The world is on the brink of an AI industrial revolution that promises to reshape industries and the job market as we know it. Just as the Industrial Revolution of the 18th century brought about significant changes in labor and productivity, the ongoing Fourth Industrial Revolution driven by artificial intelligence (AI) and automation is causing similar disruptions. However, history has shown that while technological revolutions may displace certain jobs, they also pave the way for the creation of new industries and job opportunities. Inspired by Episode #1126 of the Arete Coach Podcast, we explore the parallels between the past and present technological shifts, examine the potential impact of AI on the job market, and discuss how individuals and society can adapt to thrive in the age of AI. “Jellison’s J-Curve and the Embracing the AI Industrial Age” by Severin Sorensen, using MidJourney, 5/17/23 Fear of job displacement The fears of widespread job losses due to AI are not unfounded. IBM's CEO, Arvind Krishna, recently announced plans to replace 7,800 jobs with AI and automation over the next five years. This news sparked concerns about the future of employment across various industries. However, it is essential to recognize that this is not the first time society has grappled with such fears. For example, the transition from human "knocker-uppers" (whose job was to tap on windows before alarm clocks were invented) to mechanical alarm clocks during the Industrial Revolution serves as a powerful reminder of the profound changes brought about by technological advancements. Lessons from the past The Industrial Revolution initially led to job displacement and social unrest. Workers who once held indispensable roles, like the knocker-uppers, found themselves replaced by machines. However, as history unfolded, new industries and jobs emerged, driving economic growth. Similarly, the Fourth Industrial Revolution driven by AI and automation holds the potential to create new roles that we can't even envision today. While AI may eliminate certain jobs, it also opens avenues for creative, complex, and empathetic roles that leverage skills unique to humans. The role of human skills As AI continues to advance, it becomes increasingly important to recognize and cultivate skills that AI cannot replicate. Creativity, critical thinking, emotional intelligence, and interpersonal skills are among the invaluable human capabilities that AI cannot match. Rather than competing with AI, individuals and organizations should focus on developing these complementary skills to thrive in the evolving job market. The Fourth Industrial Revolution calls for a shift from routine tasks to roles that require human ingenuity, adaptability, and problem-solving capabilities. The promise of AI and automation Contrary to the widespread fear of job losses, AI and automation can augment human capabilities and unlock productivity gains. Accenture estimates that large language models (LLMs) like ChatGPT-4 could impact 40% of all working hours by transforming language-related tasks into more productive activities. The Organization for Economic Cooperation and Development (OECD) predicts that technology could radically transform 1.1 billion jobs over the next decade. While certain roles may decline, the World Economic Forum foresees a net positive impact on job growth and economic productivity. Investing in reskilling and lifelong learning To successfully navigate the transition brought about by AI, individuals and governments must invest in reskilling and lifelong learning initiatives. Outdated learning programs exacerbate the skills mismatch in the future, hindering individuals from adapting to the changing job landscape. In fact, according to the World Economic Forum, investing in reskilling and upskilling the global workforce could boost GDP by $6.5 trillion by 2030. Future job opportunities The Fourth Industrial Revolution presents new opportunities in emerging fields. AI and machine learning specialists, data analysts and scientists, digital transformation specialists, and information security analysts are among the prominent emerging roles identified by the World Economic Forum. The demand for these positions is projected to increase significantly in the coming years, offering potential job growth and economic benefits. The role of businesses In the context of AI and workforce preparation, Clayton Christensen's "jobs to be done" theory provides a valuable lens for companies and executives as they navigate the terrain of AI and the future of work. The "job to be done" is to equip employees with the necessary skills and mindset to thrive in an increasingly AI-driven landscape by conducting the following. Fostering a culture of continuous learning and adaptability: Organizations must invest in upskilling and reskilling programs to enable employees to embrace new technologies and ways of working. Bridging the gap between humans and AI: Executives should recognize the value of the human-AI partnership and create roles that facilitate effective collaboration between humans and machines. This may involve hiring AI ethicists, trainers, and user experience designers. Rethinking processes to leverage human skills that AI cannot replicate, such as problem-solving, creativity, and emotional intelligence: Redesigning business processes accordingly will ensure that human work complements and enhances AI capabilities. Building ethical AI systems: As AI's influence in decision-making grows, companies must prioritize transparency, explainability, and unbiased algorithms. Hiring AI ethicists and data privacy officers can help develop ethical guidelines and privacy policies. Leveraging AI to create new products and services that deliver value to customers: This may involve personalizing customer experiences, developing innovative solutions, or enhancing existing offerings through AI. The main takeaway The advent of the Fourth Industrial Revolution powered by AI and automation evokes both excitement and apprehension about the future of work. Drawing lessons from the past, we can find solace in the fact that technological revolutions have historically led to the creation of new industries and job opportunities. By cultivating uniquely human skills, embracing lifelong learning, and adapting to the changing job market, individuals can thrive in the age of AI. Governments and organizations must also play a crucial role by investing in reskilling initiatives and supporting workers affected by job displacement. The Fourth Industrial Revolution is not a threat but an opportunity for humanity to embrace a future of innovation, productivity, and prosperity. Discover the future of work in the AI era on Episode #1126 of the Arete Coach Podcast. Join us as we explore the latest trends, projections on automation, and unveil 22 high-demand jobs in AI. Copyright © 2023 by Arete Coach LLC. All rights reserved.

Golf offers unique benefits as a catalyst for personal and professional growth. For executive coaches and business leaders, mastering golf is like gaining a strategic advantage. It enables them to enhance team-building, leadership, communication, and networking skills. This proficiency not only amplifies their impact but also helps in forming enduring relationships and leaving a lasting mark in the competitive business world. In this insight article, we reveal the seven attributes that are positively impacted through executive coaching on the fairway. Attributes Developed Through Fairway Executive Coaching Leadership At first glance, golf might appear as a leisure activity primarily enjoyed by the affluent. However, it holds untapped potential as a valuable tool in executive coaching. Skilled coaches harness golf courses as dynamic training grounds where leadership development flourishes. These fairways become arenas where leaders embark on transformative journeys, refining their strategic thinking, emotional intelligence, and communication prowess. The essence of golf also instills in business leaders the virtues of adaptability, resilience, and effective decision-making, guiding them to achieve exceptional outcomes both on and off the course. Key Lessons Learned in Golf: Resilience and Grit: Golf teaches individuals how to bounce back from setbacks and maintain a positive mindset in challenging situations. Time Management and Prioritization: Players develop skills in time management and prioritization, enhancing their ability to make effective decisions efficiently. Adaptability to Change: By fostering adaptability, golf prepares leaders to adjust their strategies swiftly in response to evolving conditions, equipping them to navigate the dynamic business landscape effectively. Teamwork and Collaboration Teamwork flourishes on the golf course, making it an ideal arena for executive coaches to master team-building skills. Each swing becomes a chance to synchronize strengths, build trust, and encourage open communication among players. Through targeted exercises and interactive challenges, coaches foster unity and collaboration, demonstrating the power of teamwork in achieving shared goals. These lessons translate into corporate environments, uniting employees toward common objectives and driving impactful outcomes. Examples of Team-Building Results in Golf: Enhanced Collaboration: Team bonding on the golf course improves communication and collaboration, fostering camaraderie and unity among team members. Strengthened Relationships: Interacting in a relaxed setting strengthens relationships and trust among team members, promoting more effective collaboration in the workplace. Leadership and Problem-Solving Skills: Golf team activities highlight leadership and problem-solving abilities, identifying emerging leaders and fostering their growth within the team. Executive Presence Leadership is a dynamic art that thrives on adaptability and growth. As golfers navigate each challenge on the course, executive coaching empowers leaders to handle obstacles, make confident decisions, and inspire their teams to exceed expectations. The golf course thus becomes a sanctuary for cultivating visionary leaders who lead by example and leave a lasting impact on their organizations. Examples of Executive Coaching Results on the Golf Course: Empowerment of Instincts: Through coaching on the fairway, leaders learn to trust their instincts, enhancing their ability to make swift and well-informed decisions based on experience and knowledge. Promotion of Work-Life Integration: Coaching on the golf course emphasizes work-life integration, enabling leaders to achieve harmony between their personal and professional lives, which enhances overall well-being and job satisfaction. Development of Patience and Persistence: Practicing and refining skills on the fairway helps leaders cultivate patience and perseverance, enabling them to stay resilient in pursuing their goals and overcoming challenges along the way. Communication In golf, effective communication goes beyond words—it's about subtle body language and intentions. Executive coaching uses this nonverbal language to help business leaders become better communicators. On the course, leaders learn to listen empathetically, express their ideas clearly, and encourage open dialogue. This approach fosters collaboration where creativity thrives through shared ideas. Golf helps bridge the gap between spoken and unspoken communication, making it a valuable tool for enhancing leadership skills in business. Examples of Communication Benefits from Golf: Improved Listening Skills: Golf encourages active listening, which enhances workplace communication and creates a supportive environment. Boosted Confidence in Speaking: Engaging with others during golf improves confidence in public speaking, benefiting presentations and discussions in business settings. Enhanced Clarity in Expressing Ideas: Golf helps sharpen verbal clarity, enabling leaders to articulate thoughts effectively in professional contexts. Adaptability Golf teaches valuable lessons in adaptability, navigating through changing conditions like weather and terrain. This skill translates well to the business world, where leaders must also adjust to a dynamic landscape. Executive coaching in golf helps leaders see change as an opportunity for growth. They learn to thrive amidst uncertainties, turning challenges into chances for innovation and progress. Just as golfers adjust their game to different course conditions, business leaders adapt their strategies to achieve success. Adaptability gains from golf: Managing Pressure: Golf teaches how to handle pressure, which is valuable for adapting to stressful situations in business. Playing with Different Partners: Golfing with various partners helps develop adaptability to different styles and dynamics, similar to working with diverse teams in business. Building Mental Toughness: Golf builds mental resilience, helping leaders bounce back from setbacks they encounter on the course, which applies to challenges in the business world too. Connections and Relationships Golf offers more than just competition—it fosters genuine connections that extend beyond the course. This is key for networking among executive coaches and business leaders. As coaches guide leaders through golf's relaxed setting, lasting relationships form based on shared experiences and camaraderie. These connections transcend the fairways, creating enduring bonds in the business world. Whether with clients or industry peers, networking on the golf course opens doors to new opportunities, ventures, and collaborations that enrich the path of strategic leadership. Examples of Networking Benefits from Golf: Deeper Connections: Spending hours playing golf allows for meaningful conversations and deeper bonds to form among players, strengthening connections. Insight into Character: Golf reveals insights into a person's character, including sportsmanship, integrity, and how they handle challenges, influencing perceptions in business relationships. Shared Passion: Enthusiasm for golf creates a shared passion that bridges beyond business interests, fostering stronger personal and professional bonds. Physical Health Golf extends its strategic benefits far beyond the course, offering a competitive edge to individuals and businesses alike. Beyond networking, it builds trust and rapport that endure in corporate settings. Executives and entrepreneurs who master golf gain a distinctive advantage, demonstrating competence, composure, and strategic acumen. As golf intersects with business, its transformative influence becomes clear, offering a unique way to differentiate oneself and build a successful personal brand. By embracing golf's art, individuals and businesses unlock opportunities to stand out, forge meaningful connections, and make a lasting impact in the ever-changing business world. Examples of Competitive Advantages from Golf: Focus and Concentration: Golf cultivates focus and concentration, enhancing productivity and efficiency in professional tasks requiring sustained attention. Improved Physical Health: Engaging in golf contributes to better physical health, benefiting cardiovascular well-being and energy levels in the workplace. Mindfulness and Stress Reduction: The sport promotes mindfulness and reduces stress through its outdoor setting and relaxed pace, refreshing the mind for a clearer perspective in professional life. The main takeaway Beyond its reputation as a leisure activity, golf offers practical insights that help leaders overcome obstacles and leave a significant mark. With guidance from skilled coaches, leaders experience meaningful growth on the golf course, improving their teamwork, leadership, communication, and networking abilities. Embracing golf fosters adaptability and resilience, empowering leaders to navigate business challenges confidently. Discover the appeal of golf, where strategic thinking flourishes, shaping a lasting legacy in leadership. Copyright © 2024 by Arete Coach LLC. All rights reserved.

The role of exercises in executive coaching has become increasingly vital. Exercises serve as key tools for fostering self-reflection, enhancing essential leadership skills, and promoting behavioral change. They offer a structured pathway towards goal achievement, while also equipping leaders with strategies for effective stress management and resilience building. Furthermore, these exercises are instrumental in honing decision-making capabilities, aligning personal and organizational values, and improving communication skills. As leaders navigate the complexities of today's business environment, these coaching exercises will not only enhance their professional competencies but also empower them with the confidence to tackle new challenges, ensuring their growth and success in a dynamic corporate landscape. In this article, we explore 11 impactful exercises designed to assist your coachees in reaching their objectives in 2024. These activities are tailored to foster personal growth, enhance leadership skills, and pave the way for success in the year ahead. Coaching exercises Value Compass Discovery No single author identified. This exercise is used in various fields, including education, personal development, and career counseling. Instructions: Coachees complete a values-ranking activity by sorting value cards to identify their core values. They prioritize a list of values, reflecting on what matters most to them and how these values impact their life and work decisions. Benefits: Clarifies personal values, guiding better decision-making aligned with these values. Enhances a sense of purpose and fulfillment in both personal and professional life. Three Good Things Created by Martin Seligman, an American Psychologist (Seligman, 2005). Instructions: Each day, coachees write down three positive events and their causes. This practice encourages reflection on daily successes and understanding their sources, leading to a more positive outlook and emotional well-being. Benefits: Fosters a positive mindset, reduces negative thought patterns, and enhances overall well-being by focusing on daily successes and the reasons behind them. Resilience and Emotional Mastery No single author identified. This exercise draws from various sources in positive psychology and emotional intelligence literature. Instructions: Through guided discussions and self-reflection, coachees identify stressful situations and practice emotional regulation techniques. They learn to recognize emotional responses and develop strategies to manage and channel these emotions constructively. Benefits: Builds resilience to stress and adversity. Enhances emotional intelligence, leading to better personal and professional relationships. The 5 Whys Created by Sakichi Toyoda, a Japanese inventor and industrialist (Taiichi, 1998). Instructions: Identify a problem and ask 'why' it's occurring. For each answer, ask 'why' again, delving deeper into underlying causes. Repeat this process five times to uncover the root issue and its context. Benefits: Encourages deeper understanding of challenges. Facilitates problem-solving by addressing underlying issues rather than symptoms. “I” Statements Created by Thomas Gordon, an American clinical psychologist (Gordon, 1970). Instructions: Coachees practice framing their feelings using a structured format: "I feel [emotion] when [situation] because [reason], and what I need/want is [desired outcome]." This helps in articulating emotions and needs clearly and constructively. Benefits: Improves communication skills, reduces misunderstandings, and helps in effectively expressing feelings and needs. Wheel of Life Created by Paul J. Meyer, the founder of the Success Motivation Institute (Swart, 2022). Instructions: Divide a pie chart into key life areas (e.g., relationships, career, health). Rate satisfaction in each area by coloring a corresponding percentage of the slice. This visual representation helps in identifying areas of life that are fulfilling and those that need improvement. Benefits: Provides a clear overview of life balance, helping to identify areas that need more attention and those that are thriving. The Unsent Letter No single author identified. This practice is found in numerous therapeutic approaches and self-exploration exercises. Instructions: Write a letter addressing someone important (or even oneself), expressing unspoken thoughts and feelings. This exercise is meant for personal reflection and is not intended to be sent, allowing for honest and uninhibited expression. Benefits: Aids in emotional processing and clarity. Offers a therapeutic outlet for expressing unresolved feelings and thoughts. Vitality Meter No single author identified. Similar to the Wheel of Life, this exercise has been integrated into different coaching and self-awareness frameworks. Instructions: Make two lists: one of things that drain energy and another of things that energize. Be as specific as possible about people, activities, and situations. Use this list to make conscious decisions about what to keep, change, or eliminate in life. Benefits: Increases self-awareness about energy sources and drains. Helps in creating a more energizing and fulfilling lifestyle. Life Path Analysis No single author identified. This introspection practice draws from various career development, life coaching, and self-reflection concepts. Instructions: Reflect on the series of decisions and actions that led to the current life situation. Identify patterns and key choices, understanding their impact. This introspection helps in realizing the power to change future outcomes through different decisions. Benefits: Encourages personal responsibility and self-awareness. Empowers to make future choices that align with desired life outcomes. The Circle of Influence Created by Stephen Covey, an American educator, author, businessman, and speaker (Covey, 1989). Instructions: Draw three concentric circles. In the innermost, list things within personal control. In the middle, list things one can influence. In the outermost, list things beyond control or influence. This visual tool helps in focusing energies where they are most effective. Benefits: Enhances focus on areas where impact is possible. Promotes emotional well-being by accepting things beyond control. Mindful Appreciation Practice No single author identified. Mindfulness and gratitude journaling practices are well-established, with various contributors to their development. Click here to explore resources on mindfulness, and click here to explore resources on gratitude. Instructions: Regularly write entries in a gratitude journal, focusing on things, people, or experiences one is thankful for. This practice helps in cultivating an attitude of gratitude and being present in the moment, enhancing overall happiness and contentment. Benefits: Increases happiness and contentment. Cultivates a positive outlook and appreciation for the present moment. References Covey, S. R. (1989). The 7 habits of highly effective people. Free Press. https://www.amazon.com/Habits-Highly-Effective-People/dp/0671708635 Gordon, T. (1970). Parent effectiveness training: The no-lose program for parents and children. P.H. Fenster. https://www.amazon.com/Parent-Effectiveness-Training-Responsible-Children-ebook/dp/B001A6ZWM4 Seligman, M. E. P. (2005). Learned optimism: How to change your thinking and your life. Free Press. https://www.d-pdf.com/electronic-book/3626 Swart, J. (2022). The wheel of life as a coaching tool to audit life priorities. ResearchGate. Retrieved from https://www.researchgate.net/profile/Joan-Swart Taiichi Ohno & Steven Spear. (1988). Toyota production system: Improvement for competitive advantage (1st ed.). Springer. (Original concept by Sakichi Toyoda) https://www.researchgate.net/publication/229700785_Competitive_Advantage_the_Toyota_Way Copyright © 2024 by Arete Coach LLC. All rights reserved.

During a recent session of my AI Whisperer for Business Workshop, one of the participants posed a fascinating question: “How likely is it that we’ll reach the singularity by 2026?” The singularity, a concept popularized by futurist Ray Kurzweil, refers to the point where AI surpasses human intelligence, leading to unprecedented technological growth. While this might seem far-off or even science fiction, it’s a critical consideration for business leaders as we navigate the rapidly evolving landscape of AI. The implications for investment, technology adoption, and strategic planning could be profound. My Response: In highly specialized niches—like AI-driven chip manufacturing, military applications, and advanced research—we’re already witnessing instances where AI outperforms humans in specific tasks. However, these are narrow applications, not the broad Artificial General Intelligence (AGI) that Kurzweil and others envision. Kurzweil suggests AGI could emerge around 2029, but this is far from certain—it could happen sooner or later. Even when AGI becomes feasible, widespread adoption might take another decade or more, as it will require significant advancements in funding, engineering, and infrastructure to support the immense computational demands. As we move closer to this possibility, it’s important to distinguish between the advancements we’re currently seeing and the ultimate goal of AGI. The upcoming release of GPT-5, for instance, is a step forward, but it’s not AGI. The increased speed and capabilities of these models might give the impression that we’re nearing the singularity, but in reality, we’re still on the journey—perhaps further along, but not yet at the destination. Exploring the Current State of AI: Today, AI continues to make rapid progress, particularly in specialized areas where it excels beyond human capabilities. However, AGI, which would have the ability to understand, learn, and apply knowledge across a broad range of tasks at or above human-level capability, remains a future goal. Kurzweil’s prediction of AGI emerging by 2029 is intriguing, but even then, the societal implementation could take years, necessitating extensive infrastructure, funding, and technological refinement. In the nearer term, we can expect significant advancements in no-code software development platforms. These tools will enable non-technical individuals to direct AI to write and execute code, lowering the barriers to software creation. This democratization of technology is set to unleash a wave of creativity, allowing people from diverse backgrounds to bring their ideas to life without needing to understand the technical details. Imagine driving a Tesla without needing to know how the engine works—this is the shift we’re heading towards. Alongside no-code programming, agentic AI—AI that autonomously performs tasks and makes decisions—will revolutionize industries. These technologies will automate complex workflows, streamline operations, and enhance decision-making processes. In creative fields, the combination of agentic AI and no-code tools will enable unprecedented experimentation and innovation. Together, these advancements will accelerate the pace of innovation and fundamentally transform how we work, paving the way for new opportunities and challenges as we approach the era of AGI. Looking Ahead: Leopold Aschenbrenner’s article, Situational Awareness: The Decade Ahead, provides a compelling exploration of the potential pathways to achieving AGI and the immense computational power that might be required. It’s an essential read for anyone interested in the future of AI. Recently, I also came across an intriguing post by Peter Wildeford, which outlines a methodical path of generational improvements in AI leading to AGI. His chart maps the projected evolution of GPT models from GPT-2 in 2019 to a speculative GPT-8 by 2030, focusing on key metrics like Absolute FLOP and Relative FLOPe—metrics that measure computational power and efficiency relative to the models’ capabilities. Wildeford’s projections suggest the following: Near-Term (2024-2025): GPT-5 will likely enhance automated customer service, deploy more autonomous agents, and offer large-scale coding assistance, aligning with the ongoing automation of routine tasks. Mid-Term (2026): GPT-6 could autonomously design and implement complex programs, marking a shift from supportive roles to more autonomous decision-making capabilities. Long-Term (2030): GPT-8 could function as a fully automated software engineer, potentially capable of running a small company autonomously—hinting at AI nearing AGI, with human-equivalent or superior capabilities across a broad range of tasks. In summary, Wildeford’s projections offer a thought-provoking look at AI’s potential future. While some of these ideas are speculative, they are grounded in the realistic trends we’re observing. This data provides a valuable framework for considering how AI might evolve over the next decade, though we should approach these forecasts with flexibility and caution given the inherent uncertainties in predicting technological advances. Uncertainties Remain The development of AGI (Artificial General Intelligence) is surrounded by uncertainties, with its timeline influenced by several factors. Technological breakthroughs, such as quantum computing or new AI architectures, could accelerate progress, while global collaboration or competition might drive nations to prioritize AGI development. Economic incentives, public support, and ethical considerations could either speed up or slow down this process, depending on how society and governments respond. Additionally, unexpected global events or crises, shifts in AI research paradigms, and societal adaptation will play crucial roles in determining when and how AGI emerges. Ultimately, while the timeline is uncertain, understanding these dynamics is key to preparing for a future where AGI could significantly impact industries and society. A similar version of this article was initially created by Severin Sorensen and published on LinkedIn on July 23, 2024. You can view the original article here. Copyright © 2024 by Arete Coach™ LLC. All rights reserved.

Neuroscience, the scientific study of the nervous system and brain, is an emerging field poised to revolutionize leadership development, decision-making, and team interactions. This article delves into the application of neuroscience in executive coaching, revealing how insights into the human brain can significantly enhance leadership effectiveness. How the prefrontal cortex shapes leadership thinking At the core of strategic thinking and decision-making is the brain's prefrontal cortex, particularly the left dorsolateral prefrontal cortex. The left dorsolateral prefrontal cortex, a key part of the brain's prefrontal cortex, plays a crucial role in strategic thinking and decision-making. It's essential for advanced cognitive tasks such as solving problems, making plans, and controlling emotions. Acting as a central hub, it links areas of the brain involved in memory, sensory processing, and vital functions like heart rate and breathing (Schmidt, 2023). By leveraging knowledge of the prefrontal cortex, executive coaches can guide leaders to better utilize their mental capabilities for sharper strategic thinking and effective problem-solving. For example, leaders frequently face intense stress due to their ambitious objectives and duties. This stress is often intensified by an overstimulated nervous system, fueled by hormones like dopamine and adrenaline, which, though boosting concentration and energy, can lead to exhaustion and compromised decision-making if not managed properly. Neuroscience has shown that adopting relaxation and mindfulness techniques such as meditation, breath control exercises, attentive monitoring of body signals, calming physical activities, and steering clear of stress inducers can help leaders maintain their cognitive function and resilience amid stress. These approaches not only stimulate the left dorsolateral prefrontal cortex, enhancing analytical and insightful thinking, but also cover essential coaching elements like setting goals, cognitive reframing, increasing self-awareness, providing feedback, and managing emotions. These are key for fostering personal development and mental adaptability (Schmidt, 2023). The neuroscience of positive coaching and brain activation Positive coaching's effectiveness stems from its capacity to activate brain areas linked to beneficial outcomes. The work of Richard Boyatzis and Anthony Jack reveals the differences in brain activity when coaching with compassion which focuses on the Positive Emotional Attractor (PEA), compared to coaching for compliance, which targets the Negative Emotional Attractor (NEA). Specifically, a compassionate coaching approach that nurtures an individual's strengths, dreams, and personal development (PEA) triggers brain regions involved in motivation, strategic thinking, and managing stress (Boyatzis, 2018). This method not only promotes an optimistic outlook for the future but also provides leaders with the necessary socio-emotional skills to achieve their objectives. Neuroscience research offers valuable insights for crafting a coaching method that is engaging, adaptive, and centered on the client's needs. These insights advocate for coaching strategies that are dynamic and tailored to the individual, aimed at engaging the brain in a manner that fosters lasting growth and improvement. Neuroscience-powered coaching Incorporating neuroscience into leadership coaching opens the door to more tailored and impactful development approaches. By grasping the neural underpinnings of leadership behaviors, coaches can customize their methods to meet the distinct needs of each leader. This targeted approach boosts the effectiveness of coaching, leveraging the brain's adaptability and potential for change. Richard Boyatzis and Anthony Jack's research highlights several key areas where neuroscience can enhance coaching practices: Opposing Domains Hypothesis: This concept delves into the conflict between areas of the brain involved in analytical thought and those crucial for social and emotional bonding. For coaches, the challenge lies in striking a balance between fostering analytical skills and nurturing empathetic, relational abilities. Neuroscience and Empathy: Neuroscience sheds light on various empathy types, illustrating that coaching approaches that empathize can stimulate brain networks linked to motivation, engagement, and managing stress. This insight is essential for coaches aiming to create a supportive atmosphere that promotes individual growth and deeper understanding. Creating a Culture of Coaching: Neuroscience offers valuable perspectives on developing an organizational coaching culture that prioritizes ongoing learning and growth, with a special focus on the social and emotional dimensions of leadership (Boyatzis, 2018). These insights from neuroscience underscore the potential for coaching to be more effective when it is informed by a deep understanding of how our brains function and interact within the realms of leadership and personal development. Unlocking leadership potential through brain science Neuroscience plays a vital role in executive coaching, offering techniques to boost emotional intelligence, decision-making, and stress management. Practices such as mindfulness, cognitive restructuring, and positive visualization are instrumental in reprogramming the brain for enhanced leadership performance. The validity and effectiveness of neuroscience-informed coaching are backed by extensive research. Functional magnetic resonance imaging (fMRI) and other neuroimaging studies have shown concrete brain changes resulting from various coaching methods (Boyatzis, 2018). This body of evidence not only supports current neuroscience-based coaching practices but also aids in the creation of new methods and tools aimed at improving leadership skills. As neuroscience progresses, it promises to bring even more innovative approaches to executive coaching. Advances in neuroimaging and cognitive science will provide coaches with more customized and impactful ways to support leadership growth. The future of executive coaching is set to fully leverage brain science, enabling leaders to reach new heights in performance and overall well-being. The main takeaway Merging neuroscience with executive coaching marks a significant shift in how leadership skills can be developed. By basing coaching techniques on brain science, coaches can provide strategies that are not only more impactful but also rooted in solid evidence. This fusion between neuroscience and coaching deepens our grasp of what makes effective leadership and paves the way for nurturing future leaders. As our knowledge of the brain expands, so too does the opportunity to improve executive coaching and leadership outcomes. This evolving field promises exciting developments for leaders and their organizations, pointing toward limitless possibilities for growth and improvement. References Boyatzis, R. E., & Jack, A. I. (2018). The neuroscience of coaching. Consulting Psychology Journal: Practice and Research, 70(1), 11–27. https://doi.org/10.1037/cpb0000095 Schmidt, K. (2023, July 23). Council Post: The Neuroscience Of Strategic Thinking And Executive Coaching. Forbes. https://www.forbes.com/sites/forbescoachescouncil/2023/07/10/the-neuroscience-of-strategic-thinking-and-executive-coaching/?sh=5c6282567ef3 Copyright © 2024 by Arete Coach LLC. All rights reserved.

Growth in executive coaching isn't just a result of impeccable skills—it's deeply tied to a coach’s ability to foster and nurture relationships. Among the most powerful tools in a coach’s business arsenal is the referral. Unlike other forms of client acquisition, referrals are built on trust and a proven track record, making them one of the most effective and sustainable methods for long-term business development. This article, based on Episode #1191 of the Arete Coach Podcast, will dive into why referrals remain the cornerstone of executive coaching success and how you can create a thriving referral ecosystem that nurtures sustainable growth. Why Referrals Matter in Executive Coaching In executive coaching, a referral is more than just an introduction—it's a transfer of trust. When a client refers their coach to a peer, they are not only endorsing the coach’s skills, but they are also putting their own reputation on the line. This act of transferring reputational capital forms the basis of a coach’s success and underscores the critical nature of referrals in high-trust professions like executive coaching. Research indicates that referrals are not only trusted more than other acquisition methods but also lead to higher retention rates. According to Nielsen’s Global Trust in Advertising Report, 92% of people trust referrals from someone they know, and referred customers exhibit a 37% higher retention rate (Nielsen, 2022). In executive coaching, where trust is paramount, those statistics highlight the essential role that referrals play. The Motivation Behind Referrals Understanding the psychological and social drivers behind why executives refer others is key to cultivating more referrals. The four primary motivators include: Reciprocation: Clients who experience significant value from your coaching feel compelled to share that positive experience with their peers. Status Enhancement: By introducing a coach to a colleague, the referrer gains the social status of being well-connected and resourceful. Relationship Strengthening: Offering a referral deepens the bond between coach and client, solidifying long-term partnerships. Altruistic Satisfaction: Some clients are motivated by the desire to help others in their network succeed and experience the same benefits. These motivations form the basis of a referral culture, which can be nurtured and expanded through intentional actions. Building a Referral Ecosystem Cultivating a referral network requires a strategic and sustained approach. A successful executive coach must become a "master gardener," consistently nurturing client relationships and creating fertile ground for referrals to grow. Deliver Exceptional Value: The foundation of any referral strategy is providing exceptional value. Research by Korn Ferry emphasizes the importance of aligning coaching objectives with a client’s strategic needs (De Meuse, 2009). Coaches who focus on measurable outcomes—like improved decision-making, leadership presence, and interpersonal skills—stand out and become more referable. Documenting these results through testimonials or case studies can amplify the likelihood of referrals. Consistent Client Engagement: Strong, trust-based relationships are a prerequisite for referrals. Studies show that regular follow-ups, structured around key milestones, strengthen client relationships and increase referrals. A case study involving Coach Sarah Thompson showed a 40% increase in referrals after she implemented a 3-, 6-, and 12-month follow-up system. Create a Structured Referral Program: Formalizing a referral program with clear benefits for both the referrer and the new client ensures that referrals are systematic, not accidental. Offering incentives like complimentary coaching sessions, thought-leadership materials, or access to exclusive workshops can encourage clients to refer more often. Leveraging Technology to Drive Referrals While the human touch is crucial in executive coaching, technology can enhance your referral strategy. Artificial intelligence (AI) can help coaches manage client data, track referral sources, and automate follow-up reminders. McKinsey’s research highlights how companies using AI-driven data outperform peers by 85% in terms of sales growth—these same principles can apply to coaches, enabling more precise targeting and personalization (Brown, 2017). However, while AI can streamline some aspects of referral management, it is critical to avoid allowing technology to replace genuine human relationships. The heart of referrals remains in delivering value and building trust. Common Challenges in Referral Generation Even with a structured referral strategy, coaches will face challenges. Coaches often feel hesitant to ask for referrals due to a fear of appearing unprofessional. Overcoming this mindset involves reframing referral requests as an opportunity for clients to expand the positive impact of coaching within their networks. Timing referral requests after a successful engagement or during moments of client satisfaction is also crucial for success. Measuring the Health of Your Referral Program Tracking the effectiveness of your referral ecosystem is crucial. Some key performance indicators (KPIs) to monitor include the following. These metrics provide valuable insights into the health of your referral ecosystem, allowing you to fine-tune your strategy over time. Referral Rate: The percentage of new clients who come from referrals. Referral Conversion Rate: How many referred prospects turn into paying clients. Client Retention (Referred Clients): The percentage of referred clients who continue their coaching engagements beyond the first contract. Referral Revenue Contribution: How much of your revenue is generated from referred clients. Leveraging Complementary Business Development Strategies Referrals should not operate in isolation. Incorporating other business development strategies like content marketing, networking, and testimonials can enhance your referral program. Content Marketing: HubSpot reports that companies that blog generate 67% more leads (HubSpot, 2024). Coaches can create insightful content like blog posts or podcasts to showcase their expertise and increase the likelihood of being referred. Strategic Networking: Building relationships with complementary service providers—such as recruiters or consultants—can lead to reciprocal referrals. Testimonials: Positive testimonials and case studies not only validate your skills but also make it easier for clients to refer you. Ethical Considerations in Referral Practices Referrals should always align with ethical standards, ensuring the client's well-being remains at the forefront. Transparency about referral incentives, maintaining confidentiality, and avoiding any conflicts of interest are crucial for maintaining trust in your referral program. As executive coaching is often built on long-term, personal relationships, maintaining high ethical standards is key to long-term success. The Main Takeaway Referrals are the lifeblood of a successful executive coaching practice. By focusing on building deep, trust-based relationships, consistently delivering value, and strategically implementing a referral system, coaches can develop a self-sustaining ecosystem of referrals that drive long-term growth. With the right mix of human engagement, ethical considerations, and smart use of technology, any coach can transform their practice into a referral powerhouse. As you continue to focus on cultivating a thriving referral ecosystem, remember that referrals are not just about increasing numbers; they are a reflection of the deep trust and value you provide. By fostering trust, nurturing relationships, and delivering exceptional outcomes, your referral network will naturally flourish and sustain your coaching practice for years to come. References Brown, Brad, et al. (2017, March) “Capturing Value from Your Customer Data.” Www.mckinsey.com. www.mckinsey.com/capabilities/quantumblack/our-insights/capturing-value-from-your-customer-data. De Meuse, Ken Ph.D, and Guangrong Ph.D. Dai. (2009). “The Effectiveness of Executive Coaching: What We Can Learn from the Research Literature.” Www.kornferry.com, The Korn/Ferry Institute. www.kornferry.com/insights/this-week-in-leadership/298-the-effectiveness-of-executive-coaching-what-we-can-learn-from-the-research-literature. HubSpot. (2024). The Ultimate List of Marketing Statistics for 2024. Hubspot. https://www.hubspot.com/marketing-statistics. Nielsen. (2022, April). Newswire | Consumer Trust in Online, Social and Mobile Advertising Grows. Nielsen. https://www.nielsen.com/insights/2012/consumer-trust-in-online-social-and-mobile-advertising-grows/ Copyright © 2024 by Arete Coach LLC. All rights reserved.

Most executives can now name the AI agent handling their expense reports, drafting their first-pass contracts, or triaging their inbox. Fewer can say what a “good quarter” looks like for that agent, or what happens when it quietly underperforms. While executive teams have gotten comfortable deploying AI colleagues, they have not yet gotten comfortable evaluating them. The scale of the shift explains the urgency. Gartner projects that by the end of 2026, 40% of enterprise applications will embed task-specific AI agents, up from under 5 percent in 2025 (Gartner, 2025). Field research from MIT’s Initiative on the Digital Economy is already documenting how teams that work alongside AI agents perform differently on real tasks, not hypothetical ones (Ju & Aral, 2025). Agents have moved from pilot projects to production, but what has not moved at the same pace is the discipline of reviewing their work the way a manager reviews a direct report’s. Providing AI Feedback Most leaders were trained, at some point, on a model for delivering feedback to a human being. The Situation-Behavior-Impact model, developed by the Center for Creative Leadership, is among the most widely used: name the situation, describe the specific behavior, and state its impact, keeping interpretation and personality out of the conversation entirely (Center for Creative Leadership, 2025). The model works because it forces precision. For example, “You were unreliable this month” invites an argument. Whereas, “In the March renewal cycle, you flagged four contracts as low-risk that later required legal review, which cost the team roughly a week of rework” invites a conversation about what to change. That same discipline transfers cleanly to an AI agent, with one addition. A human behavior usually has intent behind it worth exploring, which is why CCL’s extended model adds a fourth step: asking about intent to turn feedback into dialogue (Center for Creative Leadership, 2025). An AI agent has no intent in that sense, but it has something that plays a similar role: the configuration that produced the behavior. Call it Situation, Behavior, Impact, and Root Cause. Situation names the specific task and context, not “the chatbot” in general but the exact workflow, prompt chain, or trigger that ran. Behavior describes what the agent actually did, in terms as observable as a transcript or an output log allows, resisting the temptation to say the agent “decided” or “chose” when what happened was closer to “produced.” Impact states the downstream effect in the same terms an executive would use for a human report: hours saved or lost, revenue affected, risk introduced, trust gained or spent with a client or colleague. Root Cause is where the review does its real work, tracing the behavior back to its source, whether that is the underlying prompt, the tools the agent had access to, the data it was trained or grounded on, or the absence of a guardrail that should have caught the error before it reached a client. Root Cause is also the hardest step, and the one most organizations have not learned to do well, because it cannot be answered the way a human review answers it. With a person, you can simply ask why. An AI agent cannot answer that question in kind, so the root cause has to be reconstructed rather than asked for, which means actually having the underlying prompt, the tool logs, the data the agent was grounded on, and a clear sense of what guardrail should have caught the error before it reached a client. Most organizations running agents in production do not yet keep that record in a form anyone can review after the fact, which means the step of the model built to turn a finding into a fix is the one most reviews quietly skip. That gap compounds in a multi-agent workflow, where one agent's output becomes another agent's input before a human ever sees the full chain. An executive should be able to answer a simple question walking into any review: if this chain produces a bad outcome, whose name goes on the corrective action. Research on agentic governance suggests most organizations cannot answer that question with confidence today (Cloud Security Alliance, 2026), the same ambiguity a coach would flag immediately in a human org chart, but one that AI's speed and opacity make far easier to leave unresolved. The Quarterly Review The record-keeping problem points toward a solution: review more often, in smaller batches, while the trail is still traceable. An annual AI review, the cadence most organizations default to for talent, asks a reviewer to reconstruct root cause across a year of logs and prompt changes, which is close to impossible and explains why so many of these reviews never happen at all. A quarterly AI performance review, run with the same seriousness as a talent review and folded into the same calendar, keeps the sample small enough that a root cause is still findable and the config that produced it likely has not changed twice since. For each agent operating with meaningful autonomy, the executive team or a designated owner should walk through the Situation-Behavior-Impact-Root Cause structure against a sample of its highest-stakes work from that quarter, name what changed since the last cycle, and make one of three calls: continue as configured, retrain or reconfigure with a specific root cause attached, or retire the agent from that task entirely. The point is to bring the same rigor that prevents human underperformance from going unaddressed for a year to a category of colleague that can now do a year's worth of damage in a week. The Main Takeaway The organizations that get this right will be the ones whose leaders treat evaluating an AI agent’s work as seriously as they treat evaluating a person’s, because the coaching skill underneath both is the same: specific, evidence-based feedback that someone is accountable for acting on. That skill was never really about humans; it was about closing the loop between what happened and what happens next, and right now, for most AI agents in most organizations, that loop is still open. References Center for Creative Leadership. (2025). SBI feedback model & talent development conversations. https://www.ccl.org/articles/leading-effectively-articles/sbi-feedback-model-a-quick-win-to-improve-talent-conversations-development/ Cloud Security Alliance. (2026). NIST AI Risk Management Framework: Agentic profile. https://labs.cloudsecurityalliance.org/agentic/agentic-nist-ai-rmf-profile-v1/ Gartner Predicts 40% of Enterprise Apps Will Feature Task-Specific AI Agents by 2026, Up from Less Than 5% in 2025. (2025). Gartner. https://www.gartner.com/en/newsroom/press-releases/2025-08-26-gartner-predicts-40-percent-of-enterprise-apps-will-feature-task-specific-ai-agents-by-2026-up-from-less-than-5-percent-in-2025 Ju, H., & Aral, S. (2025). Collaborating with AI agents: Field experiments on teamwork, productivity, and performance. MIT Initiative on the Digital Economy. https://ide.mit.edu/ Copyright © 2026 by Severin Sorensen. All rights reserved.

A growing share of the workforce is quietly building a parachute while still fully employed. Fast Company recently gathered a panel of career coaches, HR executives, and workplace strategists to explain why "career cushioning" has moved from a niche coping mechanism into a mainstream discipline (Fast Company, 2026). The practice itself is simple: keep the résumé current, maintain a portfolio, take the occasional recruiter call, all while continuing to perform well in the job already held. What is less simple, and far more consequential for anyone leading a team through this decade, is what the trend actually reveals about trust inside organizations and about how artificial intelligence is quietly rewriting the terms of employment. What Changed Is the Target, Not the Behavior Career cushioning is not new. Employees quietly networked through corporate mergers and kept side projects alive long before anyone gave the behavior a name, and the practice has simply become more visible and more openly discussed (Fast Company, 2026). What has shifted is what people are protecting against. A decade ago, cushioning largely meant insuring against a layoff notice. Today it increasingly means proving continued relevance inside a role that is being redefined faster than any annual review cycle can track. The half-life of a professional skill now sits closer to four years across most fields and closer to two years in AI-adjacent work; a compression Stanford lecturer Kian Katanforoosh has traced to the accelerating pace of AI and digital tooling (Skillable, 2025). Consider a media manager who has hit every KPI on their scorecard for two years running. Nothing about their performance has changed. What has changed is the definition of good work around them: campaigns that once took their team a week to build and test now get benchmarked against what an AI-assisted competitor ships in a day, and the "acceptable" turnaround time for a client deck has quietly halved. They aren't at risk of being fired. They're at risk of being judged against a bar that moved without anyone telling them it moved. Viewed through that lens, cushioning stops looking like paranoia and starts looking like an employee running their own gap analysis because no one has offered to run it for them. The Deeper Driver Is a Trust Deficit The behavior would matter less if it were confined to a handful of anxious workers, but the scale suggests something structural. Gallup's State of the Global Workplace: 2026 Report found that employee engagement has fallen to its lowest level since 2020, with the steepest declines concentrated among managers, the very people employees rely on for a straight answer about where their role is headed (Gallup, 2026). Employees have not abandoned loyalty; they are responding rationally to employers who have been inconsistent about what loyalty earns them in return. My Take: Treat It as Feedback, Not Betrayal Here is where I part ways with any leader tempted to treat career cushioning as a symptom to manage or, worse, as evidence of divided commitment. That instinct gets the causality backward. Cushioning is the effect of layoffs announced with little warning, AI rollouts framed as opportunity in the town hall and as a cost-saving lever in the boardroom, and restructuring that lands on strong performers regardless of the results they delivered the quarter before (Fast Company, 2026). Punishing the coping mechanism while leaving those underlying conditions untouched does not restore commitment, it teaches employees to hide their preparation more effectively, which leaves leaders with less visibility into who is genuinely at risk of leaving and less credibility the next time they ask for trust. The more useful question is what a healthy version of this behavior looks like inside a well-run organization, because the underlying instinct to prepare is not going away and should not be treated as though it will. It starts with transparency about how AI will actually change specific roles rather than vague reassurance followed by a surprise announcement six months later. It continues with recognition. It ends with treating skill development as a shared responsibility rather than an individual scramble. A company that funds the certification an employee would otherwise pay for on a Tuesday night has converted a defensive behavior into a genuine partnership, and that shift changes how the employee talks about the company to everyone else in her network. Much of the current wave of cushioning traces back to a genuine asymmetry: companies are moving quickly to adopt AI tools, but they are rarely as quick to explain how those tools will change the shape of a given role, so employees are left to interpret ambiguous signals on their own (Fast Company, 2026). A leader who wants to reduce that ambiguity does not need a communications campaign, they need a habit of naming, in plain terms, which tasks a given AI tool is expected to absorb, which capabilities remain distinctly human within that role, and where the organization is investing to help someone grow into the second category before the first one shrinks. That kind of specificity is uncomfortable to deliver, because it requires admitting uncertainty in front of a team. It is also the single most effective way to convert a cushioning employee back into a committed one, because it replaces a vague threat with a concrete plan. What This Means Going Forward None of this requires abandoning accountability or pretending every employee side project deserves a manager's full attention. It requires accepting that in an environment where skills expire faster than tenure accrues, a workforce quietly preparing for change has not stopped caring about the mission. It has learned, often the hard way, that caring about the mission and protecting one's own livelihood are no longer competing priorities. For professionals reading this while building their own safety net, here’s my advice: pursue the certification, keep the portfolio current, and take the calls, but do it from a position of intention rather than fear. The organizations that retain their best people through the next wave of AI-driven disruption will be the ones that stop treating career cushioning as a threat to manage and start treating it as the most honest feedback they will ever receive, free of charge, from the people who know the organization best. References Featured. (2026, August 14). Why 'career cushioning' is booming. Fast Company. https://www.fastcompany.com/91579995/why-career-cushioning-is-booming-career-advice-career-cushioning-safety-net Gallup, Inc. (2026). State of the global workplace: 2026 report. https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx Skillable. (2025, August 29). The half-life of skills is shortening: This is what it means and how you can overcome it. https://www.skillable.com/resources/hands-on-learning/half-life-of-skills-is-shortening/ Copyright © 2026 by Severin Sorensen. All rights reserved.

In a previous insight article published on AreteCoach.io, “Are Your Remote Workers Working Two Full-Time Jobs, Reducing Your Efforts, and Doubling Their Pay?,” we examined the growing trend of dual employment. In research, we found one creative employee who had accepted 10 contract positions as a full-time software developer, who was working an average of 3 hours per week per contract, banking over $1.5 million in compensation. While this developer knew he’d likely be terminated by each company within 4-5 months for non-performance, he expected there to be other companies willing to hire him thereafter because of his skills. In November 2023, Business Insider reported that an individual accepted dual job offers from IBM and Tinder, positioning him to earn a combined annual income of $820,000 (Ito, 2023). In a more recent example, also reported by Business Insider, a millennial named John was discovered secretly managing two remote jobs, cumulatively earning over $300,000 annually. John was fortunate to have a schedule where the meetings for each of his jobs did not overlap. He developed a strategy to work on tasks from one job while attending meetings for the other. Although John admits he may not excel in either role, he has been able to successfully fulfill both positions within an approximate 40-hour workweek. Unfortunately, this trend has been increasing in popularity and must be addressed by businesses and business leaders to mitigate financial losses accumulated by these dually employed employees. In this Insight article, we examine the strategies these rogue workers use to maintain two or more full-time positions alongside their reasons for strategic manipulation. In closing, we identify several methods employers can use to guard themselves against time theft. “The average person puts only 25% of his energy and ability into his work. The world takes off its hat to those who put in more than 50% of their capacity, and stands on its head for those few and far between souls who devote 100%.” - Andrew Carnegie How overemployment works A community of about 300,000 workers, identifying themselves as "overemployed," actively exchanges tactics and guidance on how to juggle multiple full-time jobs without getting caught. They use platforms such as Discord, Reddit, and their dedicated website, overemployment.com, for this purpose. This group celebrates the practice of simultaneously holding several full-time positions, often sharing tips on how to avoid detection by employers. A key figure in this community is an individual known as Isaac, who uses this pseudonym to maintain anonymity. Isaac founded the Overemployed blog in 2021, where he shares insights based on his own experience as a seasoned "overemployed" worker (Ito, 2023). The advice disseminated by Overemployment includes various strategies: Temporarily freeze your employment history with Equifax. Make your LinkedIn profile inactive. Perform well in your roles to avoid raising suspicions. Coordinate taking time off from one job to start another. Schedule work in different time zones. Immediately block all calendars as soon as meetings are scheduled. Invest in mouse jigglers to simulate activity on your computer. Use a KVM (Keyboard, Video, Mouse) switch to control multiple laptops with a single keyboard. Apply for positions that are below your skill level to ensure the workload is manageable. (Ito, 2023) Impacts of overemployment Remote employees who choose to take on two or more full-time jobs are doing so by taking advantage of the flexibility that remote employment offers. For example, employees who have a flexible schedule and are not monitored for productivity can scrape by if they only work 3 to 4 hours each day. The other hours left in their workday are then applied to their second “full-time” job. In this case, neither employer is getting the full 40 hours of worth of mindshare or productivity the employee is being paid for. Productivity monitoring Because of the threat to productivity and innovation that dual-employed employees pose to organizations, it is important to monitor the productivity of remote employees. There are many types of virtual monitoring programs that are available to employers and organizations worldwide, as detailed in a recent Insight article entitled, “Monitoring the Remote Employee: Oversight or an Overstep?” on AreteCoach.io. Studies show that by July of 2021, 78% of employers were using monitoring software for their remote employees (ExpressVPN, 2021). While this remains a controversial topic in the workplace, it can serve as a front-line defense against the loss of productivity due to dually employed employees. One of the benefits behind employee productivity monitoring software is the evidence of dual employment or reduced productivity these programs can provide. Capterra, a major app reviewing corporation, shares that these programs are beneficial because “If you suspect an employee is doing something illegal or against company policy, employee monitoring software can provide hard evidence to support your claim. It can also protect you during litigation.” There are many different programs available for productivity monitoring. The following programs are highly rated and commonly used for employee monitoring: Teramind: Teramind is a “comprehensive tracking” program that lets employers track screen recordings, see live views of employee PCs, track emails, monitor keystrokes, and even Zoom meetings. Teramind was chosen as the best overall employee monitoring software for 2022 by PC Magazine (Sevilla, 2021). Teramind was also selected as #8 out of the 10 best software monitoring programs of 2022 by People Managing People (Reitsma, 2022). Veriato Cerebral: While also providing “employee tracking and employee engagement features,” Veriato Cerebral uses artificial intelligence to “mitigate potential insider” security threats. This program can block organizational data from being shared with external sources, protecting employers’ information and innovation from outside competitors. It has also received an Editors’ Choice award from PC Magazine (Sevilla, 2020). They are also on PC Magazine’s list of Best Employee Monitoring Software for 2022, and noted as being the “best for complex threat detection.” (Sevilla, 2021). ActivTrak: Listed as the “best for monitoring, activity tracking, scoring” on PC Magazine’s Best Employee Monitoring Software for 2022, ActivTrak offers users “attractive pricing and an efficient user interface.” ActivTrack was also listed as the #1 employee monitoring software in 2022 by People Managing People (Reitsma, 2022). This program can track productivity on a per-project basis, however, “fine tuning” is needed to “define user and group productivity metrics” and there are no keystroke logs (Sevilla, 2021). Hubstaff: Capterra rates Hubstaff with a 4.6 out of 5 stars and over 1,100 reviews. This program allows business leaders to “fight inefficiency” by using their “streamlined time tracking from Hubstaff.” Hubstaff also includes multi-app integration, GPS monitoring, and roadblock identification. Capterra identifies this app as an “emerging favorite” for attendance tracking software as well as time and expense software (Capterra, n.d.). Hubstaff has also been noted as the best software for “time tracking with monitoring” for 2022 employee monitoring software programs (Sevilla, 2021). Furthermore, Hubstaff is #10 on People Managing People’s top 10 employee monitoring software programs for 2022 (Reitsma, 2022). WorkTime: “WorkTime is an employee, computer and internet monitoring software” that both “monitors productivity and helps boosting it” (Capterra n.d.). This application explicitly states that they do not support “invasive monitoring.” Because of this policy, they do not offer information such as screenshots, keystrokes, chats, emails, document content recording, and strives to be HIPAA compliant (Worktime, n.d.). Despite not having these productivity measures, WorkTime is highly rated by Capterra with 4.2 out of 5 stars with 71 reviews. These are only a few of the many software programs available for monitoring employees. Despite the varying programs, they all have one central purpose: to monitor productivity. Some programs offer features such as video monitoring, screen monitoring, and keystroke information while others monitor the rate of activity, the length and number of breaks, and the types of websites visited by employees. Regardless of the program chosen, when employers start monitoring their employees’ productivity, dually-employed remote employees get nervous. Employees are no longer able to scrape by with only 3 to 4 hours or less of work a day when their employers are aware of their lack of productivity and activity. Employees are also no longer able to work both jobs on one computer due to the risk of surveillance software notifying their employers of emails and data external to their organization. Legal concerns When deciding whether or not to implement employee monitoring software, employers must consider the legal implications of such software. The Society of Human Resource Management states that “workplace monitoring is subject to a variety of federal and state laws” and that “monitoring technology for remote workers face the same legal guidelines as when using such technology in the workplace” (Zielinski, 2020). Although laws are the same for monitoring in the workplace as they are in the remote workplace, special considerations must be made for the remote employee. For example, many employees do not have access to a private workspace which means that if a company is monitoring employees with live web-cam recordings, they may be recording family members and visitors in the background. This can be dangerous as permission to record individuals filmed in the background will not have been received. Furthermore, if productivity monitoring is not customized to account for specific employees with disabilities, discrimination can unintentionally take place. It is important for employers to consider these challenges and consult legal professionals when deciding how to implement monitoring software (Jeske, 2021). Drawbacks to employee monitoring Virtual monitoring is not the ultimate solution to all of the problems associated with remote employees (Zielinski, 2020). Many employees have found ways to bypass virtual monitoring with additional software and programs. Some of these tactics include automating their mouse movement, using multiple windows to confuse tracking systems, using a second monitor, timing the screenshots taken by the program, manipulating the programming with remote access, and even tampering with the program’s coding (Traqq, 2020). Dual employees can use these tactics to not only appear to be productive but get work for their second job done. Ultimately, monitoring software offers additional protection against investing in employees that have two or more full-time jobs, but for the determined employee, monitoring systems can be tricked. Management strategies Remote employee monitoring software offers several benefits, but management strategies can also help businesses weed out employees with two full-time jobs. The following management strategies are prevention-based methods that address key excuses employees give for taking on two full-time jobs from the aforementioned dual employment community called Overemployed. Create a culture of career development Employees who feel like they are at a standstill in their career and have limited growth opportunities within an organization are less likely to remain loyal to that organization and thus more likely to take on multiple remote full-time jobs. In 2018, surveys showed that the majority of employees looking for a new career were doing so because they were “bored” and needed a “new challenge” (Korn Ferry). In 2017, only 29% of surveyed employees were “very satisfied” with the career development opportunities in their organizations (SHRM, 2017). When employees feel like they have no room for development, they can more readily adopt the stance of “average” and mediocre performance that dual employment demands. To combat this, employers can focus on creating a corporate culture that emphasizes internal hiring and career development. Employers can do this by incentivizing excellence and creating methods of upward development within their organization. Employees with these opportunities are more likely to invest in their careers as well as increase productivity and work quality. Furthermore, employees who have already adopted the mediocre performance demanded by dual employment will become apparent as they continually miss opportunities for upward development and the incentives created to encourage excellence. Establish trust One of the first articles published on Overemployed.com, an online community for those with two or more fully remote online jobs, is titled “You’re Gonna Get Laid Off – Ask For A Severance Instead With Two Jobs.” This title should alert employers to the lack of trust that employees have within their organizations. Nearly half of American employees experience “layoff anxiety” and 40% have actually experienced being laid off or terminated (CareerArc, 2019). Employees who view their career within an organization as susceptible to termination have no incentive to remain loyal to an organization. These employees are potentially driven by fear to take on secondary full-time jobs to reduce the effect of a potential layoff. Establishing a trusting relationship between employers and employees can help negate the fear of layoffs and terminations. Having a clear method of communication between employees and employers can contribute to the development of trust. Furthermore, having clearly communicated policies for layoffs and confronting layoff rumors before they spread can help employees trust in their employers more; decreasing the fear-based compulsion to take on two full-time jobs remotely. “Culture is what motivates and retains talented employees.” - Betty Thompson Continually examine productivity levels One of the primary ways that employees can balance two full-time jobs is the acceptance of “average” or minimally accepted performance. Scraping by and meeting only the mandatory minimum for employment is key to the maintenance of two full-time jobs. Employers who encourage excellence and monitor the productivity levels of their employees are more likely to notice decreased levels of production and discourage “average” or bare minimum performance. When the bare minimum of production is communicated to employees, it should be made clear that they are expected to generally exceed these productivity levels. If a continued drop in productivity is noticed by employers, a discussion with the employee in question can be started. This discussion might reveal that an employee does have two full-time jobs or is experiencing other challenges that can affect their work performance. It can also encourage the employee to engage with their job more consistently and without the distraction of a second, third, or even fourth full-time job. Reward excellence Studies show that when organizations recognize “small wins and efforts at work” there is an 83% increase in employee engagement (O.C Tanner, n.d.). Employees who feel that their efforts are recognized and rewarded are more likely to pursue excellence in one full-time job than mediocrity in two full-time jobs. Encouraging high-quality performance and rewarding excellence encourages employees to pursue excellence in their careers. What is rewarded is ultimately reinforced or encouraged. When there is a corporate standard of excellence, it is increasingly difficult for employees with two jobs to continue as mediocre performers. This has a three-fold effect of increasing productivity, increasing employee engagement, and decreasing the likelihood of unknowingly fostering dually-employed employees. “Create the kind of workplace and company culture that will attract great talent. If you hire brilliant people, they will make work feel more like play.” - Richard Branson Refuse mediocrity Employers should examine what their required levels of productivity are. How is management monitoring productivity levels and the quality of employees’ work? In what ways can employees maintain poor or mediocre performance levels and go unnoticed? These are questions that employers must consider when strengthening their employment model against dually-employed employees. Laszlo Bock, Google’s SVP for People Operations, states that it is important to “set a high bar for quality... hire only people who are better than you. Do not compromise, ever” (Kalibrr, 2016). If employers apply this method of thinking to their analysis of productivity levels and workplace performance they are more likely to intentionally support those employees who are excelling in their work and provide additional encouragement to those who are not. “Make sure everybody in the company has great opportunities, has a meaningful impact, and is contributing to the good of society.” - Larry Page Hire integrity When hiring new employees, it is important to analyze not only their employment history and education but also their proof of character. Hiring agencies and managers should know how to detect those with compromised integrity and honesty. This can be done by vetting information provided on resumes through public social media accounts and casual conversations during interviews. Employees with integrity and honesty are less likely to mislead and lie to employers by claiming that they are putting in 40 hours worth of work when they are really only working part-time and balancing another full-time job. Edit employment contracts Another way to protect your business from the negative effects of dual employment is by specifically prohibiting dual employment in employee contracts. Doing so communicates to employees that time theft and dishonesty are not only prohibited but also not a part of your organization’s culture. Because different countries, states, and regions have differences in the legal regulations around hiring/firing legislation, it is important to consider your local regulations and consult with your legal associates before making changes to your employment contracts. Regardless, according to RocketLawer, “Employers may legally limit the rights of their employees to work a second job (often called moonlighting), especially if that work substantially interferes or competes with the duties of their primary job…Most states allow employers to institute a more general ban on moonlighting as part of company policy. In such situations, working a second job at all is against company policy and provides just cause to fire the employee even if it does not affect their job performance or your business interests.” They summarize their findings by stating, “if an employee's second job affects their work for you or risks your business interests, you may be able to legally discipline or fire them. The laws on off-duty conduct are not the same in every state, particularly for moonlighting” (RocketLawer, n.d). The Society of Human Resource Management recommends that employers “seek the advice of legal counsel” when creating a policy that addresses dual employment. They also state that “companies should have a policy on intellectual property” and data protection that is consistent and well-documented (Grensing-Pophal, 2021). The main takeaway Employers can reduce the amount of time, money, and resources, wasted by overemployed employees by raising awareness of the unethical nature of such dual employment and by implementing software and management strategies that identify low rates of productivity and prevent employees from choosing the overemployed path. Employees who adopt the dual employment or overemployed method depend on scraping by to avoid getting fired. Employee monitoring software can identify these individuals and encourage management to inspect further before wasting additional funds and resources on them. Employers can also discourage employees from taking on additional full-time jobs in secrecy by offering opportunities for career development, establishing trust, examining productivity levels, rewarding excellence, refusing mediocrity, and hiring employees with integrity. By increasing accountability and raising the difficulty of simply scraping by in remote employment and creating a workplace that inspires employees to achieve their full potential, employers can reduce the loss of productivity and mindshare associated with overemployed employees. References Capterra. (n.d.). WorkTime Pricing, Alternatives & More 2021. Retrieved from https://www.capterra.com/p/129845/WorkTime/#features Capterra. (n.d.). Hubstaff Pricing, Alternatives & More 2021. Retrieved from https://www.capterra.com/p/132376/Hubstaff/ Capterra. (n.d.). Best Employee Monitoring Software 2021: Reviews of the Most Popular Tools & Systems. Retrieved from https://www.capterra.com/employee-monitoring-software/#buyers-guide CareerArc. (2019, August 15). Study Finds Nearly Half of Employees Experience Layoff Anxiety Despite Record Low Unemployment Rates and Upward Economic Growth. Retrieved from https://www.careerarc.com/in-the-news/study-finds-nearly-half-of-employees-experience-layoff-anxiety-despite-record-low-unemployment-rates-and-upward-economic-growth/ ExpressVPN. (2021, July 16). ExpressVPN Survey Shows Widespread Surveillance on Remote Workers. Retrieved from https://www.expressvpn.com/blog/expressvpn-survey-surveillance-on-the-remote-workforce/ Grensing-Pophal, L. (2021, October 21). How Employers Can Respond to ‘Two-Timing’ Workers. SHRM. https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/how-employers-can-respond-two-timing-workers.aspx Issac. (n.d.). Work Two Remote Jobs, Reach Financial Freedom. Retrieved from https://overemployed.com/?utm_source=morning_brew Issac. (n.d.). My Story - How I Got From Being Passed Over For A Promotion To Working Two Full-Time Jobs At Once. Retrieved from https://overemployed.com/working-two-remote-jobs-at-once/my-story/ Ito, A. (2023, November 13). Inside the strange, secretive rise of the “overemployed.” Business Insider. https://www.businessinsider.com/overemployed-workers-secret-two-multiple-jobs-salaries-tech-tips-2023-11 Jeske, D. (2021). Monitoring remote employees: Implications for HR. Strategic HR Review, 20(2), 42-46. doi:10.1108/shr-10-2020-0089 Kalibrr. (2016). This is How Google Hires Their Talent [PDF]. https://www.kalibrr.com/sites/default/files/featured_images/White_Paper_How_Google_Hires_Their_Talent.pdf Korn Ferry. (2018, January 04). Breaking Boredom: Job Seekers Jumping Ship for New Challenges in 2018, According to Korn Ferry Survey. Retrieved from https://www.kornferry.com/about-us//press/breaking-boredom-job-seekers-jumping-ship-for-new-challenges-in-2018-according-to-korn-ferry-survey O.C. Tanner. (2020). What kind of company culture do you have. Retrieved from https://www.octanner.com/insights/articles/2019/11/13/what_kind_of_company.html Reitsma, T. (2022, January 5). 10 Best Employee Monitoring Software For 2022. People Managing People. https://peoplemanagingpeople.com/tools/best-employee-monitoring-software/ RocketLawyer. (n.d.). Can Employees Be Restricted From Working a Second Job? https://www.rocketlawyer.com/business-and-contracts/employers-and-hr/company-policies/legal-guide/can-employees-be-restricted-from-working-a-second-job Sevilla, G. (2021, August 26). The Best Employee Monitoring Software for 2022. PCMAG. https://www.pcmag.com/picks/the-best-employee-monitoring-software Sevilla, G. (2020, September 30). Veriato Cerebral Review. Retrieved from https://www.pcmag.com/reviews/veriato-cerebral SHRM. (2017, April 24). 2017 Employee Job Satisfaction and Engagement: The Doors of Opportunity Are Open. Retrieved from https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/pages/2017-job-satisfaction-and-engagement-doors-of-opportunity-are-open.aspx Traqq. (2021, July 12). The Top 6 Ways Your Employees Can Cheat Your Time Tracker. Retrieved from https://traqq.com/blog/the-top-6-ways-your-employees-can-cheat-your-time-tracker/ WorkTime. (2021, June 04). Employee monitoring software and service. Retrieved from https://www.worktime.com/ Zielinski, D. (2020, August 08). Monitoring Remote Workers. Retrieved from https://www.shrm.org/hr-today/news/all-things-work/pages/monitoring-remote-workers.aspx Zinkula, J. (2023, December 16). A millennial making over $300,000 annually secretly working two remote jobs says homeownership still feels out of reach. Business Insider. https://www.businessinsider.com/overemployed-remote-jobs-full-time-tech-productivity-work-retirement-savings-2023-12 This article was first released in January 2022 and has been revised in December 2023 to reflect recent developments and new insights. Copyright © 2023 by Arete Coach™ LLC. All rights reserved.

The world of executive coaching is on the verge of a significant transformation, driven by the rapid advancements in artificial intelligence (AI). While still in its early stages, AI is already demonstrating its potential to revolutionize coaching practices, offering new tools and insights that can enhance effectiveness and drive better outcomes for clients. This article explores the multifaceted intersection of AI and executive coaching, covering ethical considerations, potential future trends, and practical applications as discussed on Episode #1196 of the Arete Coach Podcast. The Ethical Considerations of Using AI in Coaching As AI becomes increasingly integrated into coaching practices, it's critical to address the ethical implications that arise. During the podcast, Sorensen emphasizes the need to protect client data and maintain confidentiality as AI tools become more prevalent. This could include considering the following: Data Privacy and Informed Consent: Executive coaches often handle sensitive personal and professional information about their clients. Using AI tools requires a careful consideration of data privacy and informed consent. Coaches must ensure that client data is stored securely, used responsibly, and only with their explicit permission. Transparency is paramount. Clients should understand how their data will be used by AI and have the right to opt-out. Bias in AI Algorithms: Like any technology, AI is not immune to bias. The algorithms that drive AI tools can perpetuate existing societal biases, potentially leading to unfair or inaccurate assessments and recommendations. Coaches must be aware of this potential and carefully evaluate their AI tools, ensuring they are designed to minimize bias and promote fairness. Maintaining the Human Element: While AI can provide valuable insights and automate certain tasks, it's important to remember that coaching is fundamentally a human-centered profession. The empathy, intuition, and nuanced understanding that a human coach brings to the relationship cannot be replicated by AI. AI should be viewed as a tool to augment coaching skills, not as a replacement for the human connection that lies at the heart of effective coaching. The Future of Executive Coaching in the Age of AI AI is poised to reshape the landscape of executive coaching in the coming years. Here are a few applications of AI that could be used in executive coaching: Automation of Tasks: AI has the potential to automate many of the routine tasks associated with coaching, such as scheduling appointments, tracking progress, and providing basic feedback. This can free coaches to focus on higher-level tasks that require human expertise, such as building rapport, providing emotional support, and facilitating deep insights. Personalized Coaching Experiences: AI algorithms can analyze large datasets of client information to identify patterns and provide personalized insights. This allows coaches to tailor their approach to individual client needs, delivering more targeted and effective coaching. Development of New Skills: As AI becomes more integrated into coaching, coaches need to develop new skills to stay relevant. These include the ability to critically evaluate AI tools, understand the ethical implications of AI, and effectively integrate AI insights into their coaching practice. Coaches will need to embrace a lifelong learning mindset to keep pace with the rapid advancements in AI technology. AI-Powered Tools for Personalized Leadership Development While Sorensen focuses heavily on Google's NotebookLM as a tool for organizing information and generating insights, other AI-powered tools could play a significant role in personalized leadership development with: Leadership Skill Assessments: AI algorithms can be used to develop sophisticated leadership skill assessments that go beyond traditional self-reporting methods. These tools can analyze various data points, including communication patterns, decision-making styles, and emotional intelligence indicators, to provide a more objective and comprehensive assessment of an individual's leadership capabilities. Personalized Feedback and Recommendations: AI can provide personalized feedback to leaders based on their assessed strengths and weaknesses. This feedback can be tailored to specific leadership competencies and provide actionable recommendations for improvement. AI-powered tools can also create customized learning plans, suggesting relevant resources, articles, and exercises that align with individual development goals. Virtual Coaching and Mentoring: AI-powered virtual coaches and mentors can provide on-demand support and guidance to leaders. These tools can offer personalized advice, answer questions, and help leaders navigate challenges in real time. While virtual coaches cannot replace human interaction entirely, they can provide valuable support and supplement traditional coaching methods. AI-Powered Coaching for Teams The potential of AI in coaching extends beyond individual development to enhance team dynamics and performance. Facilitating Team Communication and Collaboration: AI-powered platforms can analyze team communication patterns, identifying potential roadblocks and suggesting strategies for improving collaboration. These tools can also facilitate virtual brainstorming sessions, organize team projects, and track progress towards shared goals. Understanding Team Dynamics: AI algorithms can analyze team interactions, sentiment, and behavioral patterns to provide insights into team dynamics. This can help coaches identify potential conflicts, uncover hidden strengths and weaknesses within the team, and develop strategies to optimize team performance. Providing Real-Time Feedback and Support: AI can be used to provide real-time feedback to teams during meetings or projects. This feedback can help teams stay on track, identify areas for improvement, and make more informed decisions. AI-powered tools can also offer team-building exercises, conflict-resolution strategies, and personalized coaching recommendations for individual team members. Developing a Framework for Responsible AI Implementation in Coaching Integrating AI into coaching practice requires careful planning and a commitment to ethical principles. Before integrating, we encourage coaches to consider the following. By taking a thoughtful and responsible approach, coaches can leverage the power of AI to enhance their practice and create more impactful coaching experiences. Assess the Risks and Benefits: Before implementing any AI tool, coaches should carefully evaluate the potential risks and benefits. This includes considering the privacy and security of client data, the potential for bias in algorithms, and the impact of AI on the coach-client relationship. Choose the Right Tools: The AI landscape is constantly evolving. Coaches need to stay informed about the latest advancements and choose tools that align with their coaching style, ethical principles, and client needs. It's essential to prioritize tools that are transparent, secure, and designed to minimize bias. Develop Ethical Guidelines: Coaches should develop clear ethical guidelines for using AI in their practice. These guidelines should address issues like data privacy, informed consent, and the appropriate use of AI insights. Prioritize Ongoing Evaluation: The use of AI in coaching is an ongoing experiment. It's crucial to regularly evaluate the effectiveness of AI tools, assess their impact on clients, and make adjustments as needed. The Main Takeaway The integration of AI into executive coaching is an exciting and inevitable evolution. AI has the potential to transform coaching practices, offering new tools and insights that can benefit both coaches and clients. However, it's crucial to approach this transformation with a balanced perspective. The responsible integration of AI requires careful consideration of ethical implications, a commitment to data privacy, and a recognition that technology should augment, not replace, the human element at the heart of coaching. By embracing AI thoughtfully and ethically, coaches can harness its power to elevate their practice and help their clients achieve extraordinary outcomes. References Podcast | Arete Coach. (2024). Arete Coach. https://www.aretecoach.io/podcast/episode/2dc0b79b/arete-coach-1196-severin-sorensen-the-mindshare-multiplier-empowering-coaches-with-ai-sidekicks Copyright © 2024 by Arete Coach LLC. All rights reserved.

The American Psychological Association defines unconditional positive regard as, “an attitude of caring, acceptance, and prizing that others express toward an individual...according to Carl Rogers [unconditional positive regard is] a universal human need essential to healthy development.” Unconditional positive regard is essential for development, self-awareness, self-worth, and personality growth. This concept has been highly revered in the psychology community but remains unnoticed by the executive coaching industry. Clearly, unconditional regard is essential for development, but what exactly is it, what does it look like, and how can executive coaches use it to their advantage? “The greatest gift that you can give to others is the gift of unconditional love and acceptance.” - Brian Tracy What is unconditional positive regard? As stated previously, the American Psychological Association defines unconditional positive regard as “an attitude of caring, acceptance, and prizing that others express toward an individual irrespective of his or her behavior and without regard to the others’ personal standards.” Having unconditional positive regard for someone else is having genuine care for someone without regard to their behavior, actions, or beliefs. Unconditional positive regard can be related to the care a parent has for their child despite their tantrums as a toddler. Unconditional positive regard goes beyond goals and actions. Unconditional positive regard at its core is valuing the life, experiences, character, potential, and personality of others. “Be curious, not judgmental.” - Walt Whitman Unconditional positive regard in executive coaching settings Unconditional positive regard in a coaching relationship can be shown in many ways. For example, when action plans or goals are not followed through, an executive coach can easily feel frustrated, let down, or disappointed. While these feelings are valid, an executive coach can acknowledge these feelings on their own and still express unconditional positive regard for their client. This can be done by coming from a position of compassionate curiosity and asking questions such as “what do you think held you back from achieving your goals?” Executive coaches can also display unconditional positive regard for their clients when they share difficult challenges. If an executive is suffering from the consequences of a poor business decision, an executive coach can still show them unconditional positive regard. They can do this by still listening to their opinions, seeking to understand their perspective, and valuing their desire to be better leaders. Benefits of unconditional positive regard Unconditional positive regard is considered a necessary component to development (APA, n.d.). It is essential for an individual to become their best self. “The role of a creative leader is not to have all the ideas; it’s to create a culture where everyone can have ideas and feel that they’re valued.” - Ken Robinson Increased confidence When others experience unconditional positive regard, they can “accept even their worst traits and feel valued and whole” (Myers, 2004). When executives feel valued by their coaches, they are more likely to share their genuine perspectives and engage in honest and developing discussions. Furthermore, when executives feel “whole,” their confidence increases in regards to their own ability to fulfill goals and challenges. Goal attainment Carl Rogers, the developer of Unconditional Positive Regard, believed that when therapists specifically treated their clients as though they are “doing the best they can with the tools and resources they have available” that clients in response were more likely to engage in “constructive behavior to drive their decisions and their actions” (Ackerman, 2021). In executive coaching, this can translate to a coach believing that a client is doing their best to achieve their goals. As a result, a client’s likelihood of goal accomplishment could be increased. Enhanced creativity As new challenges arise in the workplace, creative problem solving is often essential for executives. Licensed clinical social worker, Debra Halseth, states that parents who “show unconditional positive regard to their children open up opportunities for children to be creative in problem-solving” (2020). While executive coaching is very different from parenting, this finding can be applied to the executive coaching relationship. When discussing potential solutions for a business challenge, an executive’s creativity can be encouraged by their coach’s unconditional positive regard towards them. This gives them the opportunity to discuss a wide variety of ideas and solutions without fear of judgment. Applying unconditional positive regard to coaching Unconditional positive regard can be actively applied to the executive coaching process in many ways. Consider the following tips and tools for the use of unconditional positive regard in your coaching practice. “People are just as wonderful as sunsets if you let them be. When I look at a sunset, I don’t find myself saying, “soften the orange a bit on the right-hand corner.” I don’t try to control a sunset. I watch with awe as it unfolds.” - Carl Rogers Questions without judgement A sure-fire way to reduce a client’s experience of unconditional positive regard is to coach them from a place of judgment. For example, if an executive shares a challenge they feel that they failed, responding from a place of judgment would include responses such as “well that was the wrong decision” or “I would recommend doing _____ next time.” These responses judge the client and do not support an atmosphere of unconditional positive regard. In order to coach with unconditional positive regard, executive coaches must ask questions that come from a place of genuine care such as “explain to me why you think _____” or “what do you think caused you to do _____?” These questions open the floor for the non judgemental discovery of patterns, behaviors, and beliefs of an executive—giving the executive coach an opportunity to show their unconditional positive regard for their client. Clarify goals Another way that executive coaches can use unconditional positive regard in their coaching is by helping their clients create a clear vision for what their own genuine goals are. This means that executive coaches put their desires for a client’s business to the side, and focus on what a client genuinely wants for their business. Sometimes this may require a referral to another executive coach, and other times, this requires self-awareness and dedication to unconditional positive regard. “Whatever anybody says or does, assume positive intent. You will be amazed at how your whole approach to a person or problem becomes very different.” - Indra Nooyi Assume positive intent Dr. Diane Brennan and Alexandra Ross of the International Coaching Foundation share that one way executive coaches can use unconditional positive regard is to “assume positive intent.” They state that choosing to ask and not assume a client’s intent, “allows us to be open to possibility as well as to be fully present with our client” (Dr. Brennan & Ross, 2017). When goals are not accomplished between one-to-one sessions, it can be frustrating for an executive coach. While it may be tempting to assume an executive is not dedicated to the development of their leadership or business, an executive coach can choose unconditional positive regard, assume positive intent, and ask questions that clarify their challenges, intent, and behaviors. The main takeaway Unconditional positive regard is a genuine care an executive coach can have for a client. It assumes positive intent, clarifies goals, and questions without judgment. When executive coaches embrace this characteristic, clients feel more valued and whole, are better able to achieve their goals and are able to develop their creative problem-solving skills. Unconditional positive regard is essential for development and holds great power when executive coaching. “The most important thing in good leadership is truly caring.” - Dean Smith Resources Ackerman, C. (2021, June 9). What is unconditional positive regard in psychology? PositivePsychology.com. Retrieved November 24, 2021, from https://positivepsychology.com/unconditional-positive-regard/. APA. (n.d.). APA Dictionary of Psychology. American Psychological Association. Retrieved November 24, 2021, from https://dictionary.apa.org/unconditional-positive-regard. Diane, D., & Ross, A. (2017, July 10). Coaching presence and being at your best. International Coaching Federation. Retrieved November 24, 2021, from https://coachingfederation.org/blog/coaching-presence-and-being-at-your-best. Halseth, D. (2020, August 27). How does conditional positive regard affect well-being? BetterHelp. Retrieved November 24, 2021, from https://www.betterhelp.com/advice/attachment/how-does-conditional-positive-regard-affect-well-being/. Myers, D. G. (2004). Psychology. Worth Publishers. Walczak, M. (2019, August 26). Unconditional positive regard. Coacharya. Retrieved November 24, 2021, from https://coacharya.com/blog/unconditional-positive-regard/. Copyright © 2021 by Arete Coach LLC. All rights reserved.

Both mentors and executive coaches can have profound impacts on their clients. However, the two function in very different ways. If an executive coach begins to function as a mentor, clients lose the benefit of having an executive coach who asks powerful questions. And, if a mentor functions as an executive coach, the mentor is not providing the mentorship that they agreed to provide. It is essential for executive coaches and mentors to understand what their role is, and what it is not, to ensure they have the greatest impact on others. What is the difference between executive coaching and mentoring, and how can coaches and mentors ensure they are performing their best in their respective roles? The Sage and the Trail Guide To identify the differences and commonalities between mentoring and coaching, it is essential to understand the roles of each profession. Mentoring: The Trail Guide “One of the greatest values of mentors is the ability to see ahead what others cannot see and to help them navigate a course to their destination.” - John C. Maxwell The Association for Talent Development (ATD) defines mentoring as “an informal association focused on building a two-way, mutually beneficial relationship for long-term career movement” (Reitman & Benatt, 2021). Mentoring is often between two individuals within the same organization and has an emphasis on the mentor giving the mentee “advice on professional development,” “career goals,” and “work-life balance” (ATD, n.d.). Mentoring is the elder advising the grasshopper. It’s receiving direction and guidance from a mentor who has already been where the mentee wants to go and can advise them on how to get there. The mentor functions much like a trail guide would for a hiker. The trail guide has already walked that exact trail, knows what steps to take, and can give exact directions and advice to a hiker. Executive Coaching: The Wise Sage “Coaching is releasing a person’s potential to maximize their own performance. It is helping them to learn rather than teaching them.” - Sir John Whitmore The International Coaching Federation (ICF) defines coaching as “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential” (ICF, n.d.). The ICF outlines in their core competencies that executive coaches help their clients “build on” their own “ideas and suggestions,” ask powerful questions, evoke discovery or action, increase clarity, and encourage movement towards their goals. Executive coaches help their clients find the root causes of their challenges through reflection, question asking, and insights. They also help clients create action plans. The executive coach does not directly advise the coachee, but rather asks questions, provides insight, and encourages reflection. This helps their clients identify how they can get to their goals and overcome their own challenges. In this way, an executive coach is much like a wise sage, helping a leader overcome their challenges. While they may have not have faced the exact same challenges as the leader, they know what questions to ask to guide the leader towards greater insights and solutions instead of offering specific advice like the mentoring trail guide. While the trail guide directs, the sage teaches and inspires. Differences between mentors and executive coaches Previous experience Mentors and mentees are often from within the same organization (ATD, n.d.). Mentors have walked the exact path that their mentee wants to walk and have often accomplished very similar if not identical career goals. Executive coaches, however, are often hired from outside of the organization for business leaders. While experience as a CEO or business leader is especially beneficial for executive coaches, it is not mandatory for an executive coach to have experience in the exact same industry as their client. Instead, a basic understanding of business and executive leadership is necessary (Stanaland, 2021). For example, a mentor with experience in the oil and gas industry would need a mentee who wishes to succeed in the oil and gas industry. However, an executive coach with ample training and experience in the medical industry can coach a business leader from a variety of different industries. Mentors function like a trail guide who knows the exact trail well. According to Carol Wilson, mentors act “as people who impart their own experience, learning, and advice to those who have less experience in the particular field” (n.d.). On the other hand, executive coaches are like the wise sage that asks questions, inspiring a leader to find solutions unique to their client’s industry and situation. Diving deep Mentors and mentees focus on goals that have already been identified prior to the mentoring relationship (Reitman & Bennet, 2021). Unlike mentors, executive coaches are able to dive deeper into their clients’ goals (or lack thereof) and find their root source of challenge or inspiration. Dr. Robin Buckley states in his 2021 article that executive coaches help business leaders “articulate and refine” their goals and dreams often by asking questions to help their clients identify their genuine goals and vision for their future. Like the sage that encourages others to examine the reasoning behind their behaviors and their goals, the executive coach helps identify the purpose and goals of a business leader. The mentor, like a trail guide, works with previously established goals and ambitions, helping the leader reach the trailhead. “A coach has some great questions for your answers; a mentor has some great answers for your questions.” - Unknown Giving advice Because mentors have very similar if not identical experiences to their mentees, their primary role is to give advice and information to their mentees. The Association for Talent Development states that mentors “provide information” and make “suggestions” to their clients, helping them achieve identified goals. Executive coaches avoid giving advice and instead focus on asking questions and “providing guidance and tools” (Germond, 2021). The International Coaching Federation explains that a core competency of a successful executive coach is asking “questions that reveal the information needed for maximum benefit.” These questions are meant to increase clients’ clarity and encourage them to identify their own solutions to their challenges (ICF, 2021). Instead of giving advice, executive coaches encourage their clients to “explore” their own “ideas and solutions” increasing insight and understanding. If both the mentor and executive coach were advising a hiker, the mentor would offer advice as a trail guide saying, “If you go left you will reach the trailhead in 1 mile. If you go right you will reach a different trailhead in about 2.5 miles” and the executive coach, like a wise sage, would ask, “What are your goals on this hike? What do you know about this trail and how can you use what you know to bring you closer to your goal?” Similarities between mentors and executive coaches Connection building Both executive coaches and mentors offer their clients opportunities to connect and network with others. In many coaching circles, peer advisory groups are used. In these groups, business leaders are able to meet other leaders in their area of specialty and expand their network while also supporting their growth and strategic leadership skills (EWF International, 2020). In mentoring relationships, mentors can offer their mentees “new networking opportunities” within the mentor and mentees shared “field of expertise” (Enekwizu, 2019). This allows the mentee to become acquainted with other executives that are in different areas within an organization (Reitman & Bennett, 2021). “Mentor and coach others whenever you can. Your teaching will deepen your own learning.” - Lee. J. Colan Mutual learning As a mentor works with their mentee, the mentor strengthens their leadership and interpersonal skills (ATD, n.d.). According to David A. Helfer, President of Career Coaching Firm Illumination From Within LLC, mentors learn “new approaches and perspectives” from their mentees while also reinforcing “previously learned leadership skills” (n.d.). As an executive coach coaches their clients, they learn more about the latest challenges and circumstances in the corporate world. Executive coaches must also continue to learn whilst coaching. The best executive coaches adopt the stance of a lifetime learner. This means that while they are increasing their client’s knowledge and insight through questions and conversation, they are also increasing their own knowledge bank through literature, research, and training programs. Executive coaches have a commitment to lifelong learning and they “never stop learning…about current business trends, how to help leaders tackle issues, and develop their own abilities as a coach” (Vistage Staff, n.d.). Like a trail guide that reinforces his knowledge and develops his communication skills by leading trailblazers through known trails, a mentor also establishes his own leadership and interpersonal skills. Like the wise sage that learns about the changing world around him/her, the executive coach maintains knowledge about the changing challenges of business leaders today. “I absolutely believe that people, unless coached, never reach their maximum capabilities.” - Bob Nardelli Desiring development Executive coaches and mentors alike help their clients develop their careers. Although they do this in different ways, the primary goal of both leaders is to help others. The Association for Talent Development classifies executive coaching as a “powerful development tool” (ATD, n.d.). As a wise sage, the executive coach helps the business leader develop their goals and create their own practical solutions through powerful questioning and discussion. Like the trail guide that offers direction, the mentor offers their own advice based on experience to lead the hiker down the trail successfully. Dr. Phillips-Jones states in her Skills for Successful Mentoring article that “effective mentors encourage their mentees, which in turn helps increase the mentees’ confidence and enables them to develop” (2003). The main takeaway While both executive coaches and mentors seek to build their clients up, help them attain their goals, assist in developing their careers, and increase their knowledge, executive coaches and mentors do so in different ways. While executive coaches function like a wise sage that guides leaders to greater insight through powerful questioning, the mentor functions as a trail guide offering their advice based on their own experiences. Executive coaches ask questions and clarify goals. Mentors offer advice on achieving previously established goals. This difference in role and strategy is important for executive coaches, mentors, and business leaders to acknowledge. Knowing these key differences can help executive coaches and mentors provide the most accurate and high-impact services to their clients. For business leaders, knowing the differences and similarities between coaching and mentoring can help them choose a service that will meet their needs best. “Mentoring is a brain to pick, an ear to listen, and a push in the right direction.” - John C. Crosby “Coaching is the universal language of change and learning.” - CNN References ATD. (n.d.). What is Executive Coaching? | SectionContentPage. Association for Talent Development. https://www.td.org/talent-development-glossary-terms/what-is-executive-coaching. ATD. (n.d.). What is mentoring? Main. Retrieved from https://www.td.org/talent-development-glossary-terms/what-is-mentoring. Buckley, R. (2021, November 29). How to Set Goals With an Executive Coach to Unlock All of Your Potential. Entrepreneur. https://www.entrepreneur.com/article/395847. Enekwizu, O. (2019, February 5). Networking: The Benefits of Having a Mentor. AIChE. https://www.aiche.org/chenected/2019/02/networking-benefits-having-mentor. EWF International. (2020, August 18). What is the Benefit of a Peer Advisory Group for Women? https://ewfinternational.com/what-benefit-peer-advisory-group-women/. Germond, G. (2021, January 29). Why Giving Advice Rarely Works — And What Great Coaches Do Instead. Institute for Professional Excellence in Coaching. https://www.ipeccoaching.com/blog/why-giving-advice-rarely-works-and-what-great-coaches-do-instead. Helfer, D. (n.d.). 5 Benefits of Being a Mentor. American College of Healthcare Executives. https://www.ache.org/blog/2021/5-benefits-of-being-a-mentor. ICF. (2021, October 12). The gold standard in coaching: ICF - Core Competencies. International Coaching Federation. Retrieved from https://coachingfederation.org/core-competencies. ICF. (2021, September 23). ICF, the gold standard in coaching: Read about ICF. International Coaching Federation. Retrieved from https://coachingfederation.org/about. Phillips-Jones, L. (2003). The Mentor’s Guide (Revised Edition). Coalition of Counseling Centers. Reitman, A., & Pifferetti, K. (2021, October 6). Mentoring vs coaching: What is the difference? Main. Retrieved from https://www.td.org/insights/mentoring-versus-coaching-whats-the-difference. Stanaland, R. (2021, October 1). Become an Executive Coach With This 8-Point Checklist | Vistage. Vistage Research Center. https://www.vistage.com/research-center/personal-development/leadership-competencies/20200624-become-an-executive-coach/. Vistage Staff. (2020, September 9). 9 Benefits of Becoming an Executive Coach During Retirement Years. Vistage Research Center. https://www.vistage.com/research-center/personal-development/benefits-of-becoming-an-executive-coach/. Wilson, C. (n.d.). The difference between coaching & mentoring-coachingcultureatwork.com. Culture at Work. https://www.coachingcultureatwork.com/difference-between-coaching-mentoring/ Copyright © 2022 by Arete Coach™ LLC. All rights reserved.