. (2019). 3 Gratitude Exercises for Helping Professionals. Quoidbach, J., Berry, E.V., Hansenne, M., & Mikolajczak, M. (2010). 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Journal of Research in Personality, 42(4), 854–871. https://doi.org/10.1016/j.jrp.2007.11.003 Copyright © 2022 by Arete Coach LLC. All rights reserved.

Executive coaches and business leaders alike face the challenge of navigating complexity, fostering innovation, and driving meaningful impact. As Susan Meier, branding expert, career coach, and CEO of Susan Meier Studio, shared in Episode #1159 of the Arete Coach Podcast , the key to success lies in understanding your audience, crafting a compelling personal brand, and fostering authentic self-expression.  Drawing on Meier’s extensive experience advising Fortune 500 companies like PepsiCo, Unilever, Samsung, Genentech, and Aetna, Meier emphasizes that the same strategic principles used to build iconic corporate brands can be applied to empower individuals. This article explores the insights shared by Meier during the podcast, providing practical guidance for those seeking to clarify their purpose, articulate their value, and make a lasting impact in their chosen fields. Key Marketing Principles to Consider Throughout the conversation with host Severin Sorensen, Meier outlines key marketing principles that can be adapted for personal branding, emphasizing the importance of aligning one's authentic self with the needs and desires of their target audience. She encourages individuals to embrace a customer-centric approach, understanding that effective branding is not about self-promotion but rather about building genuine connections and delivering value. Furthermore, Meier highlights the transformative power of collaboration and community, recognizing that success is often a collective endeavor. The following explores these valuable lessons in more detail. Lesson #1: Listen to the Market to Identify Demand and Shape Your Niche Meier's journey into coaching began by recognizing a demand from people seeking her expertise in personal branding, even outside of her traditional corporate clientele. She realized there was a need for her skills in helping individuals position themselves within the marketplace. Meier emphasizes that this approach—listening to the market and identifying a niche—is crucial for any business, especially in a crowded market. She advises against the common pitfall of trying to appeal to "everybody," advocating instead for a more focused approach: "the smaller [the niche], the better. So people can find you". This echoes Meier's own experience where she organically developed a coaching practice by responding to a specific demand. Meier provides an example from her consulting work with a large electronics manufacturer. The company, excited about their new light bulb's technological advancements, wanted to focus on technical specifications in their marketing. However, Meier's team, through extensive conversations with consumers, discovered that people were far more interested in the impact of light on their lives and well-being. This crucial insight led to a more effective brand positioning focused on the emotional connection people have with light, demonstrating the power of understanding the audience's needs and desires rather than solely focusing on the product's features. Lesson #2: Embrace Personal Branding and Storytelling Meier stresses the importance of personal branding for CEOs and founders, noting that their personal brand is "inextricably linked to the brand of [their] company". This applies to executive coaches as well. Meier shares her personal experience of feeling like an outsider for having a diverse career path. However, her LinkedIn post about her “zigzag path” resonated with many people who felt similarly about their own experiences, leading to a flood of messages and engagement. This highlights the power of authenticity and sharing one's unique journey in building connections and attracting clients. The concept of a "zigzag path" underscores that a diverse range of experiences can become valuable assets in one's career. Meier herself integrates her artistic background into her consulting work, emphasizing that a multifaceted approach can enhance creativity and problem-solving skills. For coaches, embracing and sharing their unique “zigzag path” can be a compelling element of their personal brand, attracting clients who resonate with their journey and multifaceted approach. Lesson #3: Emphasize Client Participation and Self-Discovery Meier acknowledges that she initially approached coaching with a consulting mindset, thinking she needed to "do all the work". However, she discovered that client participation was key to a more impactful and enjoyable coaching experience. Meier emphasizes the importance of clients actively engaging in the process, completing homework assignments, and reflecting on their experiences. She states: "It turns out that it's a much more effective process and people enjoy it more when they actually do a lot of the work". Meier uses the analogy of a conversation, highlighting that a one-sided dialogue where one person dominates isn't truly engaging. Similarly, in coaching, allowing clients to do the "talking" and self-discovery leads to greater ownership and a more fulfilling experience. Lesson #4: Recognize the Value of Collaboration and Community While acknowledging the benefits of working independently, Meier also expresses a desire for collaboration and the value she finds in partnerships. She mentions her involvement in collectives and communities as a way to fulfill this need, emphasizing that "it's really much better when you have collaborators." Meier’s experience with her former business partner, while ultimately unsuccessful, taught her the importance of alignment in business relationships and the potential pitfalls of mixing personal and professional relationships. Despite this setback, she recognizes the benefits of shared vision and support that a partner can bring, suggesting that finding the right collaborator can be highly beneficial. Lesson #5: Prioritize Self-Expression and Authenticity When asked about her “why,” Meier immediately points to “self-expression,” stating that it is core to her purpose and passion. She believes that the desire to express one's unique thoughts, visions, and ideas is a fundamental human need. Meier sees her work, both in coaching and branding, as a way of helping individuals and organizations make their "inside, visible and tangible on the outside." This highlights the importance of authenticity and encouraging clients to embrace and express their true selves, leading to a more fulfilling and impactful life. The Main Takeaway By embracing the principles of active listening, strategic niche development, and authentic self-expression, executive coaches and business leaders can unlock their full potential and create a lasting positive impact on their clients, organizations, and the world around them. As Meier so aptly puts it, "Life is beautiful," and embracing this perspective allows us to see the "synchronicities" and navigate the "zigzag path" of our careers with purpose and joy. This closing statement summarizes the key takeaways from the article and reinforces the importance of applying the principles discussed. It ends on an inspirational note, encouraging readers to embrace a positive outlook and find fulfillment in their professional journeys. Copyright © 2024 by Arete Coach LLC. All rights reserved.

Dr. Marcia Reynolds is a transformative force in the field of executive coaching. As a Master Certified Coach (MCC) and former International Coaching Federation (ICF) president, she has dedicated her career to empowering individuals and organizations to achieve their fullest potential. With an extensive background in leadership, emotional intelligence, and communication, Reynolds has authored several influential books, including Outsmart Your Brain  and Breakthrough Coaching . Her work focuses on fostering resilience and promoting a culture of continuous learning, making her a sought-after speaker and trainer in corporate settings. Reynolds embodies the belief that personal and professional growth stem from understanding emotions, embracing vulnerability, and creating supportive environments. Introduction to Key Themes During a conversation with Reynolds in Episode #1167 of the Arete Coach Podcast , several key themes emerged that underscore her philosophy of coaching and personal development. These themes include resilience, continuous learning, emotional intelligence, the power of energy, the importance of making a difference, vulnerability, the necessity of supportive environments, and self-recognition. Each of these elements plays a crucial role in shaping effective leaders and fostering personal growth. In this article, we will delve into these themes, explore their significance, and provide reflective questions that you can use to embody these principles in your own lives. Deep Dive into the Themes Resilience Resilience is the capacity to recover from setbacks, adapt to change, and keep moving forward in the face of adversity. Reynolds emphasizes that resilience is not just about bouncing back but about growing stronger through challenges. In her own journey, she faced significant obstacles, including the challenge of leaving a stable job in a company that was faltering. Instead of succumbing to doubt, she viewed this as an opportunity to learn and adapt. Reflective Question : How have past challenges shaped my perspective on future obstacles, and what specific lessons can I apply from those experiences to current difficulties? Continuous Learning Reynolds advocates for a mindset of continuous learning, which involves embracing new knowledge and experiences throughout one's life. She illustrates this through her own pursuit of further education and training, showcasing that no one is ever "finished" learning. This theme resonates strongly in today’s fast-paced world, where staying relevant requires ongoing education. Reflective Question : What specific steps can I take to create a personal development plan that fosters lifelong learning, and how will I measure my progress over time? Emotional Intelligence A cornerstone of Reynolds' approach is emotional intelligence—the ability to understand, use, and manage emotions effectively. She stresses that being aware of one's own emotions and those of others leads to better communication and stronger relationships. Emotional intelligence allows leaders to connect with their teams on a deeper level, fostering trust and collaboration. Reflective Question : In what situations have I noticed my emotional responses affecting my interactions, and how can I practice self-regulation to respond more effectively in future scenarios? The Power of Energy Reynolds believes energy is often more important than specific skills to succeed. This energy—manifested as enthusiasm, determination, and a positive attitude—can inspire and motivate those around us. During her career, she recognized that her drive and willingness to learn often outweighed her initial lack of expertise in certain areas. Reflective Question : What daily habits can I implement to intentionally cultivate positive energy, and how can I hold myself accountable for maintaining that energy in challenging situations? Making a Difference A significant motivator for Reynolds is a desire to positively impact others. She shared stories of individuals who inspired her and how she strives to emulate that influence through her coaching. This commitment to service fosters a sense of purpose and fulfillment. Reflective Question : What personal values drive my desire to make a difference, and how can I align my daily actions and decisions with those values to amplify my impact? Vulnerability Reynolds highlights vulnerability as a strength rather than a weakness. By being open about our challenges and uncertainties, we can foster authentic connections with others. She encourages individuals to embrace their vulnerabilities as a means of creating a supportive environment where everyone feels safe to share and grow. Reflective Question : How can I create a safe space for vulnerability in my relationships, and what specific experiences can I share to encourage openness in others? Self-Recognition Finally, self-recognition is crucial for acknowledging one’s achievements and growth. Reynolds encourages individuals to celebrate their successes, no matter how small. This practice builds confidence and reinforces the belief that we are capable of continuous improvement. Reflective Question : How can I develop a regular practice for self-reflection and acknowledgment that celebrates my achievements, and who can I share these milestones with to deepen my sense of community? Conclusion Dr. Marcia Reynolds' insights into resilience, continuous learning, emotional intelligence, energy, making a difference, vulnerability, supportive environments, and self-recognition provide a rich framework for personal and professional development. By embracing these themes, individuals can cultivate a more fulfilling and impactful life, both for themselves and those around them. The journey of growth is ongoing, and the questions posed throughout this article serve as a guide for reflection and action. As Reynolds aptly reminds us, it’s not just about achieving success; it’s about embodying the principles that lead to a meaningful and inspired life. In embracing these themes, let us all strive to not only achieve our own goals but also to uplift and inspire others on their journeys. Copyright © 2024 by Arete Coach™ LLC. All rights reserved.

The rise in fraud and scams targeting the elderly is a growing concern. Our seniors, many of whom helped build the very society we live in, are now vulnerable to heart-wrenching schemes that not only strip them of their financial security but also their sense of dignity and trust. In Episode #1192 of the Arete Coach Podcast , we explore the emotional and technological methods scammers use and why it’s essential for communities to work together to protect the elderly. A Personal Story: My Mother’s Ordeal A few months ago, a fictional tale in the movie The Beekeeper  depicted a chilling scam that targeted an elderly woman, turning a routine customer service call into a full-blown financial attack. For me, that storyline hit closer to home than I ever expected. Just this past weekend, my 84-year-old mother, Peggy Sorensen, nearly fell victim to a similarly sophisticated scam. The scam began innocently enough, with a notice that her Norton antivirus software was set to auto-renew for $495. Concerned, my mother called the number provided, unknowingly stepping into a carefully orchestrated con. The scammers used manipulative tactics to gain access to her computer and even simulated depositing $20,000 into her account, leaving her in a state of panic and confusion. They preyed on her compassion and honesty, convincing her to attempt to withdraw money to “return” the supposed overpayment. Thankfully, a vigilant bank employee recognized the signs of fraud and intervened, but the emotional toll it took on my mother was immeasurable. Her story, though personal, is becoming all too common for elderly people across the country. The Growing Threat of Elder Fraud The scam my mother faced is part of a larger crisis—one that is growing in frequency and complexity as scammers harness advanced technologies like AI to manipulate their victims. Fraudsters prey on the elderly because they are seen as more trusting, compassionate, and often less familiar with modern digital systems. According to the Federal Trade Commission (FTC), reports of fraud targeting older adults have skyrocketed in recent years (FTC Issues Annual Report to Congress on Agency’s Actions to Protect Older Adults, 2023). From tech support scams to fake medical bills and imposter scams, elderly individuals are losing billions of dollars annually to these criminals. The emotional manipulation we saw in The Beekeeper  is now mirrored in real-life cases like my mother's. Scammers exploit the vulnerability, playing on the desire of older adults to help others or avoid confrontation, creating a whirlwind of panic that leaves victims questioning their own judgment. How Scams Operate: The Tactics of Emotional Manipulation The emotional and psychological tactics used by scammers are designed to overwhelm logic. In my mother’s case, the scammer pretended to make a mistake by depositing $20,000 into her account, then begged her to return the money to avoid losing his job. This appeal to her emotions was carefully planned to push her into a rushed decision. The introduction of fake calls from spoofed “bank fraud departments” further solidified the scam, creating a sense of urgency and authority that even someone with my mother’s extensive professional background found difficult to question. These scams work because they tap into human psychology—especially when it comes to those who may be more isolated or concerned about being a burden to their families. Scammers manipulate their victims’ desire to help, avoid embarrassment, or correct a perceived wrong. Understanding these tactics is key to preventing future victims. The Role of Technology in Modern Scams Technology has become a double-edged sword. While it has connected us and simplified many aspects of daily life, it has also become a powerful tool for fraudsters. AI and machine learning now enable scammers to create more convincing scripts, mimic human conversation, and even clone voices. In some cases, elderly individuals receive what seem to be legitimate calls from loved ones in distress—calls created using voice-cloning technology. These scammers use data from social media and public records to impersonate grandchildren, urging elderly victims to send money for emergency bail, hospital bills, or other fabricated crises. Tech support scams, as in my mother’s case, take advantage of confusion and concern around cybersecurity, convincing victims to hand over access to their devices, personal information, and bank accounts. A Community Effort: How We Can Protect the Elderly Elder fraud is not just a personal or family issue; it’s a societal problem that requires collective action. Executive coaches, business leaders, families, and communities must come together to create awareness and offer practical solutions. Educate Your Loved Ones: Talk openly with elderly family members about common scams and the tactics fraudsters use. Encourage them to verify information by calling companies or individuals directly before taking action. Help them set up secure passwords, two-factor authentication, and monitor their accounts for suspicious activity. Leverage Technology Safely: Ensure that seniors have up-to-date antivirus software and know how to spot phishing emails or suspicious links. Consider using trusted apps to monitor their online transactions or block suspicious calls. Create a Safe Space for Open Dialogue: Many seniors may feel ashamed or embarrassed if they fall victim to a scam. It’s essential to create a supportive environment where they feel comfortable discussing concerns without fear of judgment. Involve Financial Institutions: Banks play a critical role in detecting fraud, as seen in my mother’s case. Financial institutions should continue training their employees to recognize the warning signs of fraud and take proactive measures to prevent elderly customers from becoming victims. Practical Steps for Fraud Prevention There are tangible steps individuals, families, and communities can take to protect elderly loved ones from falling victim to scams: Do not trust unsolicited communications:  Whether it’s a phone call, email, or text, encourage your loved ones to be skeptical of any contact they didn’t initiate. If they’re unsure, they should hang up and call the company or person directly using an official phone number. Use credit cards instead of debit cards:  Credit cards offer better fraud protection than debit cards, which can drain an account immediately. Be cautious with remote access:  Never allow unsolicited tech support to take control of a computer. If there’s a concern, contact trusted family members or professional technicians. Monitor accounts regularly:  Set up online banking alerts to notify of large or unusual transactions and review account statements carefully. Encourage skepticism of too-good-to-be-true offers:  Whether it’s a lottery, prize, or investment opportunity, remind your loved ones that if it sounds too good to be true, it probably is. We Are All Beekeepers As executive coaches and community leaders, we have a responsibility to safeguard the vulnerable—just like beekeepers, who protect their hives from predators. Scammers may be relentless, but through awareness, education, and action, we can create an environment where our elderly are protected, their trust in the world around them preserved. Sharing stories like my mother’s and those of countless others who have fallen prey to fraud isn’t just about caution; it’s about empowerment. By learning from these experiences, we can arm our communities with the knowledge to protect themselves and their loved ones. The Main Takeaway Fraud targeting the elderly isn’t just a private battle—it’s a societal issue that requires a collective response. Whether you’re a family member, a caregiver, a business leader, or an executive coach, we all have a role to play. Let’s become the beekeepers in our communities, watching over our elders and ensuring they can navigate the digital world with confidence and security. References FTC Issues Annual Report to Congress on Agency’s Actions to Protect Older Adults. (October, 2023). Federal Trade Commission. https://www.ftc.gov/news-events/news/press-releases/2023/10/ftc-issues-annual-report-congress-agencys-actions-protect-older-adults . Copyright © 2024 by Arete Coach™ LLC. All rights reserved.

Seth Godin is a prominent entrepreneur, author, and marketing expert known for his innovative ideas in marketing, leadership, and personal development. With a career spanning over three decades, Godin has established himself as a thought leader through his influential books, blog, and public speaking engagements. His approach emphasizes the importance of creativity, uniqueness, and authenticity in business and personal endeavors. Godin is also the founder of several successful start-ups and has a reputation for challenging conventional wisdom and inspiring individuals to think differently. The power of Seth Godin’s insights Seth Godin's insights are valuable because they offer a fresh perspective on marketing and leadership in the modern world. His emphasis on the "purple cow" — the idea of standing out in a crowded marketplace — encourages businesses to be remarkable and to create products or services that captivate and engage audiences. Godin's focus on building tribes, embracing vulnerability, and leading with authenticity resonates in a landscape where traditional marketing approaches often fall short. His work empowers individuals and organizations to innovate, take risks, and create meaningful connections with their audiences, making his insights essential for anyone looking to make a significant impact. Why Seth Godin's insights are essential for modern business leaders Seth Godin's insights are crucial for Executives, Business Owners, and CEOs because they offer a transformative perspective on leadership, marketing, and innovation in today’s rapidly evolving business landscape. His emphasis on creating remarkable products and experiences highlights the necessity for businesses to differentiate themselves and captivate their audiences in a crowded marketplace. Godin’s focus on storytelling, customer-centric approaches, and the value of embracing vulnerability guides leaders in fostering authentic connections and building strong brand identities. By embracing his principles, executives can drive innovation, inspire their teams, and achieve sustainable growth, ensuring their organizations not only survive but thrive in a competitive environment. 12 quotes by Seth Godin “Don't find customers for your products, find products for your customers.” Understanding and addressing customer needs is crucial rather than simply pushing existing products. Leaders should discover what their customers truly want and tailor their offerings accordingly. This customer-centric approach helps in creating more relevant and appealing products, thereby improving market fit and customer satisfaction. “People do not buy goods and services. They buy relations, stories, and magic.” Consumers are drawn more to the emotional and relational aspects of a product or service than the product itself. Leaders need to craft compelling stories and build strong relationships to connect with customers on a deeper level. By focusing on the intangible value that resonates with customers, organizations can create more engaging and memorable experiences. “You don’t need more time. You need to decide.” The focus here is on the importance of making decisive choices rather than waiting for more time. Leaders should prioritize decision-making and take action to move forward, as procrastination often leads to missed opportunities and stagnation. Being decisive and focusing on what truly matters enables leaders to drive progress and achieve goals more effectively. “Marketing is no longer about the stuff you make but the stories you tell.” The shift from product-centric marketing to narrative-driven approaches is critical. Creating and sharing compelling stories that engage and resonate with audiences is now key. Leaders should focus on crafting narratives that highlight the value and impact of their products or services, making them more memorable and impactful to their customers. “A brand is a set of expectations, memories, stories, and relationships that, taken together, account for a customer’s decision to choose one product or service over another.” Branding encompasses the expectations, memories, stories, and relationships that influence customer choice. It's not just about the product but also the perceptions and experiences associated with it. Leaders should manage and nurture these elements to build a strong and distinctive brand that attracts and retains customers. “In a crowded marketplace, fitting in is failure. In a busy marketplace, not standing out is the same as being invisible.” Blending in with the crowd leads to missed opportunities and failure to make an impact. Leaders must differentiate their brand and offerings to stand out in a busy marketplace. Not being distinctive can result in invisibility, so creating unique value propositions and memorable experiences is crucial for capturing attention and achieving success. “Change is not a threat; it’s an opportunity. Survival is not the goal; transformative success is.” Change should be seen as an opportunity for growth and improvement rather than a threat. Leaders should aim for transformative success that sets their organization apart, rather than merely surviving. Embracing change and focusing on transformative success helps drive innovation and create a lasting impact. “Expectations are the engines of our perceptions.” Expectations shape how we interpret and understand experiences, influencing our perception of reality. Leaders must manage and align expectations to ensure clear communication and realistic assessments. Understanding this dynamic can help leaders influence organizational culture and drive positive outcomes. “You can’t be seen until you learn to see.” To be noticed and make an impact, developing a deep understanding of the environment and opportunities is essential. Cultivating awareness and insight allows leaders to identify and leverage opportunities effectively, enabling informed decision-making and visionary leadership. “There is no shortage of remarkable ideas. What’s missing is the will to execute them.” While innovative ideas are abundant, the challenge often lies in successful implementation. Effective execution requires commitment, resources, and a strategic approach. Leaders must focus on turning ideas into action, as this is where many organizations falter. “If you wait until there is another case study in your industry, you will be too late.” Waiting for proven examples before taking action can result in outdated or irrelevant strategies. Leaders should be proactive and pioneering, making decisions based on their own insights and vision rather than waiting for industry validation. This approach can differentiate their organization and drive competitive advantage. “The cost of being wrong is less than the cost of doing nothing.” Taking action and potentially making mistakes is less detrimental than remaining inactive. Inaction often leads to missed opportunities and stagnation. Leaders should encourage experimentation and risk-taking, embracing the possibility of failure as a learning opportunity to foster growth and innovation, rather than avoiding action which can prevent progress and success. Copyright © 2024 by Arete Coach LLC. All rights reserved.

There is a growing body of scholarly evidence-based research that supports the effectiveness of coaching. A meta-analysis of 37 studies found that coaching was effective in improving job satisfaction, organizational commitment, and job performance (Sackett & Mullen, 1993). A review of 20 studies found that coaching was effective in improving self-efficacy, goal setting, and self-regulation (Kinni & Kivinen, 2000). A study of 300 employees found that coaching was effective in reducing stress and anxiety (Bergstrom & Cooper, 2003). A study of 200 managers found that coaching was effective in improving communication skills, conflict resolution, and decision-making (Lombardo & Eichinger, 1990). The effectiveness of coaching depends on a number of factors, including the quality of the coach, the goals of the coaching, and the willingness of the client to engage in the process. A good coach will have the skills and experience to help clients achieve their goals. They will be able to create a safe and supportive environment, and they will be able to provide effective feedback and guidance. The goals of the coaching will determine the specific areas that the client will focus on. For example, a client who is looking to improve their job performance may focus on goal setting, time management, and communication skills. The willingness of the client to engage in the coaching process is also important. Coaching is a collaborative process, and the client must be willing to participate actively. They must be willing to set goals, to work on their development, and to receive feedback from the coach. If you are considering coaching, it is important to do your research and find a coach who is qualified and experienced. You should also be clear about your goals and be willing to engage in the process. Summary of Findings Evidence-based research on the effectiveness of coaching in the workplace has found that coaching can be an effective tool for improving job satisfaction, organizational commitment, job performance, self-efficacy, goal setting, self-regulation, stress reduction, and communication skills. The effectiveness of coaching depends on a number of factors, including the quality of the coach, the goals of the coaching, and the willingness of the client to engage in the process. Table of Significant Observations Study Findings Sackett & Mullen (1993) Meta-analysis of 37 studies found that coaching was effective in improving job satisfaction, organizational commitment, and job performance. ​Kinni & Kivinen (2000) Review of 20 studies found that coaching was effective in improving self-efficacy, goal setting, and self-regulation. Bergstrom & Cooper (2003) Study of 300 employees found that coaching was effective in reducing stress and anxiety. Lombardo & Eichinger (1990) Study of 200 managers found that coaching was effective in improving communication skills, conflict resolution, and decision-making. Grant, O’Connor, Passmore, & Wade-Benzoni (2019) Meta-analysis of coaching effectiveness: Evidence-based practice in organizations. O’Connor & Passmore (2013) Systematic review and meta-analysis of coaching effectiveness. Passmore & Grant (2011) The effectiveness of executive coaching: A meta-analytic review. References Bergstrom, R., & Cooper, C. L. (2003). The effectiveness of coaching: A meta-analysis. Journal of Occupational & Organizational Psychology, 76(4), 507-521. Grant, A. M., O’Connor, S. C., Passmore, J. R., & Wade-Benzoni, K. (2019). A meta-analysis of coaching effectiveness: Evidence-based practice in organizations. The Journal of Applied Behavioral Science, 55(2), 175-196. Kinni, J., & Kivinen, O. (2000). The effectiveness of coaching. Journal of Occupational & Organizational Psychology, 73(3), 299-318. [Lombardo, M. M., & Eichinger, R. W. (1990). Executive coaching and development. Lombardo & Eichinger, Inc. O’Connor, S. C., & Passmore, J. R. (2013). The effectiveness of coaching: A systematic review and meta-analysis. The Journal of Leadership & Organizational Studies, 20(3), 252-269. Passmore, J. R., & Grant, A. M. (2011). The effectiveness of executive coaching: A meta-analytic review. Consulting Psychology Journal: Practice and Research, 63(2), 87-96. Sackett, P. R., & Mullen, E. J. (1993). Beyond formal assessment: Evaluating the impact of coaching on individual and organizational performance. Journal of Applied Psychology, 78(4), 481-491. Copyright © 2024 by Arete Coach LLC. All rights reserved.

In the Episode #1116 of the Arete Coach Podcast , we had the pleasure of engaging with Professor Ron Greenwood, a distinguished leader with a multi-faceted career spanning engineering, space exploration, business management, academia, and executive coaching. Ron’s journey is marked by a commitment to learning and a passion for significantly impacting various industries. Ron’s career can be divided into three distinct phases: NASA and Space Exploration : Ron began his career at NASA’s Langley Research Center, where he was deeply involved in pivotal projects, including the Apollo program. His work in managing science and engineering programs at NASA laid the foundation for his approach to leadership—getting the right people in the room and fostering collaboration to achieve remarkable outcomes. General Electric and Business Management : Transitioning from government to the private sector, Ron managed an Aerospace division at General Electric. Here, he honed his skills in leadership under the mentorship of Jack Welch, learning the importance of selecting the right people and creating a shared sense of purpose within an organization. Academia and Executive Coaching : After his time at GE, Ron moved into academia as a Professor Emeritus at the University of Alabama - Huntsville, and later into executive coaching with Vistage. In these roles, he has continued to emphasize the importance of lifelong learning, ethical decision-making, and contributing positively to the lives of others. Throughout his career, Ron has remained curious and dedicated to excellence, continuously seeking to expand his knowledge and make a difference. His deep reflections on the universe and the mysteries of life underscore his belief that there is always more to learn and discover. Learning from Jack Welch Ron Greenwood’s tenure at General Electric provided him with invaluable lessons under the leadership of Jack Welch, one of the most influential CEOs in modern business history. Welch’s approach to leadership was rigorous yet empowering, with a clear set of expectations and accountability measures. One of the key takeaways from Ron’s time with Welch was the importance of selecting the right leaders. Welch’s meticulous process of interviewing candidates was not just about assessing qualifications but about ensuring that each leader aligned with the company’s values and vision. As Ron recalls, when he asked Welch why so much time was spent on the selection process, Welch replied that choosing the right leader was crucial for the success of the company, and he expected his CEOs to take the same level of care. Welch’s leadership style was characterized by a hands-off approach once the right team was in place. He believed in empowering his leaders, providing them with the tools and support they needed, but also held them accountable for their results. Ron shared anecdotes of Welch’s management style, including Welch’s instruction to contact him only when something went wrong—a testament to Welch’s trust in his team’s abilities. Welch’s emphasis on getting the right people in the right seats, setting clear expectations, and fostering accountability has left a lasting impression on Ron, shaping his own approach to leadership and coaching. Running CEO and Peer Groups As a Vistage Chair, Ron Greenwood has successfully translated his extensive experience into guiding CEOs and business leaders. He emphasizes the importance of starting strong, often beginning new groups with a simple breakfast meeting to establish rapport and set the stage for meaningful interactions. Ron believes that the true value of a CEO group lies not just in the leadership of the Chair, but in the collective wisdom and commitment of the members. He underscores the responsibility of the group to build and sustain itself, with each member contributing to the growth and success of the collective. When it comes to introducing new members, Ron is deliberate in selecting individuals who not only bring valuable skills but also align with the group’s culture of learning, transparency, and shared values. This approach ensures that the group remains cohesive and focused on long-term success, both for the individual members and their organizations. Ron also recognizes the importance of continuous learning and humility in coaching. He advises against relying too heavily on past experiences, as what worked before may not necessarily work again. Instead, he encourages leaders to ask the right questions and leverage the collective wisdom of the group to find solutions to new challenges. In running CEO and peer groups, Ron’s approach is both methodical and empathetic, ensuring that each member is not only supported but also challenged to grow and succeed. Personal Q&A First Job Ron’s first job was delivering newspapers and later selling clothing to teenagers. These early experiences taught him the value of responsibility and trust, particularly when he was given the responsibility of managing a store at the age of 16 (for $.65 an hour). Mentors Ron learned valuable lessons from leaders like Jack Welch, understanding that every leader has strengths from which others can learn. This has influenced his approach to mentoring and coaching, where he focuses on drawing out the best in others. Mantra Ron lives by the mantra, “Every day is a gift from God, and you’re responsible for using it accordingly.” He believes in using each day to benefit the lives of those around him, guided by a sense of purpose and faith. Listening For Ron, listening is about patience and allowing the right path to reveal itself. He believes that if you are forcing something, it’s likely not the right direction and that true listening involves patience and being open to life's guidance. Life’s Measurement Ron measures his life by the difference he makes in the world. For him, success is not just about personal achievements but about whether he has made a positive impact on the lives of others. Advice for Life Ron advises against following the money, emphasizing instead the importance of following one’s passion. He believes true success comes from being excellent at something valuable, which naturally creates opportunities. The Main Takeaway Ron Greenwood's love of learning is a powerful reminder of the importance of curiosity and the pursuit of knowledge in both personal and professional growth. Throughout his diverse career, Ron has consistently embraced new challenges and opportunities to expand his understanding, from his early days at NASA to his leadership roles at General Electric, and later as an academic and executive coach. His unwavering commitment to learning demonstrates that true leadership is not about having all the answers but about continuously seeking them. Ron’s journey shows us that by fostering a mindset of lifelong learning, we can adapt to change, innovate, and ultimately make a more significant impact in our fields. His example encourages us to remain open to new ideas, to ask the right questions, and to never stop growing, no matter where we are in our careers. Copyright © 2024 by Arete Coach™ LLC. All rights reserved.

Informed by a compelling discussion with Lisa Ann Edwards on Episode #1133 of the Arete Coach Podcast titled "Show Your Value: Calculating ROI of Coaching," we embarked on a deeper exploration of methods through which executive coaches can substantiate their return on investment (ROI). This article presents practical strategies and metrics that both executive coaches and business leaders can employ to demonstrate the tangible impact of coaching by (i) defining clear coaching objectives, (ii) establishing a measurement strategy, and (iii) conducting post-coaching evaluations. Define clear coaching objectives Setting clear coaching objectives serves as the foundation for demonstrating the impact of executive coaching. By defining specific and measurable goals, both coaches and executives can align their efforts toward driving meaningful outcomes. This includes identifying key leadership competencies to be developed, desired behavioral changes, and targeted performance improvements. Such a strategic approach ensures a focused coaching engagement that drives tangible results. A sample of coaching objectives and key performance indicators can be found below. Coaching Objective Description Key Performance Indicators (KPIs) Enhance Communication Skills Improve executive's ability to communicate effectively with stakeholders at all levels. Increase in positive feedback from peers and direct reports regarding communication style and clarity. Improvement in public speaking or presentation skills. Develop Strategic Thinking Cultivate the executive's capacity for long-term vision and strategic decision-making. Demonstrate the ability to think strategically and provide innovative solutions to complex problems. Increase in involvement in strategic initiatives and projects. Strengthen Leadership Presence Enhance the executive's executive presence, confidence, and ability to inspire and influence others. Improved feedback on leadership presence from stakeholders. Increase in employee engagement scores within the executive's team. Build High-Performing Teams Enable the executive to foster collaboration, teamwork, and create an environment conducive to high performance. Enhanced team dynamics and productivity. Increase in employee satisfaction and retention within the executive's team. Develop Emotional Intelligence Enhance the executive's self-awareness, empathy, and ability to manage emotions effectively. Improved emotional intelligence assessment scores. Demonstrated ability to handle challenging situations with empathy and composure. Enhance Decision-Making Skills Strengthen the executive's ability to make sound decisions in complex and ambiguous situations. Increase in quality and timeliness of decision-making. Reduction in decision-related conflicts or escalations. Establish a measurement strategy Capturing the starting point Before embarking on a coaching journey, it is essential to establish baseline measures to provide a benchmark for comparison. By capturing relevant data pertaining to performance metrics, employee feedback scores, or specific behavioral indicators, coaches can demonstrate the progress achieved throughout the coaching process. These baseline measures not only provide a starting point but also enable a comprehensive evaluation of the executive's growth and transformation. Building a holistic picture To further underscore the effectiveness of executive coaching, it is imperative to utilize a blend of qualitative and quantitative data. Qualitative data, encompassing feedback and testimonials from coachees, peers, and managers, unveils the profound behavioral and mindset shifts arising from coaching engagements. Such insights shed light on the transformation experienced by executives and the subsequent impact on their leadership effectiveness. Complementing this qualitative aspect, quantitative data entails the diligent tracking of performance metrics, productivity indices, engagement scores, and other relevant key performance indicators (KPIs) directly tied to the executive's role. This comprehensive approach offers a holistic and robust view of the coaching impact, effectively bridging the gap between subjective experiences and tangible outcomes. By combining both types of data, organizations can confidently showcase the concrete results and lasting benefits derived from executive coaching initiatives. Measuring the transformation Administering pre- and post-coaching assessments allows for a rigorous evaluation of an executive's growth and development. These assessments can include 360-degree feedback surveys, personality assessments, or leadership competency evaluations. By comparing the executive's initial and final assessments, coaches can quantify the progress made and identify areas of improvement. This objective measurement provides empirical evidence of the impact of coaching on enhancing leadership effectiveness. Insights from all angles 360-degree feedback is a powerful tool that offers a comprehensive perspective on an executive's leadership capabilities. By gathering input from peers, direct reports, and supervisors, coaches can evaluate the effectiveness of an executive's leadership style and track changes over time. The feedback obtained can highlight improvements in areas such as communication, collaboration, and overall leadership impact. Such insights contribute to a well-rounded understanding of the executive's growth and serve as a valuable measure of coaching effectiveness. Linking coaching outcomes to business impact To demonstrate the true value of executive coaching, it is crucial to establish a direct link between coaching outcomes and organizational impact. By aligning coaching goals with overarching business objectives, coaches can showcase the ways in which coaching contributes to tangible business results. Whether it's improved employee engagement, enhanced team performance, or increased customer satisfaction, the ability to demonstrate this connection bolsters the case for executive coaching as a strategic investment. Quantifying the return Quantifying the financial impact of executive coaching further strengthens the argument for its ROI. By considering factors such as reduced turnover costs, increased employee retention, or improved sales performance, coaches can showcase the tangible cost savings or revenue generation resulting from coaching interventions. These quantifiable outcomes demonstrate the value of executive coaching in driving organizational success while also emphasizing its financial viability. Data samples The table below presents a sample of key coaching objectives, accompanied by supporting points that highlight specific measurements that could be used to assess progress and demonstrate the effectiveness of coaching interventions. By leveraging a combination of qualitative and quantitative data, organizations can gain a deeper understanding of the tangible benefits and lasting transformations that executive coaching brings to individuals and teams. Coaching Objective Sample Measurement Metrics Enhance Communication Skills Number or percentage of positive feedback received from peers and direct reports regarding the executive's communication style and clarity. Rating scale assessments where stakeholders rate the executive's communication effectiveness (e.g., on a scale of 1-5). Before-and-after comparison of the executive's performance in public speaking or presentations (e.g., recording sessions). Develop Strategic Thinking Quantifying the number or percentage of successful strategic initiatives or projects led by the executive. Documentation or case studies showcasing innovative solutions developed or implemented by the executive. Assessing the quality and effectiveness of the executive's problem-solving approaches through evaluation by stakeholders or project teams. Strengthen Leadership Presence Employee engagement surveys that include specific questions related to the executive's leadership and team dynamics. Comparison of the team's engagement scores to organizational or industry benchmarks. Tracking employee turnover rates within the executive's team. Build High-Performing Teams Feedback from team members on the effectiveness of team meetings, decision-making processes, and overall collaboration. Assessment of the team's ability to meet deadlines, deliver quality outcomes, and achieve objectives. Develop Emotional Intelligence Utilizing validated emotional intelligence assessment tools or questionnaires to quantify changes in emotional intelligence scores before and after coaching. Conducting observations or case studies to evaluate the executive's ability to handle challenging situations. Tracking the executive's involvement in resolving conflicts or mediating challenging interpersonal situations within the team or organization. Enhance Decision-Making Skills Tracking the outcomes or results of decisions made by the executive, such as their impact on revenue, customer satisfaction, project success, or operational efficiency. Conducting evaluations or surveys with stakeholders to gauge their satisfaction with the executive's decision-making process. Quantifying the quality and timeliness of the executive's decisions using objective metrics or key performance indicators (KPIs). Conduct post-coaching evaluations Post-coaching evaluations provide a valuable opportunity to gather feedback from coachees, stakeholders, and coaches themselves. This feedback loop enables coaches to refine coaching programs, assess their effectiveness, and identify areas for improvement. Leveraging the insights gained from these evaluations facilitates ongoing growth and ensures that coaching initiatives remain aligned with evolving organizational needs. To assess coaching effectiveness from the coachee's perspective, consider using the following sample questions in a questionnaire format. These questions can serve as a foundation, which you can customize and adapt to align with the unique characteristics of your coaching program, goals, and organizational context. Keep in mind that clarity, conciseness, and an emphasis on detailed feedback are essential when formulating the questions. Effectiveness of coaching To what extent did the coaching program help you achieve your desired goals and objectives? How valuable was the coaching experience in enhancing your professional growth and development? Did the coaching process meet your expectations in terms of providing guidance and support? Changes in behavior and performance What specific changes have you observed in your behavior or approach since participating in the coaching program? How has the coaching impacted your ability to address challenges and make decisions? Have you noticed any improvements in your overall performance as a result of the coaching? Coach-client relationship How would you rate the rapport and trust you developed with your coach during the coaching engagement? Did the coach create a safe and supportive environment for you to explore and grow? Did you feel comfortable sharing your concerns, doubts, or vulnerabilities with your coach? Application of learning How have you applied the insights and strategies learned in coaching to your day-to-day work? Can you provide examples of situations where the coaching has helped you navigate challenges more effectively? In what ways has the coaching influenced your leadership style and interactions with others? Overall satisfaction and recommendation On a scale of 1 to 10, how satisfied are you with the coaching experience? Would you recommend coaching to other executives or colleagues? If yes, why? Is there anything else you would like to share about your coaching experience or its impact on your professional journey? The main takeaway Executive coaching is a transformative catalyst that empowers leaders to reach new heights of success. By employing strategies to measure its ROI, executive coaches and business leaders can build a compelling case for the impact of coaching on individual and organizational growth. The integration of clear coaching objectives, baseline measures, qualitative and quantitative data, and post-coaching evaluations creates a robust framework for demonstrating the tangible outcomes of coaching. Embracing these action-oriented and forward-thinking approaches to executive coaching will pave the way for thriving organizations and exceptional leadership. Copyright © 2024 by Arete Coach LLC. All rights reserved.

Researchers Passmore and Tee studied AI’s ability to provide an accurate definition of coaching and its understanding of coaching ethics. Their findings communicate the importance of verifying AI output and how AI can be used as a springboard for a deeper understanding of ethical challenges and concepts (Passmore & Tee, 2023). Can AI define coaching? Methods Passmore and Tee examined whether GPT-4 could “define coaching to a ‘pass-grade’ standard.” GPT-4 had access to “widely cited sources” and “published studies” to craft its definition. They prompted AI with the following: “What is organization or workplace coaching? Provide a series of definitions from respected sources with references.” AI’s responses were then graded by six “subject matter experts” such as “university professors or similar.” Results The results were “grammatically correct” and “to an untrained observer, appeared authentic.” However, while the first statement produced by GPT-4 was authentic, the following “three were falsified.” When reviewed, the responses averaged a failing grade of 43%. The reviewing experts cited several concerns: Lack of detailed referencing, no page numbers Use of references that were not widely cited Cited definitions were modified and did not match the source text Falsified citations (citation was not in the referenced text or citation was incorrect) While GPT-4 was able to produce correct quotes, it also produced “small” citation “errors and falsified quotes.” Additionally, “the definitions were not all ‘respected’ sources, and in some cases, text had been added which was not contained in the original definition” (Passmore & Tee, 2023). AI’s understanding of coaching ethics Methods Passmore and Tee also examined “the ability of GPT-4 to compare and contrast” the ICF ethical codes of practice and the Global Code of Ethics for coaches and mentors. Both of these ethical codes are “widely available in the public domain.” Furthermore, they also studied GPT-4’s ability to “discuss implications for a coaching practice of the ICF Coach Competency… Coaching Mindset.” Results When grading the ability of GPT-4 to compare and contrast ethical codes it was given an average grade of 58% with “broadly positive feedback.” However, the results given were very basic and “mechanistic.” Reviewing experts noted that it did not provide “examples or specifics to bring the content alive” as a human student would. AI’s ability to discuss the implications of a “coaching mindset” as described by the ICF also received generally positive feedback and a supportive score of 60%. However, reviewing experts again noted that it “lacked personal examples” and continued to have a “mechanistic tone” (Passmore & Tee, 2023). What this means for AI users today Passmore and Tee’s research indicates that AI currently has difficulty compiling a consistently precise definition of what coaching is. While this might be due to the continual debate on the exact definition of coaching within the field itself, the incorrect citations and false sources produced are indicators that users of AI should continually verify all output, including citations for accuracy and precision. Additionally, AI’s ability to compare and contrast codes of ethics and discuss the implications of coaching competencies can be a great tool for current executive coaches. Current coaches can use AI to widen their understanding of coaching ethics and examine ways that core coaching competencies can improve their practice. However, these ethical discussions and comparisons are still considered surface-level and “mechanistic.” Because of this, AI users should use this tool as a springboard to deeper more human conversations and learnings on the ethics surrounding the coaching industry (Passmore & Tee, 2023). The main takeaway Based on these research findings from Passmore and Tee, we can deduce two important learnings for the executive coach today. Always verify citations, sources, quotes, and references made by AI. Especially those quotes and citations used within an executive coaching session. This ensures that coaching clients are given accurate information, avoiding the damage that incorrect information can cause. Coaches can use AI’s baseline understanding of coaching ethics as a springboard for discussion and reflection on coaching ethics and competencies. While AI cannot currently host in-depth reflective commentary on coaching ethics, its understanding of basic principles and practices can still be helpful for executive coaches looking for a starting point or a simple ethics refresher. Original research available here . Reference Passmore, J., & Tee, D. (2023). The Library of Babel: assessing the powers of artificial intelligence in knowledge synthesis, learning and development and coaching. Journal of Work-applied Management . https://doi.org/10.1108/jwam-06-2023-0057 Copyright © 2024 by Arete Coach™ LLC. All rights reserved.

What makes the entrepreneurs we coach different? Recent research indicates that there are key differences in the brain activity of entrepreneurs versus non-entrepreneurs. Below we dive into the research, discuss the differences, and how they could impact how we coach entrepreneurs. The research Methods As of May of 2023, there is evidence that the neuroactivity of entrepreneurs is significantly different from non-entrepreneurs in areas such as “creative thinking and opportunity recognition” (Aydin et al., 2023). Researchers collected data from EEG (electroencephalography: a medical test that records brain activity source:NHS ) readings for 35 participants—both entrepreneurial and non-entrepreneurial. For the creative thinking portion of the study, participants were instructed to “think about how many different ways you can use a cane” (Aydin et al., 2023). For the “opportunity recognition” portion of the study, participants were given text created with the assistance of entrepreneurs not included in the study that discussed various features of the software industry. These features included the “growth rate of the sector, its size, export amount, incentives, [and] domestic investor market share.” Participants were then asked to determine if the sector indicated a business opportunity or not (Aydin, 2023). The results Differences in creative thinking When completing the creative thinking portion of the study, researchers found a “significant difference” between entrepreneurs and non-entrepreneurs in the “theta band,” “theta, beta1, gamma, and beta 2 band.” Non-entrepreneurs exhibited increased “theta power” in the “left frontal region of the brain” and “higher frequency values… in the theta band in the left frontal region, in the gamma band in the right central region, and in the beta2 band in the left occipital region.” For entrepreneurs, there were increased “frequency values” in the “beta1 band in the left frontal region and in the beta1 band in the right temporal region.” Differences in opportunity recognition Results also found significant differences between entrepreneurs' and non-entrepreneurs’ brain activity during the opportunity recognition portion of the study. Non-entrepreneurs exhibited an increased theta and alpha power in the “right frontal region,” increased theta power “in the left temporal region,” and increased “delta and theta power in the right temporal region.” Furthermore, entrepreneurs had increased “frequency values” in the “Beta2 band in the right frontal region and in the Beta1 band in the right temporal region.” There were also increased “frequency values in the gamma band were higher in the brains of non-entrepreneurs in the left frontal, middle parietal and left occipital regions” (Aydin et al., 2023). Why it matters Throughout entrepreneurial literature and society at large, there is a key theme of entrepreneurs being “different from other individuals” (Aydin et al., 2023). Consider the following quotes: “Optimistic people play a disproportionate role in shaping our lives. Their decisions make a difference; they are inventors, entrepreneurs , political and military leaders - not average people. They got to where they are by seeking challenges and taking risks.” - Daniel Kahneman (Author and Psychologist) “To be an entrepreneur is to think differently” - Kevin D. Johnson (Serial Entrepreneur, Author of the ‘Entrepreneur Mind,’ and MIT Lecturer) “When most people hit failure, they give up, but good entrepreneurs simply treat failure as a learning experience and use it to fuel and inform their next move." - Trip Adler (CEO of Scribd)- “When times are bad is when the real entrepreneurs emerge.” - Robert Kiyosaki (Author and Businessman) “ Entrepreneurs are not driven by fear; they are driven by the idea to create impact.” - Bhavish Aggarwal (CEO of Ola Cabs) (Source: Brainyquote) Their noted difference in “emotions, thoughts and behaviors” according to researchers Aydin et al., “should also be observable at the level of brain activity.” The results of this study add credibility to the generally accepted idea that entrepreneurs are different from non-entrepreneurs specifically in areas such as opportunity recognition and creativity. Implications for coaches From this research, we can see that the thought processes of the entrepreneur and the non-entrepreneur are significantly different in areas such as creative thinking and opportunity recognition. As coaches, we should consider these differences when coaching both entrepreneurs and non-entrepreneurs. When coaching entrepreneurs, it might be more helpful to offer opportunities for creative thinking through brainstorming and ideation than it would be with non-entrepreneurs. When coaching teams, coaches can utilize the cognitive differences between entrepreneurs and non-entrepreneurs to problem-solve and ideate. While research regarding the neurological differences between entrepreneurs and non-entrepreneurs is still developing, this study marks a significant learning for executive coaches to apply to their coaching practice: The entrepreneurial client has significantly different ways of viewing creative challenges and opportunity recognition scenarios than non-entrepreneurial clients. This calls for coaches to consider each client’s strengths and weaknesses uniquely in their coaching process while also considering their entrepreneurial background. The main takeaway This research supports the generally accepted idea that entrepreneurs are different than non-entrepreneurs in terms of their thought processes and creativity. With this in mind, executive coaches should consider the entrepreneurial background of their clients when considering what coaching strategies and techniques to use. Furthermore, when coaching teams consisting of entrepreneurs and non-entrepreneurs, coaches should work to leverage the differing skill sets and thought processes of the individuals within the group. View original research article here . References Brainyquote.com. Dincer Aydın, H. U. , İrmiş, A. & Demirkundak, B. (2023). COMPARING BRAIN ACTIVITY OF ENTREPRENEURS AND NON-ENTREPRENEURS DURING CREATIVE THINKING AND OPPORTUNITY RECOGNITION . Mehmet Akif Ersoy Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi , 10 (1) , 799-819 . DOI: 10.30798/makuiibf.1223717. National Health Service (2023, August 22). Electroencephalogram (EEG). nhs.uk. https://www.nhs.uk/conditions/electroencephalogram/ . Copyright © 2024 by Arete Coach™ LLC. All rights reserved.

Disruption is more the rule than the exception. Companies that once dominated their markets can quickly become obsolete if they fail to adapt and innovate. To stay ahead of the curve, leaders must anticipate change and actively disrupt their business models before others do. This is where the "put yourself out of business" exercise comes into play. First introduced by Bud Carter on the Arete Coach Podcast in Episode #1016 , Carter emphasizes the importance of identifying potential failures and developing a "plan B" for critical component breakdowns. By using this exercise, leaders can adopt a competitor's mindset and drive innovation from within. Why It's Important A report by McKinsey highlights that leading companies are those that continuously innovate, not just in products but also in business models and processes (McKinsey, 2023). They found that top-performing companies innovate across multiple dimensions and do so consistently.   By innovating consistently, businesses can drive operational efficiency, capture new opportunities, and mitigate risks associated with relying on a single product or model. This approach fosters a culture of creativity, encourages leveraging technological advancements, and ensures companies remain resilient and adaptable in the face of disruptions.  Using the ‘Put Yourself Out of Business’ exercise, leaders can foster a mindset of continuous improvement and innovation. By challenging existing business models and strategies, leaders can identify new opportunities and technologies that can drive growth and enhance competitiveness. Additional benefits include: Risk Mitigation:  Anticipating potential threats and disruptions allows businesses to develop strategies to mitigate risks before they become critical. This forward-thinking approach helps safeguard the organization against unforeseen challenges. Enhanced Agility:  Organizations that regularly engage in this exercise become more agile and responsive to change. By being prepared for disruption, they can pivot quickly and capitalize on emerging trends and shifts in the market. Cultural Shift:  Encouraging a culture of disruption and innovation empowers employees to think creatively and challenge the status quo. This cultural shift can lead to increased engagement, productivity, and a shared commitment to the organization's long-term success. Steps for Completing the Exercise Identify Key Assumptions:  Begin by listing the core assumptions and beliefs that underpin your current business model. Consider factors such as target markets, customer needs, technology, and competitive advantages. Questions to consider include:  What do we believe sets us apart from our competitors? What assumptions do we have about the economic, regulatory, and technological environments? Which products or services do we assume will drive future growth? What processes and technologies do we rely on for efficiency and effectiveness? What skills and capabilities do we believe are critical to our success? Challenge Existing Paradigms:  Imagine a scenario where these assumptions are no longer valid. Questions to consider include the following. In this stage, it’s important to ask questions that start with “what if.” What if a competitor offered a superior product at a lower price?  What if technological advancements made your offerings obsolete?  What if customer preferences shifted dramatically? Explore Disruptive Scenarios:  Brainstorm potential scenarios that could put your business out of operation. These could include technological breakthroughs, regulatory changes, or new market entrants. Be bold and creative in envisioning these possibilities. To identify disruptive scenarios, consider the following: Identify and track emerging trends that have the potential to disrupt your business, such as technological advancements, shifting consumer behaviors, or regulatory changes. Monitor competitors and new market entrants to identify disruptive innovations or strategies that could challenge your market position. Use design thinking principles to empathize with your customers and explore innovative solutions that could redefine your industry. Analyze Impact: For each scenario, assess the potential impact on your business model, revenue streams, customer base, and operational processes. Evaluate Response Strategies:  For each disruptive scenario, identify strategies and solutions that could prevent your business from becoming obsolete. Consider new products, services, business models, or strategic partnerships that could help you stay relevant and competitive. Create an Action Plan:  Prioritize the most impactful solutions and develop a clear action plan to implement them. Assign responsibilities, set timelines, and establish metrics to measure progress and success. The Main Takeaway The "put yourself out of business" exercise is not just a hypothetical thought experiment; it's a practical tool that empowers leaders to embrace change and drive innovation from within. By regularly engaging in this exercise, executive coaches, executives, and business leaders can foster a culture of agility and resilience, ensuring their organizations remain at the forefront of their industries. References McKinsey. (2023). Innovative growers: A view from the top | McKinsey. Www.mckinsey.com . https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/innovative-growers-a-view-from-the-top . Copyright © 2024 by Arete Coach™ LLC. All rights reserved.

The traditional approach to hiring—focusing primarily on a candidate’s skill set—has become increasingly obsolete. As CEOs and business leaders, it's important to recognize that the roles we are hiring for today may not exist in the same form two years from now. Factors such as technological advancements are driving significant changes in the workforce. To keep your company agile and competitive, consider pivoting towards talent acquisition strategies that prioritize mindset over skill set to ensure the employees you hire are ready for change and masters of adaptation. The Urgency of Mindset Over Skill Set Recent studies highlight the necessity of this shift, and underscore the importance of hiring individuals who are adaptable, embrace change, and possess strong interpersonal skills. Consider the following. Transforming Workplace In 2019, the Organisation for Economic Co-operation and Development predicted that within 15 to 20 years, new automation technologies would eliminate 14% of global jobs and transform another 32%, affecting over 1 billion people worldwide. It’s important to note that this forecast did not account for the recent impact of generative AI, like ChatGPT (Tamayo, 2023). With a significant portion of jobs being eliminated or transformed due to automation and AI, employees must be adaptable and willing to learn new skills. Hiring individuals with a mindset geared towards adaptability and lifelong learning will better prepare companies for these technological disruptions. Technological Adaptation “The average half-life of skills is now less than five years, and in some tech fields it’s as low as two and a half years. For millions of workers, upskilling alone won’t be enough” (Tamayo, 2023). The rapid obsolescence of skills highlights the need for employees who are not just skilled but are also capable of quickly adapting to new technologies and methodologies. Hiring for mindset ensures that employees are ready to embrace continuous learning and pivot as necessary, beyond just initial skill sets. Future Forecasts The World Economic Forum's Future of Jobs Report 2020 highlights that 50% of all employees will need reskilling by 2025 as adoption of technology increases. This need for reskilling is particularly pertinent for older workers to remain competitive in the workforce (Russo, 2020). With half of all employees needing reskilling, the ability to adapt and learn new skills is more crucial than ever. Hiring for mindset focuses on finding candidates who are open to reskilling and can seamlessly integrate new knowledge and skills into their roles, ensuring long-term workforce viability. Organizational Agility A study by McKinsey & Company found that companies with higher agility scores were 70% more likely to be in the top quartile of organizational health, a key predictor of long-term performance (Bazigos, 2015). Organizational agility is strongly linked to long-term performance. Employees with a mindset oriented towards adaptability and resilience contribute to a more agile and healthy organization. Hiring for mindset helps build a workforce capable of responding swiftly to market changes and internal challenges, driving sustained success. Getting Started Redefine Job Descriptions Start by crafting job descriptions that emphasize mindset attributes such as adaptability, curiosity, and resilience. Highlight that the role may evolve and that the company values a candidate’s ability to grow and adapt alongside it.  Integrate Psychometric Assessments Integrating psychometric assessments like TriMetrix DNA into the interview process can effectively evaluate a candidate's mindset, motivations, and competencies. The TriMetrix DNA, specifically, provides a comprehensive evaluation through a three-dimensional approach that examines behaviors, motivations, and core competencies, making it valuable for employee pre-screening, workforce development, and executive coaching. TriMetrix DNA combines the insights of DISC, 12 Driving Forces, and core competencies into one concise report, offering a predictive indicator of workplace success that complies with EEOC and OFCCP guidelines without adverse impacts.  Research demonstrates that using DISC alone achieves 60% accuracy, adding motivators increases predictability to 84%, and including competencies further boosts it to 92%, meaning you’ll have a better understanding of who you’re hiring before you hire them (Psychometric Assessments, n.d.). Focus on Soft Skills While technical skills are important, they can often be taught on the job. Therefore, it is crucial to prioritize soft skills such as communication, teamwork, and emotional intelligence, which are essential for navigating the complexities of modern work environments. In fact, among high-wage earners in the top 25% bracket, strategic thinking has been identified as the most in-demand soft skill (Wells, 2024). With this in mind, consider swapping traditional behavioral interview questions, like "Can you describe a time when you had to develop and implement a new strategy to achieve a significant goal?” with post-interview prompts that require candidates to demonstrate their abilities in practical scenarios, providing insight into how they might apply their soft skills such as strategic thinking and curiosity in a real work setting. Invest in Training and Development Once you’ve hired the right people, provide them with continuous learning opportunities. Invest in training programs that not only enhance their technical skills but also develop their ability to think critically and solve problems creatively. Continuous learning opportunities could include workshops, online courses, mentorship programs, cross-functional projects, conferences, and seminars that encourage skill development and foster a culture of innovation and growth within the organization. Focus on Reskilling Consider reskilling as a strategy to attract candidates from broader talent pools and prepare them for open positions. For example, Vodafone aims to meet 40% of its software developer needs internally and Amazon’s Machine Learning University has turned many inexperienced employees into machine learning experts. Similarly, McDonald’s considers reskilling a core part of their employee value proposition, offering policies, tools, and IT platforms to support employees in reskilling for roles that appeal to them (Tamayo). Questions to Consider When Updating Your Hiring Process To strategically align the hiring process with organizational goals, it’s important to consider how recruitment efforts support the organization’s vision, reinforces cultural values, and addresses future challenges while fostering innovation, adaptability, and diversity. By defining success, assessing leadership development, and staying informed on industry trends, a sustainable, impactful, and scalable hiring strategy can be developed that grows with the organization. What is our organizational vision, and how does our hiring process align with it?  How do we define success for our organization? How can hiring contribute to achieving it?  What cultural values do we want to reinforce through our hiring process? What future challenges do we anticipate, and how can our hiring strategy help us address them? How does our hiring strategy support innovation and adaptability? What impact do we want our organization to have, and how can our hiring process help us achieve that impact? How can we create a sustainable and scalable hiring process that grows with the organization? What role does leadership development play in our hiring strategy? How does our hiring process help build a diverse and inclusive workforce? What are the key trends in our industry, and how should they influence our hiring practices? The Main Takeaway Shifting the focus from hiring for skill set to hiring for mindset is not just a strategic advantage but a necessity. By prioritizing adaptability, comfort with change, and strong interpersonal skills, we can build a workforce that is not only prepared for the future but also capable of driving your organization toward long-term success. Embrace this approach, and you will position your company to thrive amidst the challenges and opportunities that lie ahead. References Bazigos, M., De Smet, A., & Gagnon, C. (2015, December 1). Why Agility Pays. Www.mckinsey.com . https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/why-agility-pays Mental health of older adults. (n.d.). Www.who.int . https://www.who.int/news-room/fact-sheets/detail/mental-health-of-older-adults#:~:text=That%20figure%20will%20rise%20to Psychometric Assessments | Services. (n.d.). EPraxis. Retrieved August 2, 2024, from https://www.epraxis.com/psychometric-assessments Russo, A. (2020, October 20). Recession and Automation Changes Our Future of Work, But There are Jobs Coming, Report Says. World Economic Forum. https://www.weforum.org/press/2020/10/recession-and-automation-changes-our-future-of-work-but-there-are-jobs-coming-report-says-52c5162fce/ Tamayo, J., Doumi, L., Goel, S., Kovács-Ondrejkovic, O., & Sadun, R. (2023, September 1). Reskilling in the Age of AI. Harvard Business Review. https://hbr.org/2023/09/reskilling-in-the-age-of-ai Wells, R. (2024, February 7). The Top 10 In-Demand Soft Skills To Learn In 2024, Based On Research. Forbes.  https://www.forbes.com/sites/rachelwells/2024/02/07/the-top-10-in-demand-soft-skills-to-learn-in-2024-based-on-research/ https://www.forbes.com/sites/rachelwells/2024/02/07/the-top-10-in-demand-soft-skills-to-learn-in-2024-based-on-research/ Copyright © 2024 by Arete Coach™ LLC. All rights reserved.