Episode #1095: In this episode of the Arete Coach Podcast, host Severin Sorensen is joined by a special panel of guest executive coaches, Michele Barry, Ben Griffin, Barry Goldberg, Phil Holberton, and Conor Neill. During the episode, we discuss how to prepare for a recession, and specifically, 10 things to take with you into a hard recession. The purpose of this episode is to provide sage counsel for CEOs, business owners and coaches who are coaching other business owners on how to prepare for a probable recession. About the panelists About Host Severin Sorensen Severin Sorensen is a serial entrepreneur and lifetime learner with a passionate curiosity for people and businesses. Severin is the CEO of ePraxis LLC, a premier level retained search firm that provides executive headhunting, talent selection, and executive coaching. In addition to finding top talent, Severin has provided over 7,500+ hours of paid executive coaching to entrepreneurs, CEOs, Presidents, and C-level executives. Severin is an ICF ACSTH Certified Executive Coach, Certified Organizational Development Coach, Certified Life Coach, and Certified Positive Intelligence® Coach. Severin is the founder/producer of a new podcast, Arete Coach, that explores the art and science of executive coaching with some of the industry's best coaches. From 2010-2018 Severin was also a Vistage Chair where he coached three CEO and key executive groups. In 2011, Severin received the "Rookie of the Year Chair Award" from Vistage. Since 2013, Severin has added international speaking for Vistage, CEO conferences, executive peer groups, and corporations on the topic of identifying and hiring difference-making top talent. After graduate school, Severin moved to Washington, DC, where he worked on security-related economic and public policy issues that included a brief stint in The White House, as a Special Assistant to the President, for George H. Bush (POTUS 41). In 1994, Severin founded Sparta Consulting Corp., and Sparta provided world-class physical security and safety related management consulting services for public and private sector entities. From 1994-2002, Severin managed HUD's Crime Prevention Through Environmental Design technical assistance and training program. In 2005, Severin sold Sparta to Westec Interactive (Digital Witness), which was subsequently acquired by Interface Security. Severin, a native Californian, grew up in Salt Lake City, UT and graduated with honors from the University of Utah with Economics and Political Science degrees. He completed graduate studies in economics at King's College, Cambridge University (England), where he earned a M.Phil. degree in Economics. Severin has a great love and appreciation for sports, and while overseas, Severin rowed for the King's College Boat Club, and played basketball for the Cambridge University Basketball Team (1986-87). About Guest Michele Barry Michele Barry is a CEO, Executive Leadership Growth Coach, CEO Peer Group Leader, Vistage Chair, and Business Consultant. Michele is the CEO of M Barry Consulting out of Arlington, Massachusetts, and has been a Vistage Chair since 2005. Michele helps business leaders become better leaders who make better decisions and achieve better results. In 2007, Michele became a Vistage Mentor Chair and began helping Vistage Chairs start their groups and become effective leaders. In 2012, Michele became a faculty member of Vistage and started teaching new-hire and advanced training courses for experienced Chairs. Prior to her consulting and coaching, Michele was a lead change management consultant and director at Fidelity Investments. Michele also worked in the education, training, and learning fields at Politzer and Haney. She has served as a learning and development manager, instructional designer, development editor, English teacher, and Mathematics teacher. Michele is a Predictive Index Certified Partner practitioner, a certified EQI 2.0, and EQI 360 with Multi-Health Systems. She is also certified with the Leadership Circle Profile and a PI certified Talent Optimization Consultant. Additionally, Michele has a master’s degree in both literature and accounting. About Guest Ben Griffin Ben Griffin is an Executive Coach, Board Advisor, and the Founder and President of CEOIQ. Prior to entering the executive coaching field, Ben held several executive leadership positions with insurance companies. He also ran some of his own companies and was the President of Quinox Corporation. He earned his MBA from the Crummer Graduate School of Business at Rollins College. In 2000, he started working as a group facilitator and executive coach with an International CEO advisory organization. Today, Ben is the Founder and President of CEOIQ where he has created an ecosystem for CEOs, entrepreneurs, and leadership teams. He serves his clients as an executive coach and an advisor, offering services such as peer advisory groups, strategic thinking workshops, leadership development coaching, executive coaching, and digital leadership labs with a focus on strategic thinking, human capital development, team alignment, management by objectives, and financial diagnostics. Furthermore, he also facilitates CEO round tables with companies as small as 25 employees and as large as 5,000 full-time employees. Ben is also an avid photographer and has even organized and managed his own jazz band. About Guest Barry Goldberg Barry Goldberg is a Vistage Chair and executive coach out of Little Rock, Arkansas. Barry served as the ICF Vice Chair for Global Ethics and Standards Committee from 2010 to 2013, and taught coaching ethics at Georgetown University’s Institute for Transformational Leadership from 2013 to 2018. Barry has ample experience in the corporate and executive coaching world. He has experienced operational changes within the executive coaching industry and has developed his own style and coaching technique as a result. Barry believes in the necessity for experience and educational training in the coaching field, and has used his experiences and scientifically proven data to aid his coaching practice. Barry Goldberg is a lifelong learner who always seeks excellence, new strategies, and scientific principles that he can apply to his practice as a game-changing executive coach. About Guest Phil Holberton Phil is an executive coach, Vistage Chair (of 8 years), instructor on organizational leadership at Brandeis University, and mental fitness coach. Phil’s journey to executive coaching began in his early career as the Chief Financial Officer for a number of private and public companies including Cambridge Neuroscience and General Cinema Theaters. In 1996, Phil started his coaching practice and thereafter became a Vistage Chair in 2012. Phil has served as Vice Chair of the MIT’s Enterprise Forum and is a past President of Boston’s Financial Executives Institute. Currently, Phil manages his website speakingofleadership.com and serves as a Vistage Chair. Phil found his passion for coaching through his experience helping students with their acceptance speeches and engaging in a CEO peer group. After a peer group leader asked Phil to sub for him, Phil realized executive coaching might be a career of interest to him. Since then, Phil has maintained a thriving executive coaching career that embodies his passion to help people be the best they can be. With his experiences as an executive coach and peer group advisor, Phil offers great insight to the executive coaching profession. About Guest Conor Neill Conor Neill is an executive coach, lecturer, speaker, storyteller, entrepreneur, the President of Vistage Spain, and Senior Lecturer at IESE Business School—one of the top business schools in the world. At the onset of his career, Conor worked at the London Office of Accenture for just over a decade and went on to run several businesses thereafter. With his passion for growing businesses, he became President of the Entrepreneurs’ Organization’s (EO) Spain Chapter—one of the top 10% EO chapters worldwide. A few years later, he began his role as the President of Vistage Spain, which he continues today. Throughout Conor’s experience, he has delicately balanced his career and academia. In addition to his position as Senior Lecturer at IESE Business School, he is also a Visiting Professor at the University of College Dublin and the University of Montevideo. In addition to Conor’s notable experience, he shares his wisdom in a widely popular YouTube page with over a quarter of a million subscribers—with his most popular video reaching 14 million individuals. Conor is a master of growing businesses, networking, building relationships, and inspiring greatness in those around him. Key highlights What is a recession? Timestamp 1:13 Severin Sorensen shares insight into what a recession is from The National Bureau of Economic Research. He also examines why a potential recession may be called in the future by examining the Fed Spread and other data. Also shared are indicators of a recession including “a dramatic reduction in the ISM orders,” oil prices, surveys, job listing statistics, and changes in the workforce and marketplace. What does a recession feel like? Timestamp 15:39 Michele Barry, Ben Griffin, Barry Goldberg, Phil Holberton, and Conor Neill all share insights into what a recession feels like. Michele discusses the importance of remaining calm and the role of a coach in helping business leaders manage the “adrenaline flow” that can coexist with recession announcements. Conor gives insight into the three recessions he has lived through and what he has learned from each of them, including what it was like to conduct layoffs as a business leader in Spain. Ben shares two potential responses to recession probabilities. Phil elaborates on the importance of “helping everybody feel emotionally together” as they walk through a potential recession. And, Barry shares his emphasis on “deleting the need” to like the effects and impacts of a recession. 10 things to take into a hard recession Timestamp 29:41 For the remainder of the podcast, guest panelists share their top 10 things they would take into a hard recession. Topics discussed in great depth include: the importance of “killing off your darlings,” knowing your cash flow, “business activity prediction,” having financial resources ready at hand, the value of reflection and journaling, cutting out unnecessary expenses, being aware of receivables, pricing strategies, KPIs, workplace culture, self-care and wellness, relationships with investors, seeing opportunities in downturns, having a vision, and safeguarding assets and operations. Relevant insight articles Reviewing Recession Potential & Key Strategies for Surviving Economic Tsunamis Economic Outlook: Q2 2022 Exploring Business Responses to Inflation: Lessons from the Past and Insights for Today Arete Coach Review: “Winning In Turbulence” by Darrell Rigby Navigating Inflation: Lessons From The Past & Strategies For Withstanding Inflationary Periods Adapting to Endure: An Arete Coach Review of Sequoia Capital’s May 2022 Presentation [A disclaimer and warning; in this episode, panelists on the podcast share their deepest insights and past actions they have taken during hard recessions. Several offer their 'to-do' list for preparing for a recession such as securing cash for operations. Listeners are advised to seek their own financial and legal counsel before implementing any suggestions offered in this program.] Download the transcript Click here to watch the video or Click here to listen to the podcast, or click below to view the podcast outline and transcript: Copyright © 2022 by Arete Coach LLC. All rights reserved.

Episode #1097: In this episode of the Arete Coach Podcast, Virginia Knudsen, an Executive Coach, former Vistage Chair, and CEO/Founder of BOAR—a courageous community that encourages and creates personal and professional greatness—discusses her journey to executive coaching from the banking sector, her journey of becoming a young mother and entrepreneur, and her passion for helping others and the importance of caring for people as a coach. During the episode, Virginia discusses her powerful personal mantra, the importance of being a lifelong learner, and the powerful questions she uses in her coaching. About Virginia Knudsen Virginia Knudsen is an Executive Coach, former Vistage Chair, and CEO/Founder of BOAR, a courageous community that encourages and creates personal and professional greatness. At BOAR, Virginia helps executives and business owners seize the opportunities ahead of them and fulfill their personal potential. Through her CEO Mastermind Groups and executive coaching, she helps business leaders develop their skills, live courageously, inspire others, be role models, and connect and learn from other business leaders. Virginia uses her unique skill set that she has developed over the years in her roles as a CEO, entrepreneur, executive vice president, and COO. She is a former Vistage Chair of 7 years and a former Vistage member of 7 and a half years. Prior to her consulting and coaching, Virginia was the Senior Vice President and Regional Manager of First National Bank of Nevada. She was the SVP of Nevada State bank and the EVP and COO of the Bank of George. She obtained her master’s of science degree in organizational leadership from Regis University and was awarded the Glass Ceiling Women of Distinction Award by the National Association of Women Business Owners in 2009. In 2021, Virginia also became a Certified Fierce Facilitator. Key highlights “Caring about people” Timestamp 10:19 As Virginia’s success as a former Vistage Chair is discussed, Host and Curator of the Arete Coach Podcast, Severin Sorensen, asks “to what do you attribute your success [as a Vistage Chair]?” Virginia shares that although she was told that finding and enrolling members in Vistage groups would be the hardest part, she did not experience that. She shares that starting her Vistage groups wasn’t “difficult.” Not because she was a “great salesperson,” but because of her care for others. Virginia explains, “I think that it’s about caring about people. I think it’s an abundance mentality versus scarcity mentality. When I go in to meet with a new client, I’m not going in to see if I can get them or sell them or get them to join my group. I’m going in curious to find out who they are, get in relationship, and see if I can provide value in that moment.” “So what? Now what?” Timestamp 19:45 When asked what personal mantras or rules guide her “decision making or perspective on life,” Virginia shares her own mantra of “So what? Now what?” She shares that she has learned that “if something goes wrong or [she] makes a mistake,” she has a tendency to “go from zero to homeless.” In using this mantra, she gives herself more grace saying, “that happened, wasn’t optimal, what did I learn from it and where am I going?” This mantra helps her stay focused on the “bigger picture” of her goals and aspirations. Coaches: the “keepers of secrets” Timestamp 29:10 Virginia shares that as a coach, she is a “keeper of secrets.” She elaborates on this and states that coaches are “the place that people can go to say anything to.” In being a keeper of secrets, she asks her clients powerful questions such as, “how is this behavior in alignment with who you say you wanna be or where you have shared that you wanna go?” She asks this question and others from a place of non-judgment and privacy so that her clients can find alignment between their goals and behaviors. Forgiveness and freedom Timestamp 33:31 When asked about a lesson she wishes she would have learned earlier, Virginia discusses the power of forgiveness. Virginia shares a four-step process that she uses to “forgive and let go.” She explains that she has learned that “people have a tendency to behave the way they were taught to behave, the way their parents behaved, and their parents before that. And transformation is about changing the family tree on the things that didn’t work…” In using this four-step process, Virginia shares that it has helped her “breakthrough [her] limiting conversations and beliefs.” Being the boar Timestamp 43:08 Virginia shares that the animal that would best describe her superpower as a coach would be the boar. She explains that after an encounter with a family of boar, she learned that “the boar is an animal that’s fearless and headstrong,” often used to symbolize “truth, courage, and confrontation” and uncovering “what lies beneath the surface.” She also shares that boars “respect their senses” and are “very family and community oriented.” In applying this to her coaching practice, she explains that the biggest takeaway is on the symbolization of “truth, courage and confrontation” which is seen in coaching as “being willing to confront what doesn’t work in ourselves and others to help them and ourselves be our very best.” “You are enough” Timestamp 48:41 During the conversation, Severin asks, “I want you to compare your life right now with what your life was as a young mother… what would you tell that 16-year-old today with your wisdom, as you’re thinking about that difficult road ahead?” Virginia responds with the powerful statement of, “you’re enough. You’re actually more than enough. You have all the tools you need to be whoever you wanna be.” Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript: Copyright © 2022 by Arete Coach LLC. All rights reserved.

Episode #1105: In this episode of the Arete Coach Podcast, Philip Liebman, an Executive Leadership Coach, Speaker, Author, and CEO, shares his lessons on leadership from operating multiple businesses as well as lessons he’s learned throughout his coaching journey. Tune in for exclusive insight from Philip’s 15 years as a Vistage Chair, his transition to ALPS Leadership (Advanced Leadership Performance Systems), the lessons he learned from his early years in business, and his experience studying under Lee Thayer. About Philip Liebman Philip Liebman is an Executive Leadership Coach, Speaker, Author, and CEO/Founder of ALPS Leadership (Advanced Leadership Performance Systems). Philip has been leading ALPS and helping top executives improve their leadership skills since 2016. Before ALPS, Philip was a Vistage Chair and a Vistage International Speaker for 15 years. Philip has held several executive leadership positions such as the Founder and CEO of both Eco Media and the BullFrog Group. He has been the Executive Vice President of ON Networks and the Vice President of Business Development and Marketing at Toymax International. Today, Philip continues executive coaching, speaking, mentoring, training, and writing through ALPS and serves on the President’s Council Board for St. Thomas Aquinas College. Philip helps CEOs and other business leaders work together to become exceptionally competent and create significant value for themselves, their companies, and their communities. He helps them cultivate what he calls “mojo,” or moments of overwhelming joy. Key highlights The mind as a tool Timestamp 05:19 After discussing Philip’s journey to executive coaching, Severin introduces the concept of imposter syndrome and additional insight from Adam Grant. Philip comments on imposter syndrome, sharing that when running a company at 35 years old, he had a “horrible fear that someone would take a look and see how… unprepared” he was. He explains that during these times he was able to have an “outward persona that looks calm,” despite his fear at the time. In such moments of fear, Philip used his mind as a tool to prepare for future scenarios and meetings. Severin adds to this by stating the importance of “preparing the mind” as well as “the openness of the mind, the readiness, the ability to accept whatever environment we’re in.” Exploring leadership and management Timestamp 15:58 In discussing the difference between leadership and management, Philip shares an insightful quote from Grace Margaret Hopper, “You cannot manage people. You manage things. You must lead people.” Philip explains that this quote defines the difference between leadership and management “perfectly.” Philip explains that “leadership” is “pure art, it’s pure performance,” and it’s “about getting things done.” He explains that a part of leadership is “getting people to make wise decisions for themselves about their work.” Health in all areas of life Timestamp 27:57 When asked what Philip has learned about health and how it impacts his outlook in life, Philip shares that “health is really important.” Philip and Severin discuss Philip’s experiences with healthcare and the importance of health. Philip shares that he made the decision, “that who we are is a function of how healthy we are on every front.” He states that “health is so incredibly important in my practice and as a Chair, as I work in coaching… I don’t think you can be effective as a leader unless you can lead your life in all areas that matter most and health matters more than just about anything else.” Creating mojo Timestamp 32:28 From his working with Lee Thayer and his own coaches, Philip was encouraged to discover his “why” for executive coaching. Philip found that his “why” was to “[create] ripples of influence and competence in the world” so he could “bring… joy to the world.” Philip believes that there is an “innate human need for joy” and that “when we are competent and we accomplish things that matter, that satisfaction is a predictable form of joy.” Philip connects this to the role of a leader. Powerful quotes Timestamp 38:36 Philip shares a powerful quote from Lee Thayer who said, “people prefer problems they can’t solve to solutions they don’t like.” When asked about other quotes or mantras he uses in his coaching, Philip shares several quotes that are an inspiration to him. From DaVinci, “it had long come to my attention that people of accomplishment rarely sat back and let things happen to them.” Additionally, Abraham Lincoln, “It’s a sin to be silent when it’s your duty to protest.” In light of these quotes, Philip shares his belief that “the men and women who run small businesses and mid-size businesses are heroes. They do more to influence and benefit society in terms of the cultural and social and economic needs of people than government, governance, or public policy ever has… They do it by happening to things. They do it by creating opportunity.” The three C’s Timestamp 45:27 When asked about a recent learning he wishes he learned earlier on, Philip shares that “not everybody is coachable.” Today, he looks for three standards when deciding who to coach; are they curious, caring, and capable? Philip states that curiosity is the most important aspect as it also relates to their ability to “accept being wrong,” “to find challenge compelling,” and “understand that questions are more valuable than answers.” He also shares that the “caring” aspect is a question of “do they care about what I care about?” He sees this measure in this light because he can be the “most beneficial” as a coach to those who care about the same things as him. In terms of “capability,” Philip is referencing having the time and resources available to invest in the coaching process. Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript. Copyright © 2023 by Arete Coach LLC. All rights reserved.

Episode #1106: In this episode of the Arete Coach Podcast, the "Science of Gratitude" is explored by Severin Sorensen, an Executive Coach and the Host and Curator of Arete Coach Podcast. The principle of "a grateful heart doeth good like a medicine" is explored, along with the definition of gratitude, the latest research findings on the advantages of gratitude, and techniques for fostering a grateful outlook in daily life. Take a look below or listen to this impactful episode to learn about the benefits of gratitude and how to cultivate a grateful mindset. About Severin Sorensen Severin Sorensen is a serial entrepreneur and lifetime learner with a passionate curiosity for people and businesses. Severin is the CEO of ePraxis LLC, a premier level retained search firm that provides executive headhunting, talent selection, and executive coaching. In addition to finding top talent, Severin has provided over 8,000+ hours of paid executive coaching to entrepreneurs, CEOs, Presidents, and C-level executives. Severin is an ICF ACSTH Certified Executive Coach, Certified Organizational Development Coach, Certified Life Coach, and Certified Positive Intelligence® Coach. Severin is the founder/producer of a new podcast, Arete Coach, that explores the art and science of executive coaching with some of the industry's best coaches. From 2010-2018 Severin was also a Vistage Chair where he coached three CEO and key executive groups. In 2011, Severin received the "Rookie of the Year Chair Award" from Vistage. Since 2013, Severin has added international speaking for Vistage, CEO conferences, executive peer groups, and corporations on the topic of identifying and hiring difference-making top talent. After graduate school, Severin moved to Washington, DC, where he worked on security-related economic and public policy issues that included a brief stint in The White House, as a Special Assistant to the President, for George H. Bush (POTUS 41). In 1994, Severin founded Sparta Consulting Corp., and Sparta provided world-class physical security and safety related management consulting services for public and private sector entities. From 1994-2002, Severin managed HUD's Crime Prevention Through Environmental Design technical assistance and training program. In 2005, Severin sold Sparta to Westec Interactive (Digital Witness), which was subsequently acquired by Interface Security. Severin, a native Californian, grew up in Salt Lake City, UT and graduated with honors from the University of Utah with Economics and Political Science degrees. He completed graduate studies in economics at King's College, Cambridge University (England), where he earned a M.Phil. degree in Economics. Severin has a great love and appreciation for sports, and while overseas, Severin rowed for the King's College Boat Club, and played basketball for the Cambridge University Basketball Team (1986-87). Key highlights Defining gratitude Timestamp 02:59 Gratitude has a multitude of definitions, with the Greater Good Science Center at UC Berkeley emphasizing its universality across cultures, religions, and traditions in their publication titled "The Science of Gratitude." Cicero regards gratitude as the foremost virtue and the source of all other virtues, as outlined by Severin who examines various definitions of gratitude from philosophers such as Zig Ziglar, Friedrich Nietzsche, and Aesop. However, researchers have noted that gratitude cannot be easily categorized and there are a plethora of definitions for this quality. UC Berkeley identifies three levels of gratitude: affective, which relates to the inclination to exhibit gratitude or possess a grateful disposition; mood, which involves an emotional inclination towards gratitude that may last for hours, days or even weeks; and emotion, which is a short-term reaction to specific events. Severin further explains that gratitude is a two-step process that involves recognizing goodness and acknowledging its source outside of oneself. Research on gratitude Timestamp 08:10 During this segment of the podcast, Severin delves into various research articles and studies that highlight the numerous advantages of gratitude. According to research, the benefits of gratitude encompass both mental and physical health. Among the benefits are a strengthened connection with the local community, enhanced interpersonal relationships, increased likability among peers, elevated happiness levels, and improved overall mental well-being. Additionally, gratitude can lead to a reduction in stress-related illnesses, improved blood pressure, heightened helpfulness towards others, improved physical health, and reduced fatigue, among other benefits. Strategies for increasing gratitude Timestamp 23:57 Much like the diverse meanings and advantages of gratitude, research suggests that there are multiple ways to cultivate gratitude. These approaches include maintaining a gratitude journal, expressing appreciation with others, developing a habit of savoring, writing about what one is thankful for, utilizing gratitude journal prompts, taking a gratitude walk, engaging in gratitude conversations, and practicing mindfulness. Severin examines each of these strategies and the corresponding research to support their effectiveness. Gratitude as a habit Timestamp 36:56 Studies indicate that with regular practice of gratitude, our brains undergo changes that boost our ability to recognize and express appreciation. Taking this into consideration, Severin suggests tracking one's frequency of experiencing gratitude, chronicling it in a gratitude journal, and establishing weekly targets for the number of gratitude exchanges one wishes to engage in. This approach can enhance the cultivation of gratitude in one's life. Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript. Copyright © 2023 by Arete Coach LLC. All rights reserved.

As we enter a new year, we enter a new season of innovation, change, and advancement in technology. According to a recent article from McKinsey & Co, “every company is a software company” and “software is the world” (Gnanasambandam, Palaniappan, & Schneider, 2022). And while the advancement of technology improves productivity, recent research indicates that new technology can have a negative effect on employee well-being. According to researchers, Nazareno and Schiff, “while automation and artificial intelligence may improve productivity or wages for those who remain employed, they may also have mixed or negative impacts on worker well-being” (2021). Below we examine the nuance of how technology and AI can influence workers’ well-being. Technology as a substitute vs. a compliment There are two key strategies that employers can use when applying technology to the workplace: substitution application and complimentary application. Technology as a substitute: using technology to automate routine tasks The substitutionary application of technology is associated with “labor displacement” (Nazareno & Schiff, 2021). According to IBM, automation is “the application of technology, programs, robotics, or processes to achieve outcomes with minimal human input.” Additionally, according to research from Brookings, automation has led to decreased employment in careers that are both “cognitively routine and manually routine” (Aaronson & Phelan, 2020). Employers using the substitutionary strategy of technology and AI seek to substitute or replace employees conducting “cognitively routine and manually routine” (Aaronson & Phelan, 2020) tasks. As researchers Aaronson & Phelan point out, the increased substitutionary automation of these routine tasks correlates with “increases in the demand for jobs requiring interpersonal tasks” (2020). For an in-depth discussion on automation visit our insights article: “The Age of Automation.” Technological as a compliment: using technology to improve productivity Researchers Nazareno and Schiff define “technological complementarity” as “the use of technology to complement workers” (2021). This can be done through the use of digital tools such as messaging systems and business applications/software that streamline and centralize routine tasks, make decisions, and organize documents (IBM, n.d.). Instead of replacing the employee, these tools are given to employees to increase their efficiency, skill, and/or productivity. The Research Technology and AI in the workplace is not a “uniform good” Researchers Nazareno and Schiff state that “while automation and artificial intelligence may improve productivity or wages for those who remain employed, they may also have mixed or negative impacts on worker well-being” (2021). In their research, they discuss that while the general view of “technological complementarity” is positive, their study shows that “technological complementarity with workers is not a uniform good” (Nazareno & Shiff, 2021). By using a “series of regression analyses” with data regarding well-being and automation risk, they found that workers who face an increased automation risk experienced less stress, but “worse health, and minimal or negative impacts on job satisfaction.” They close their article by encouraging more research in the complexity of impacts that AI and technology can have on employees that are not substituted or replaced by advancing technology (Nazareno & Shiff, 2021). Key takeaway Don’t assume that all automation is good. Consider the overall well-being of employees. Will automating this task reduce their sense of fulfillment or purpose at work? How might automation impact health? Could it decrease the opportunities your employees have to be up-and-moving? Fear of substitution by technology increases insomnia In a research article published in 2022 from the International Journal of Environmental Research and Public Health, researchers discovered that employees with “automation anxiety” or fear of their jobs being replaced by machines experienced increased levels of insomnia. They state that although there are “positive aspects of recent technological innovations, fears are mounting among workers that machines will inevitably replace most human jobs in the future.” In their study, they found that top concerns for employees facing automation in their work included a “decrease in income,” “being transferred to an uninteresting job,” and facing “difficulty in using skills and ability.” They conclude that “policies such as worker retraining are needed to alleviate workers’ undue anxiety” (Baek, Yoon, & Won, 2022). Fear of substitution by technology reduces job satisfaction According to researchers Schwabe and Castellacci, workers who are “not directly affected by automation” may still fear becoming unemployed as a result of technological advances in the workplace. They state that “this fear of a possible future replacement is important because it negatively affects workers’ job satisfaction.” Their research also suggests that “automation in industrial firms in recent years has induced 40% of the workers that are currently in employment to fear that their work might be replaced by a smart machine in the future. Such fear of future replacement does negatively affect workers’ job satisfaction at present.” However they also state that this “negative effect is driven by low-skilled workers” who carry out “routine-based tasks” and are at the highest risk for automation replacement (Schwabe & Castellacci, 2020). Key takeaway Examine employee expectations about automation. Do they fear losing their jobs? How has the role of AI and new technologies been communicated to employees? The key to success is how AI technology is implemented Researchers Loureiro, Bilro, and Neto used a mixed-method approach of semi-structured interviews and questionnaires to study “employees’ perspectives” regarding the application of AI technology to the service industry. From their conducted interviews they found that there are a variety of positive and negative aspects of applying AI to the service industry. Their findings are outlined in the graphic below. From these findings, they conclude that AI can be helpful “in specific situations,” particularly in avoiding mistakes, “performing repetitive tasks,” and being overall support for task completion. However, they state that “interaction requires adaptation and readjustments at the workplace as AI is a recent technology.” They also found that if the application of AI technology in the workplace reduces the “relationships between human co-workers,” there can be a negative impact on “trust and individuals’ happiness”. The questionnaire conducted supported their hypothesis that “benign stress positively influences employee happiness via employee engagement.” From this, we can conclude that when employees are engaged and AI is a support system in the workplace, employees “tend to form more positive feelings” about AI. The questionnaire also revealed that “when human employees recognize that working with AI means that they have the support and empathy of the AI- even if the work demands more effort- humans tend to feel benign stress” which they state can increase “happiness” in engaged workers. Additionally, their research found that having a “sense of ownership and pride in belonging to a service firm operating with AI algorithms and agents” and being recognized for a “job well done by working with AI” can increase employee engagement. They summarize by stating that while “AI technology itself may not create job stress or happiness for workers” the application of AI technology should be considered by managers and business leaders. The negative effects of AI can be explained by “fear of change and the unknown,” fear of losing “human relationships in the workplace,” lack of confidence in using AI, and fear of “being replaced by AI.” They state that “these negative aspects are deeply associated with the lack of information and uncertainty about the future of AI work evolving in terms of technical and soft skills” (Loureiro et al., 2022). Key takeaway Examine how AI will be integrated into the workplace. Do employees see this as something that can support their work or do they see it as a threat to their workplace relationships and careers? Are your employees engaged in their workplace currently? How can you increase or transition their engagement to working with AI? How AI technology can benefit mental health Researchers Wei and Li used data from the 2018 China Labor Force Dynamics Survey to examine the “impact of AI on the depressive symptoms of manufacturing workers” with consideration for the effects of overtime work and their work environment. Their findings indicate that while the environment of the employee explains 11.509% of “workers’ mental health,” the implementation of AI “can reduce the psychological depression scores of manufacturing workers by 1.643 points.” They also point out that the integration of AI did not impact the mental health of those born after 1980. They conclude that the use of AI and improving the work environment of manufacturing workers (born after 1980) “is conducive to improvements in the mental health of manufacturing workers.” When discussing the application of findings, they state that AI should be used to “improve the work environments within the manufacturing industry in order to enhance the mental health and well-being of workers.” One suggestion they have for applying AI to the workplace is using AI to complete tasks that employees are “unable or unwilling to perform and that are conducted in unfavorable working environments” (Wei & Li, 2022). Key takeaway Because AI only benefited the mental health of employees born after 1980, employers should consider the demographics of their workplace before implementing AI. Additionally, AI should be used in conjunction with improving the workplace environment overall via the completion of dangerous or unfulfilling tasks. What tasks do your employees complete today that they don’t enjoy or face discomfort/danger when completing? How can AI alleviate some of these tasks? AI technology can increase job satisfaction in IT employees amidst personnel shortage Researchers McMurtrey, Grover, Teng, and Lightner indicate in their research that “combating the IT personnel shortage through task automation” is correlated with an “increase” in “worker satisfaction,” which can ultimately decrease turnover. Using a survey given to IT professionals, they discovered that IT professionals “in an environment where computer-aided software engineering tools are used” experienced “more job satisfaction” than those in management. However, they state that two factors: the sophistication of the AI technology used and “managerial competence” were also factors that led to increased job satisfaction (McMurtrey et al., 2015). Key takeaway AI can be used to reduce stress in workplaces that are experiencing personnel shortages, particularly those in IT. However, managers should be trained in general management skills and how to apply AI to the workplace. AI that redirects employees to preferred work increases job satisfaction and performance Research from the Journal of Nursing Administration found that by automating data entry from “patient measurement devices to electronic health records,” there was a 20% reduction in errors, a reduction in transfer times, more time for nurses to perform “direct patient care,” and a reported increase in job satisfaction. They also state that these findings are “associated with improvements in quality, work performance, and job satisfaction, key goals of nursing leaders” (Bauer, John Wood, Plass, & Richardson, 2020). Key takeaway Consider what tasks are taking your employees away from their preferred or more fulfilling job duties. How can AI make the completion of these tasks easier and allow more time for fulfilling work? Implications for business leaders today The above research offers several key insights for executive coaches to consider when coaching executives and business leaders. Consider the following: While AI is a strategy for managing reduced workforce participation, the management skills of current employees are still an essential part of leadership (McMurtrey et al., 2015). Employees can have a variety of emotions regarding AI and new technology. Many of these are related to the fear of being replaced, losing human connection at work, and/or not feeling prepared to use AI. These fears can negatively influence health (Nazareno & Shiff, 2021), sleeping patterns (Baek et al., 2022), and job satisfaction (Schwabe & Castellacci, 2020). When employees do not feel threatened or anxious by the impact of AI and new technology, they can experience a variety of benefits including reduced workload, reduced stress, increased happiness (Loureiro et al., 2022), improved mental health (Wei & Li, 2022), job satisfaction (McMurtrey et al., 2015), improved work quality, reduced work errors, and improved work performance (Bauer, John Wood, Plass, & Richardson, 2020). Human connection and empathy remain important in the workplace. AI and new technology are still not able to replace human connection. The key to the successful implementation of AI and technology in the workplace is the skillful application of it. This includes a consideration of the effects AI and technology can have on the workplace and careers specifically. Using the aforementioned insights and research, here are questions executive coaches can ask clients regarding AI and technology in their workplace. What are your goals in applying AI to your workplace? How can you use AI to help your employees fulfill their most fulfilling and enjoyable work? What are your employees’ perceptions of AI and technology? Do they fear AI and new technology? If so, why? Is your workforce engaged? If not, consider how you can increase this before introducing new technologies. How might management change in the face of these new technologies? Are your managers ready for this? How do you plan to introduce new technology and AI to your workforce? What is the “why” behind adding new technology to the workplace? How can you implement AI in making a better workplace? How will AI and new technology increase your employees' sense of fulfillment and wellbeing? Main takeaway The application and use of AI and new technologies in the workplace is a nuanced topic that requires intentional planning, contemplation, and consideration for the effects it will have on each individual workplace. While some researchers indicate that the application of AI and new technologies can have a negative impact on workers (Nazareno & Shiff, 2021), others outline a variety of positive benefits that AI can have in the workplace. At its core, the application of AI and new technologies can be beneficial if they are tailored to the individual workplace. References Aaronson, D., & Phelan, B. (2021). The Evolution of Technological Substitution in Low-Wage Labor Markets. Economic Studies at Brookings. https://www.brookings.edu/wp-content/uploads/2020/01/Phelan-Aaronson_Full-Report-Tables.pdf. Baek, S. U., Yoon, J. H., & Won, J. U. (2022). Association between Workers’ Anxiety over Technological Automation and Sleep Disturbance: Results from a Nationally Representative Survey. International Journal of Environmental Research and Public Health, 19(16), 10051. https://doi.org/10.3390/ijerph191610051. Bauer, J. C., John, E., Wood, C. L., Plass, D., & Richardson, D. (2019). Data Entry Automation Improves Cost, Quality, Performance, and Job Satisfaction in a Hospital Nursing Unit. JONA: The Journal of Nursing Administration, 50(1), 34–39. https://doi.org/10.1097/nna.0000000000000836. Georgia Institute of Technology. (2019). Technology’s impact on worker well-being. ScienceDaily. https://www.sciencedaily.com/releases/2021/10/211028174510.htm. Gnanasambandam, C., Palaniappan, J., & Schneider, J. (2019). Every company is a software company: Six ‘must dos’ to succeed. McKinsey & Company. https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/every-company-is-a-software-company-six-must-dos-to-succeed. IBM. (n.d.). What is automation? | IBM. https://www.ibm.com/topics/automation. Loureiro, S. M. C., Bilro, R. G., & Neto, D. (2022). Working with AI: can stress bring happiness? Service Business. https://doi.org/10.1007/s11628-022-00514-8. McMurtrey, M. E., Grover, V., Teng, J. T. C., & Lightner, N. J. (2002). Job Satisfaction of Information Technology Workers: The Impact of Career Orientation and Task Automation in a CASE Environment. Journal of Management Information Systems, 19(2), 273–302. https://doi.org/10.1080/07421222.2002.11045719. Nazareno, L., & Schiff, D. S. (2021). The impact of automation and artificial intelligence on worker well-being. Technology in Society, 67, 101679. https://doi.org/10.1016/j.techsoc.2021.101679. Schwabe, H., & Castellacci, F. (2020). Automation, workers’ skills and job satisfaction. PLOS ONE, 15(11), e0242929. https://doi.org/10.1371/journal.pone.0242929. Copyright © 2023 by Arete Coach LLC. All rights reserved.

In the words of William James, “human beings can alter their lives by altering their attitudes of mind.” Sometimes in a coaching session, we discover the negative and limiting beliefs that are holding a client back from achieving their goals and must work with the client to challenge these beliefs. According to Barry Johnson and Mandy Geal, limiting beliefs are beliefs that “influence behavior and may impede or damage the believer’s ability to achieve what they want to achieve” (2005). Below we examine some examples of limiting beliefs, the negative consequences of these beliefs, and an exercise called the “and” exercise that coaches can deploy to overcome these limiting beliefs. “I’m not interested in your limiting beliefs; I’m interested in what makes you limitless.” - Brendon Burchard What are limiting beliefs? In “Coach the Coach,” Barry Johnson and Mandy Geal define limiting beliefs as beliefs that “influence behavior and may impede or damage the believer’s ability to achieve what they want to achieve” (2005). Other definitions of limiting beliefs include, “a limiting belief is a judgment about yourself that you think to be true that restricts you in some way” (asana, 2021) and from Tony Robbins, “limiting beliefs are the stories we tell ourselves about who we are that hold us back from becoming who we are meant to be” (n.d.). Johnson and Geal explain that “we all have beliefs: some we recognize and some we don’t.” Sometimes our beliefs can be limiting and we can fail to recognize them as a held belief and as a belief that holds us back (Johnson &Geal, 2005). They include some examples of limiting beliefs such as: “I can’t achieve what I want because….” “I will always have problems with him because…” “I’ll always have trouble with this because…” “I don’t deserve to get what I want because…” (Johnson and Geal, 2005) Other examples of limiting beliefs include… “I don’t have what it takes” “I’m not strong enough” (Tony Robbins, n.d.) “I can’t…” “I can’t because I am not….” “I am not good enough…” “I will be judged…” “I am not as good as them…” “I can never do this…” (Johnstone, n.d.) However, not all limiting beliefs are self-focused. Sometimes they are general beliefs about relationships, culture, management, leadership, and others that are not helping individuals accomplish their goals. For example, Johnson and Geal share a story of an individual who had stalled in their career development. The belief that held him back from promotions and excelling in his career was that he believed it was rude to speak unless invited to speak. They explain that this led to him “never” speaking in “group meetings unless he was invited to,” ultimately holding him back from contributing to group discussions and being passed over for promotions (Johnson & Geal, 2005). “The idea that something is holding you back is, in itself, a limiting belief in your abilities and greatness.” - Jonathan Heston The consequences of limiting beliefs There are a variety of consequences that limiting beliefs can have on an individual. Limiting beliefs can hold us back from achieving new goals According to Anthony Landale, “like an elastic band we may start by stretching ourselves” towards new goals, but “unless we shift our limiting beliefs, we will inevitably snap back to our original behavior and shape” (2008). Limiting beliefs can negatively impact communication Researchers Hirsch, Meynen, and Clark found that when participants held “negative self-imagery” beliefs (a common type of limiting belief) about themselves, those they held conversations with rated their discussion quality as “poorer” than those not in the “negative image condition.” Limiting beliefs can limit the development of soft skills such as leadership Researchers Susaeta, Babinger, and Munoz found that various limiting beliefs have a “significant negative” correlation with a variety of soft skills such as leadership and communication (2020). Limiting beliefs about the self are associated with anxiety Researchers Lang, Mueller, and Nelson discovered that students with anxiety were more likely to say that “negative” statements were “self-descriptive,” or true about themselves (1983). Limiting beliefs about the self are associated with depression Researchers Evans, Heron, Lewis, Araya, and Wolke state that “holding a negative self-schema,” or a negative belief about the self, “is an independent risk factor for the onset of depression in women.” They also state that “negative beliefs about the self, the world, and the future are common during an episode of depression” (Evans et al., 2005). “A self-limiting belief is no stronger than the flimsy rope that tethers an elephant by its foot.” - Stephen Richards Moving beyond limiting beliefs How do we encourage coaching clients to move beyond their limiting beliefs? Johnson and Geal outline what they call the “belief change cycle”: The client acts as though their belief is true. The clients become open to the doubt of their limiting beliefs. “The seed of change is planted.” This can be done through questioning and/or discussion. Building trust. “The seed” of a new supportive belief “needs to be nurtured with support, expectation, and motivations so that the person moves into wanting to believe.” The client becomes more “open to accepting the belief” and begins to weigh the evidence of the belief. The client begins to act as if their limiting belief and their new understanding is true. (Johnson & Geal, 2005) Johnson & Geal encourage coaches to “respect and pace the natural process of belief change” while also “sowing seeds of belief change” by “generating counterexamples,” discussing other “overriding beliefs,” “testing the [limiting] belief” through questioning and reminding clients of their “experience” that disproves a limiting belief (2005). Consider the three coaching strategies and associated questions below that aim to overcome the limiting belief of “I’m too young to run a successful business.” Counter example: What young business leaders do you know about currently? Is it possible there are some you’re not aware of? Can you share with me a time when you experienced great success or accomplished a goal despite your age? Overriding beliefs: If all young entrepreneurs can’t lead successful businesses, does that mean that all older entrepreneurs are guaranteed success? What might make a young person equipped to lead a successful business? Testing the belief: Are there no young leaders leading businesses? Is it possible that you could lead a successful business with the right tools? The “and” exercise Roots in improv Another way we can help dismantle limiting beliefs is the “and” exercise. This exercise takes coaching clients out of a limiting belief system that says “this goal is impossible because…” by allowing clients to think outside the box freely and discuss ideas in a non judgemental environment. This exercise is closely related to the “yes, AND” exercise found in acting and improv. According to the Drama-Based Instruction Network from the University of Texas at Austin, this exercise is “a brainstorming technique, and illustrates the difference between constructive and critical group decision-making” (Spolin, n.d.). According to Bridget Elam from the University of Pennsylvania, the “yes, and” exercise, “…is the mantra that encapsulates almost every element of being an excellent individual improv performer, an excellent improv teammate, and an excellent human. “Yes” is awareness, acceptance, and appreciation. “Yes” is “I am listening.” “Yes” is “Great idea, I can’t wait to play with you.” “And” is agency, autonomy, and action. “And” is building a story together. “And” is adding your own brick to the cathedral.” - Elam, 2020. She additionally explains that this exercise helps improv participants “fully investigate the reality of their imaginary circumstances… The goal in both improvisational scene work and positive psychology interventions is the same: positive transformation” (Elam, 2020). We also note that current research involving improv games such as the “yes, and” exercise, are correlated with an “improved capacity to make meaningful connections with others” (DeMichele & Kuenneke, 2021). It has also been associated with more “integrative and effective” brain functioning, and reduced rates of “overthinking” or “phase lag” in the brain. According to DeMichele, “Improv’s rule of Yes, and is the access point to the brain as it creates the safety, attunement, and flexibility needed to achieve these neurobiological changes… Yes, and drives the nervous system to self-organize towards integration and balance, thus shifting the individual from the mental state they are in to one better able to function cognitively, physically, behaviorally, and psychologically” (Drinko, 2021 & DeMichele & Kuenneke, 2021). How we perceive the word “and” When we look at the language behind the word, “and,” we see that the word “and” is expansive. The word “and,” “expands and includes what precedes it” (Hill, 2011). The question “and?” is an expansive question, encouraging exploration and imagination; ultimately challenging limited beliefs. On the other hand, phrases beginning with the word “but” are “dismissive” and exclusionary supporting limited beliefs. In summary, according to an article from Dr. Kellermann, the phrase “‘and’ accepts and affirms. ‘But’ rejects and challenges. A conscious choice of ‘but’ and ‘and’ influences what is denied, what is affirmed, what is understood, and what is preferred.” An “and” exercise: example illustrating an approach to inspire unfettered creativity Sometimes individuals and groups have a difficult time ideating when they are operating from a condition of constraint, such as budgets, limited goods, resources, or materials, etc. A fun educational practice to help people ponder ‘what if’ inspires creativity that can lead to new or deeper insights using this “and” exercise. Thinking creatively, if we are building a new product or service, we might ideate with an “and” exercise starting from one sentence stem or thread, adding the word ‘and’ following each statement. Consider the example below: We are going to visualize a better travel experience for business customers in the aviation industry. Without considering costs (or other defined constraints), what experience would increase customer delight for the business traveler? So first, let’s consider what a business traveler might need or want: Stage 1: Business travelers need or desire the following things: speed, efficiency, comfort, ease of travel, experience, food, etc. Stage 2: Using one of the attributes from Stage 1 (example, ‘ease of travel’) let’s do an ‘And’ exercise on ways to ease travel for the business traveler. Then, start with the opening statement, “we can create a better business traveler experience by increasing their ‘ease of travel’ in the following ways: [state one solution], and then add the word And, and [state a second solution].” Coach: “by increasing their ‘ease of travel’ in the following ways: offering a private chauffeur service that picks up business travelers from their location and brings them directly to the airport… and? Group Member/Client: “We can offer lite refreshments in the vehicles… and?” Coach: “business travelers could be dropped off at a separate entrance… and?” Group Member/Client: “they could have access to an expedited bag check in… and?” Coach: “Business travelers could have access to an expedited security process… and?” Group Member/Client: “They could have access to a concierge service… and?” Coach: “They could be let off the plane first and be escorted to a private vehicle that takes them to their next destination… and?” Group Member/Client: “We could offer free charging stations for phones and laptops… and?” Coach: “Complimentary massage stations in the luxury lounge for business travelers… and?” This exercise can continue for a specified period of time or until a sufficient amount of creative ideas have been shared. An “and” exercise: example illustrating an approach to cultivate conversation that seeks to solve a problem By acknowledging the improv roots of this exercise, as well as our perception and response to the word “and,” we can see that this exercise is a strategic, creative, expansive, and collaborative way for executive coaches and their clients to create and discuss possible solutions to challenges and overcome limiting beliefs. Consider the example below: Group Member/Client: “I don’t think there is anything I can do to improve the culture of this workplace. It’s too far gone.” Coach: “Let’s examine that belief for a moment. I’ll start by asking a question. Give your response ending with the question ‘and?’ and we will go back and forth sharing any and all relevant ideas. Coach: “What would need to change in order to improve the culture of your workplace?” Group Member/Client: “Managers would need to be trained in conflict management… and?” Coach: “Employees could also receive training in conflict management… and?” Group Member/Client: “Employees could be rewarded for attending training… and?” Coach: “Employees could be praised or rewarded for applying what was learned in training… and?” Group Member/Client: “Managers could reward employees who go the extra mile… and?” Coach: “Employees could nominate managers for excellent leadership skills… and?” Group Member/Client: “Employees could anonymously share their concerns with managers… and?” *exercise continues until the coach feels that sufficient evidence disproving the client’s limiting belief has been discussed* Coach: “How do you feel after discussing ideas that can make your workplace culture better? Do you still feel like there is nothing you can do to improve the culture?” In the example above, using the “and” exercise allowed the client to move from “there is nothing I can do” to having a variety of ideas that they can use to improve their workplace culture. The coach and client can then begin to discuss the source of this belief, ways in which their limiting belief was holding them back, and ways that they can overcome/disprove this belief. A note on remaining in a state of non judgment In doing this exercise, it is important for coaches and clients to stay in a state of non-judgment. According to the Australian Institute of Business, “people are far more likely to share their ideas and visions in a comfortable and supportive space” (2022). Additionally, a core competency of coaching according to the International Coaching Federation’s Core Competencies Model is the ability of a coach to partner with their client “to create a safe, supportive environment that allows the client to share freely” by creating a “relationship of mutual respect and trust.” By staying in a state of non-judgment and encouraging the client to think outside of the box, coaches can encourage them to think outside of their limiting beliefs. The main takeaway Limiting beliefs are those beliefs, held consciously or subconsciously, that hold us back from achieving our goals. Individuals with limiting beliefs can experience a variety of negative consequences including difficulty achieving goals, reduced communication skills, reduced soft skills such as leadership, and increased rates of anxiety and depression. To help clients achieve their highest potential, overcome limiting beliefs, and adopt a more expansive mindset, coaches can use the “and” exercise during coaching sessions. This exercise promotes more expansive and creative thinking, is correlated with increased cognitive function (DeMichele & Kuennek, 2021), and can help clients overcome their limiting beliefs through creative brainstorming and discussion. “Whether you think you can, or you think you can’t. You’re right.” - Henry Ford References Asana. (n.d.). 10 Limiting Beliefs and How to Overcome Them •. https://asana.com/resources/limiting-beliefs Australian Institute of Business. (2022, October 7). Why Brainstorming Is a Crucial Element in Business. https://www.aib.edu.au/blog/innovate/why-brainstorming-is-a-crucial-element-in-business/. DeMichele, M., & Kuenneke, S. (2021). Short-Form, Comedy Improv Affects the Functional Connectivity in the Brain of Adolescents with Complex Developmental Trauma as Measured by qEEG: A Single Group Pilot Study. NeuroRegulation, 8(1), 2–13. https://doi.org/10.15540/nr.8.1.2. Drinko, C. (2021). New Research Highlights the Brain-Boosting Benefits of Improv. PsychologyToday. https://www.psychologytoday.com/us/blog/play-your-way-sane/202103/new-research-highlights-the-brain-boosting-benefits-improv. Elam, Bridget Erica, ""Yes And": Exploring and Heightening the Positive Psychology in Improvisation" (2020). Master of Applied Positive Psychology (MAPP) Capstone Projects. 188. https://repository.upenn.edu/mapp_capstone/188. Evans, J., Heron, J., Lewis, G., Araya, R., & Wolke, D. (2005). Negative self-schemas and the onset of depression in women: longitudinal study. British Journal of Psychiatry, 186(4), 302–307. https://doi.org/10.1192/bjp.186.4.302. Hill, C. (2011, April 11). But vs. And. Mediate.com. https://mediate.com/but-vs-and/. Hirsch, C., Meynen, T., & Clark, D. (2010). Negative self‐imagery in social anxiety contaminates social interactions. Memory, 12(4), 496–506. https://doi.org/10.1080/09658210444000106. ICF. (n.d.). ICF Core Competencies. https://coachingfederation.org/credentials-and-standards/core-competencies Johnson, B., & Geal, M. (2004). Limiting Beliefs. https://learningpartners.co.uk/sites/default/files/resources/Limiting%20Beliefs.pdf. Johnstone, D. (n.d.). 9 Self Limiting Beliefs That Are Holding You Back from Success. Lifehack. https://www.lifehack.org/839222/self-limiting. Kellermann, K. (2007). Persuasive Question Asking: How Question Wording Influences Answers. Research Gate. https://www.researchgate.net/publication/228297574_Persuasive_Question_Asking_How_Question_Wording_Influences_Answers. Landale, A. (2006). Power up your belief. Anthony Landale’s Coaching Corner, 20. https://www.proquest.com/openview/5b5354144ed8fcf09f9998bb3fdeae66/1?pq-origsite=gscholar&cbl=30377. Lang, K. A., Mueller, J. H., & Nelson, R. E. (1983). Test anxiety and self-schemas. Motivation and Emotion, 7(2), 169–178. https://doi.org/10.1007/bf00992900. ROBBINS RESEARCH INTERNATIONAL, INC. (2021, December 15). The ultimate guide to limiting beliefs from Tony Robbins. tonyrobbins.com. https://www.tonyrobbins.com/limiting-beliefs-guide/. Spolin, V. (n.d.). Yes, AND. . . | Drama-Based Instruction. https://dbp.theatredance.utexas.edu/teaching-strategies/yes-and. Susaeta, L., Babinger, F., & Muñoz, N. (2016). Influence of limiting beliefs in soft employability skills: An analysis for the hospitality sector. Tourism: An International Interdisciplinary Jounral, 68(2), 207–220. https://www.researchgate.net/publication/342022661_Influence_of_limiting_beliefs_in_soft_employability_skills_An_analysis_for_the_hospitality_sector. Copyright © 2023 by Arete Coach LLC. All rights reserved.

“Persistent fatigue is a common problem (∼20-45% of U.S. population), with higher prevalence and severity in people with medical conditions.” In a research paper by Loy, Cameron, and O’Connor published by the US Department of Health and Human Services (2019), researchers hypothesized that energy and fatigue are different and unique experiences. They find that energy and fatigue are two unipolar states of being—similar to light vs. dark and potent smell vs. no smell—that should not be measured on the same scale. Below we examine the research of Loy, Cameron, and O’Connor and how executive coaches can apply this new perspective on energy vs. fatigue in their coaching practice today. “The energy of the mind is the essence of life.” - Aristotle The importance of understanding energy vs. fatigue Understanding the differences between energy and fatigue is important because of the influence that both qualities have on productivity. Consider the following research: The National Safety Council indicates that fatigue (related to lack of sleep) costs “employers about $136 billion a year in health-related lost productivity” alone (2017). Research from Peng et al. (2021) indicates that fatigue is a “significant mediator of mental health” and that interventions designed to decrease “fatigue would reduce mental health problems among healthcare workers during the COVID-19 pandemic” (Peng et al., 2021). Research indicates that fatigue has a “strong association” with “reduced cognition,” “occupational accidents,” and “some forms of cancer.” Fatigue also has negative effects on metabolism and reproductive health (Lock et al., 2018). From the Texas Department of Insurance: “Fatigue has been cited as a factor in some of the biggest workplace accidents in history, including the 2005 BP Texas City oil refinery explosion and the 2010 Deepwater Horizon oil spill.” Fatigue influences our decision-making processes. Research from the Journal of Health Economics indicates changes in energy levels or “decision fatigue” faced by surgeons at the end of their shift appeared to influence their care plan for patients (Persson et al., 2019). Hypothesis: fatigue and energy are not opposite; they are different According to Loy et al. “energy and fatigue are distinct perceptual states” and they “should be measured using separate unipolar scales” that acknowledge the “different mechanisms” behind both phenomena. Consider the chart below that outlines some of the differences between energy and fatigue shared by Loy et al. Evidence supporting the difference between energy and fatigue Below we examine a variety of research findings that indicate a unique difference between energy and fatigue. First, we examine scenarios where energy is more greatly affected than fatigue. Secondly, we examine scenarios where fatigue is more affected than energy. “Energy and persistence conquer all things.”- Benjamin Franklin Scenarios where energy is affected differently than fatigue “Sedentary behaviors (e.g., sitting at desks, watching television) have a stronger tendency to decrease energy than increase fatigue.” “‘Acute exercise’ has a greater effect on energy levels than fatigue.” (Loy et al., 2013) Energy after exercise is influenced by genetic factors more than fatigue. A twin study by Schutte et al. (2017) has shown that “energy changes in response to moderate exercise were influenced by genetic factors, but fatigue changes were not.” “Energy also is more strongly impacted than fatigue in a number of medical conditions and diseases.” Research studying those with HIV shows that “lack of energy interferes with daytime function and is not just the inverse of fatigue but a distinct perception that differs from fatigue” (Aouizerat et al., 2013). Dopamine levels in the brain and caffeine consumption have been shown to “influence energy” levels, but not fatigue. Research from Cameron & McMillian indicates that methylphenidate (a drug that influences dopamine levels in the brain) does not reduce fatigue in individuals with multiple sclerosis (2017). “A man grows most tired while standing still.” - Chinese Proverb Scenarios where fatigue is affected differently than energy Psychological interventions are shown to have a greater effect on fatigue than energy levels. In a meta-analysis of “psychological and activity-based interventions for cancer-related fatigue” it was found that “among the psychological studies, there was evidence that intervention was more likely to decrease fatigue than increase vigor” (Jacobsen et al., 2007). Fatigue “affected by environmental changes independently of energy.” Researchers Harris & Dawson-Hughes (1993) found that “there were significant changes over the year in scores for… Fatigue-Inertia” depending on the season (fall vs. summer). Environmental changes that affect fatigue levels can also be non-environmental such as the color of paper as seen in research from Jacobs & Blandino (1992). Specific foods and alcohols affect fatigue more than energy. Research from Ashton et al., shows that “red wine” was “more fatiguing than white, with no difference in energy between wine types” (2017). Research from Pasman et al. indicates that a breakfast of “complex carbohydrates” decreases fatigue more than a “simple carbohydrate” breakfast. However, there was no difference in energy levels (2003). Serotonin levels in the brain “may be more strongly related to perceived fatigue than energy” Serotonin levels also change in correlation (Lambert et al., 2002) with the seasonal changes referenced by Harris & Dawson-Hughes (1993) which has been linked to fatigue-levels. “The neurotransmitter histamine may also influence fatigue more than energy.” Research participants given “histidine, the amino acid precursor for histamine” reported reduced fatigue, but no changes in their energy levels (Sasahara et al., 2015). Proinflammatory cytokines (that often occur in sickness) are related to increased levels of fatigue and unchanged levels of energy. Research from Schedlowki et al. indicates that an increase in “proinflammatory cytokines” correlates with an “increase” in the levels of “fatigue” (2014). “Our fatigue is often caused not by work, but by worry, frustration, and resentment” - Dale Carnegie How executive coaches can respond Based on the research above, we can conclude that energy and fatigue are different and unique states. With this information in hand, executive coaches can more effectively examine the energy levels and fatigue of their clients, with their clients. Knowing that there is a difference between energy and fatigue, executive coaches can more readily understand and examine the root cause of reduced productivity or goal achievement. In light of the research above, coaches can ask the following questions: To examine energy levels Do you take time to exercise and move in your workday? How do you avoid a sedentary lifestyle? How do you support your physical health and wellness? Does your current health support your goals or hold you back? To examine fatigue levels How do you support your mental health and well-being? Do you find that your level of fatigue changes with the seasons? If so, how? How does your environment influence your fatigue levels? Do you find that you are less fatigued when spending time outdoors or in specific settings? Does your diet reduce fatigue in your workday or do you feel it increases fatigue? Are you experiencing any sickness or illness that is influencing your level of fatigue? After identifying which state a client may need to address, coaches can then walk with their clients toward a new goal of reducing fatigue or increasing energy. The research above provides several indicators for how fatigue can be reduced and energy can be increased. Strategies that increase energy levels Avoid a sedentary lifestyle (prolonged periods of inactivity). Engage in physical activity (walking, running, exercise, etc.). Invest in overall health, specifically in terms of dopamine with the help of a medical professional as needed. As an important part of physical health, ensure that you are getting adequate and appropriate levels of sleep. Strategies that reduce fatigue levels Consider mental health and well-being, and involve the help of a mental health professional as needed. Examine stress levels and invest in ways to reduce stress in daily life. With seasonal changes, such as a decrease in sunlight which increases levels of fatigue, invest more time outdoors during daylight hours. Discuss how to create an environment that decreases levels of fatigue unique to the client. Discuss dietary habits and how some foods such as complex carbohydrates can help reduce “fatigue” (Pasman et al., 2003). Enlist the help of a dietary professional as ?'needed. Consider what physical health conditions might be contributing to an increase in levels of fatigue. Encourage the use of medical professional resources as needed. The main takeaway By understanding the unique differences between energy and fatigue, executive coaches can address setbacks and reductions in productivity and/or goal-setting with their clients. Discovering which state of being, fatigue or energy, needs to be addressed with clients through powerful questions can lead to the implementation of specific strategies that either increase energy or decrease fatigue with their clients—ultimately helping coaching clients achieve their goals. “Leadership is not just about giving energy… it’s unleashing other people’s energy.” - Paul Polman References Aouizerat, B. E., Gay, C. L., Lerdal, A., Portillo, C. J., & Lee, K. A. (2013). Lack of Energy: An Important and Distinct Component of HIV-Related Fatigue and Daytime Function. Journal of Pain and Symptom Management, 45(2), 191–201. https://doi.org/10.1016/j.jpainsymman.2012.01.011. Ashton, K., Bellis, M. A., Davies, A. R., Hughes, K., & Winstock, A. (2017). Do emotions related to alcohol consumption differ by alcohol type? An international cross-sectional survey of emotions associated with alcohol consumption and influence on drink choice in different settings. BMJ Open, 7(10), e016089. https://doi.org/10.1136/bmjopen-2017-016089. Cameron, M. H., & McMillan, G. (2017). Methylphenidate is likely less effective than placebo for improving imbalance, walking, and fatigue in people with multiple sclerosis. Multiple Sclerosis Journal, 23(13), 1799–1801. https://doi.org/10.1177/1352458517692421. Harris, S., & Dawson-Hughes, B. (1993). Seasonal mood changes in 250 normal women. Psychiatry Research, 49(1), 77–87. https://doi.org/10.1016/0165-1781(93)90031-b. Jacobs, K. W., & Blandino, S. E. (1992). Effects of Color of Paper on Which the Profile of Mood States is Printed on the Psychological States it Measures. Perceptual and Motor Skills, 75(1), 267–271. https://doi.org/10.2466/pms.1992.75.1.267. Jacobsen, P. B., Donovan, K. A., Vadaparampil, S. T., & Small, B. J. (2007). Systematic review and meta-analysis of psychological and activity-based interventions for cancer-related fatigue. Health Psychology, 26(6), 660–667. https://doi.org/10.1037/0278-6133.26.6.660. Lambert, G., Reid, C., Kaye, D., Jennings, G., & Esler, M. (2002). Effect of sunlight and season on serotonin turnover in the brain. The Lancet, 360(9348), 1840–1842. https://doi.org/10.1016/s0140-6736(02)11737-5. Lock, A. M., Bonetti, D. L., & Campbell, A. D. K. (2018). The psychological and physiological health effects of fatigue. Occupational Medicine, 68(8), 502–511. https://doi.org/10.1093/occmed/kqy109. Loy, B. D., & O’Connor, P. J. (2016a). The effect of histamine on changes in mental energy and fatigue after a single bout of exercise. Physiology &Amp; Behavior, 153, 7–18. https://doi.org/10.1016/j.physbeh.2015.10.016. Loy, B. D., & O’Connor, P. J. (2016b). The effect of histamine on changes in mental energy and fatigue after a single bout of exercise. Physiology &Amp; Behavior, 153, 7–18. https://doi.org/10.1016/j.physbeh.2015.10.016. Loy, B. D., O’Connor, P. J., & Dishman, R. K. (2013). The effect of a single bout of exercise on energy and fatigue states: a systematic review and meta-analysis. Fatigue: Biomedicine, Health &Amp; Behavior, 1(4), 223–242. https://doi.org/10.1080/21641846.2013.843266. National Safety Council. (2016). Cost of Fatigue at Work. https://www.nsc.org/workplace/safety-topics/fatigue/cost-of-fatigue-at-work. Pasman, W. J., Blokdijk, V. M., Bertina, F. M., Hopman, W. P. M., & Hendriks, H. F. J. (2003). Effect of two breakfasts, different in carbohydrate composition, on hunger and satiety and mood in healthy men. International Journal of Obesity, 27(6), 663–668. https://doi.org/10.1038/sj.ijo.0802284. The Mediating Role of Fatigue Between Mental Health and Its Associated Factors: Evidence From Chinese Healthcare Workers During the COVID-19 Pandemic. Persson, E., Barrafrem, K., Meunier, A., & Tinghög, G. (2019). The effect of decision fatigue on surgeons’ clinical decision making. Health Economics, 28(10), 1194–1203. https://doi.org/10.1002/hec.3933. Sasahara, I., Fujimura, N., Nozawa, Y., Furuhata, Y., & Sato, H. (2015). The effect of histidine on mental fatigue and cognitive performance in subjects with high fatigue and sleep disruption scores. Physiology &Amp; Behavior, 147, 238–244. https://doi.org/10.1016/j.physbeh.2015.04.042. Schedlowski, M., Engler, H., & Grigoleit, J. S. (2014). Endotoxin-induced experimental systemic inflammation in humans: A model to disentangle immune-to-brain communication. Brain, Behavior, and Immunity, 35, 1–8. https://doi.org/10.1016/j.bbi.2013.09.015. Schutte, N. M., Nederend, I., Hudziak, J. J., Bartels, M., & de Geus, E. J. (2017). Heritability of the affective response to exercise and its correlation to exercise behavior. Psychology of Sport and Exercise, 31, 139–148. https://doi.org/10.1016/j.psychsport.2016.12.001. Texas Department of Insurance. (2020). The dangers of fatigue in the workplace. https://www.tdi.texas.gov/tips/safety/fatigue.html#:~:text=Working%20while%20fatigued%20can%20be,accidents%20and%20injuries%20each%20year. Copyright © 2023 by Arete Coach LLC. All rights reserved.

Keeping abreast of the latest research and trends in the field of executive coaching is essential for staying ahead in the industry. To help you stay informed, we have compiled a list of the 15 most highly regarded insight articles published on AreteCoach.io. These articles delve into a range of topics—from the latest advancements in coaching techniques to emerging trends in business management—and offer valuable insights and practical applications for executive coaches looking to enhance their professional practice. Whether you're a seasoned coach or just starting out, these articles are a must-read for anyone looking to stay up-to-date with the latest developments in the executive coaching and business fields. Quick snapshot The 6 Effects of Curiosity 7 Aspects of Powerful Questions 10 Things To Take Into A Hard Recession 35 Best Executive Coaching Industry Podcasts of 2022: List, Links, and Perspectives Asking Impactful Coaching Questions Using Bloom’s Taxonomy Coaching Skills: The 4 Types of Awareness Celebrating Coaching’s Fire Starter, Professor Anthony Grant Eliminating Employee Time Theft: How to Prevent Dual Employment Examining the 4-Day Workweek: The Data, Benefits, Drawbacks & Insights Finding Your Ikigai: The Japanese Secret to a Long and Happy Life The Gig Economy’s Impact on Traditional Workplaces How Employees Avoid Work and Evade Engagement The LifeLine Reflection Activity Monitoring the Remote Employee: Oversight or an Overstep? Overcoming The Silver Tsunami: 20 Hiring Strategies To Find & Retain Talent Overviews of the 15 insights to consider in 2023 The 6 Effects of Curiosity Executive coaches aid their executives with impactful questions that help them realize their genuine desires and goals. The inquisitive nature of executive coaching has led many organizations to identify curiosity as an important aspect of executive coaching. But what is the science of curiosity, how does it help executive coaches, and how can coaches embrace a more curious outlook on their executive’s concerns and goals? Continue reading for insight on six effects that curiosity has on executive coaches and their impact on clients. 7 Aspects of Powerful Questions We all inquire, but do our inquiries have a significant impact during our coaching sessions? Can they prompt deeper exploration and encourage clients to reflect on their objectives and aspirations? If not, are they merely advancing the dialogue? To gain a better understanding of the nature of questions, the value of powerful questions, and seven practical strategies for asking effective questions, keep reading. 10 Things To Take Into A Hard Recession In episode #1095 of the Arete Coach Podcast, Severin Sorensen welcomes a distinguished panel of executive coaches, including Michele Barry, Ben Griffin, Barry Goldberg, Phil Holberton, and Conor Neill. The discussion focuses on how to prepare for an economic downturn and the 10 essential considerations one can take into account during a difficult recession. The aim of the episode is to offer valuable advice for CEOs, business owners, and executive coaches in preparing for a probable recession. 35 Best Executive Coaching Industry Podcasts of 2022: List, Links, and Perspectives As 2022 came to a close, we found ourselves wondering which podcasts might be the most useful to executive coaches, leadership coaches, organizational development coaches, business leaders, business owners, CEOs, and key-level executives. To find out, we dug into what data, Google Analytics, ListenNotes, Apple Podcasts, RSS feed monitors, podcast backlinks, citation indexes, and other sources tell us about 2022’s top podcasts. This article unveils the research and the 35 best well-known, new, and niche executive coaching podcasts of 2022. Asking Impactful Coaching Questions Using Bloom’s Taxonomy Bloom's Taxonomy is a model that outlines the human learning process, created by Benjamin Bloom, a former chair of a committee of educators at the University of Chicago, in 1956 (Heick, 2020). It has been updated and widely adopted in the education and development field. In this article, you'll gain understanding of Bloom's Taxonomy, questions that encourage clients to delve deeper into self-discovery and reach their objectives, and resources for use in your coaching sessions. Coaching Skills: The 4 Types of Awareness The International Coaching Federation's (ICF) seventh Core Competency is the capability to evoke "awareness." This refers to having knowledge and understanding of a situation or occurrence. Merriam-Webster defines awareness as the quality or state of being cognizant. In the context of executive coaching, this article delves into the meaning of awareness, the necessity for executive coaches to cultivate it, and ways they can do so. Celebrating Coaching’s Fire Starter, Professor Anthony Grant In 2020, the executive coaching industry lost a great pioneer in the field of research and evidence-based coaching, Professor Anthony Grant, PhD. In light of Professor Anthony Grant’s groundbreaking research and life legacy, Severin Sorensen and Nathalie Pavlik moderated a celebration of research, life, and legacy of Professor Anthony Grant at the European Mentoring and Coaching Council Global Research Conference on September 8, 2022. In this article, we share a sneak peek into Severin and Nathalie’s presentation, “Taking Out the Sham, and Putting in the Wham: Towards Evidence-Based Coaching Practice—Honoring the Life and Work of Professor Anthony Grant, PhD.” Eliminating Employee Time Theft: How to Prevent Dual Employment This Insight article explores the tactics employed by individuals who commit time theft by working multiple full-time jobs, and investigates the motivations behind this practice. Within the article, several strategies are outlined that employers can implement to identify and prevent this practice. Examining the 4-Day Workweek: The Data, Benefits, Drawbacks & Insights In this Insight article, we assess the advantages and disadvantages of the 4-day workweek. The article features Severin Sorensen's perspective on managing a workplace that adopted a 4-day workweek and also explores existing research, case studies, and perspectives on the 4-day workweek. Finding Your Ikigai: The Japanese Secret to a Long and Happy Life Explore the Japanese concept, “Ikigai”, meaning “a reason for being,” and its relation to psychologist Viktor Frankl’s concept of finding meaning in life. After reviewing the concept of Ikigai, examples of how coaches can bring Ikigai into their coaching practice through a series of powerful questions is shared. The Gig Economy’s Impact on Traditional Workplaces For many years, full-time work with a single employer was the standard. It went unchallenged until digital advancements, such as fast and inexpensive Internet, made remote work possible. The gig economy, with its emphasis on flexible, location-independent jobs, has risen as a result of this change in the traditional employment relationship. This article explores the impact of the gig economy, perspectives from both workers and employers, legal considerations, and provides practical advice for success when working in the gig economy. How Employees Avoid Work and Evade Engagement Currently, more than 60% of employees nationwide are not engaged in their work (Harter, 2021). Despite business leaders’ efforts to entice employees to engage, recent statistics tell us that most employees still evade engagement strategies. How are today’s employees avoiding work and evading engagement? What are they doing to maintain their employment with minimal effort or output? In this article, we examine strategies employees use to avoid work, why they avoid work, and what employers can do to discourage low engagement. The LifeLine Reflection Activity This article delves into the LifeLine Reflection Activity, an exercise that allows individuals to reflect on their personal experiences and gain valuable insights for their future. We examine the data, rationale, and method behind this exercise, and demonstrate its relevance in contemporary executive coaching. Monitoring the Remote Employee: Oversight or an Overstep? The COVID-19 pandemic has changed the workplace in many ways. Arguably, one of the biggest changes has been where people work. The increase in remote work has tested the adaptability and flexibility of managers and employers worldwide, and raised questions as to how employers should monitor the productivity of employees. This article explores the virtual monitoring technology available to help examine employee productivity, the effects this technology has on the productivity of employees, why employers are resorting to these programs, and how they change the employer-employee relationship. Overcoming The Silver Tsunami: 20 Hiring Strategies To Find & Retain Talent With a high demand for talent and low supply of skilled knowledge workers, what are businesses to do? The answer is simple: stop focusing on the immediate issue of hiring talent and instead address the systemic issue that got us here to begin with: The Silver Tsunami. In this article, explore 20 strategies business owners and CEOs can use to weather the Silver Tsunami with success. Copyright © 2023 by Arete Coach LLC. All rights reserved.

Episode #1103: In this episode of the Arete Coach Podcast, Jim Naleid, an Executive Coach, Founder of EPIC21, CEO of Naleid and Associates, and Executive Culture and Alignment Coach, overviews his journey from executive and radio talk show host to executive coach. During the episode, Jim shares one of his core themes in coaching, “rethink, unlearn, and think again.” Severin and Jim discuss the importance of lifelong learning, Jim’s secret sauce to Chair success, and a powerful peer group exercise using songwriting as the material for discovery. About Jim Naleid Jim Naleid is an Executive Coach, Founder of EPIC21 (Executive-Peers-In-Conference), CEO of Naleid and Associates, and an Executive Culture and Alignment Coach. Jim is a veteran change agent with documented success in startups, emerging companies, mergers, and acquisitions. Jim has a great understanding of what moves people, the profitability that makes work life fun, and leading others to move from working to thinking and acting like owners instead. Prior to starting EPIC21, Jim was an Executive Coach, Mentor, and Peer Group Facilitator with Vistage/TEC Worldwide and their Midwest TEC advisory organization. He was part of the Midwest TEC Advisory Board from 2012 through 2016, and in 2014 and 2016, Jim received the TEC Chair Excellence Award. Jim’s background includes executive leadership positions such as a registered principal at the Robert W Barden Company as well as in journalism and radio. From 1985 to 2000, Jim was a radio talk show host and producer of the Robert James Exchange. This show took an innovative approach to financial markets at a time when not much more than market indexes and local stock prices were the dry subject matter of media platforms. In 1995, Jim authored Celebrating a Century as the Genuine Article, The Story of Oshkosh B’Gosh, published by Greenwich Publishing. Furthermore, Jim has experience in business brokerage consulting, as well as renewable energy and commercial utility wind development. Key highlights Jim’s secret to chair success Timestamp 08:13 In a discussion of how Jim started his first TEC/Vistage group as a Chair, Jim shares that starting his first group was not an easy endeavor. Jim explains that because of his connections from his previous careers, it wasn’t hard to get a phone call answered. However, one key to his success as a Chair leader was how he filled empty seats in his group. He explains that “when a member… leaves the group, I’ve always left it up to the group to identify additional potential members to be a part of it.” He did this because he wanted his members of his group to “fully appreciate that they had to be invested not only in the finances, that they had to commit to the process” and “they had to realize this was their group. It was going to have a culture that they created.” Because of this, he felt that it was best for his current group members to identify and invite other members as they saw fit to the group. Playing your A-game Timestamp 18:53 When asked about a learning he has had on his career journey that serves him as a coach, Jim shares that “if we are qualified and willing to take on the responsibility of being a coach, we really have to keep our game at a high level.” Jim shares that any complacency you might feel as you coach, you have to “break out of” and you can do that by “having conversations with peers.” Vulnerability and humility Timestamp 27:50 After discussing the impact that the loss of his mother had on him, Severin shares a powerful coaching experience he had with a coaching client experiencing loss. Jim and Severin discuss the importance of working through and unpacking these difficult times. From walking through this hardship, Jim learned “that vulnerability and humility go hand in hand.” He shared that his “life improved” and his “teaching ability,” “level of empathy,” and his “level of understanding as it pertained to other people who were suffering was simply enhanced.” “Work hard and work happy” Timestamp 35:42 Jim’s personal mantra is “work hard and work happy.” He adds that “we understand we gotta work hard, but if we can’t work happy, not much is gonna get done.” This mantra helps Jim not take himself “too seriously.” It also serves as a reminder to just “have fun.” Jim shares that “the older I get the more fun I wanna have” and the fun he is referring to is “the joy that comes from that understanding of, ‘Hey, I’m only a human being. I’m imperfect. I have made all the mistakes a person can make and you can’t turn back and fix all that now. But you can be happy about having learned it and you can be happy about sharing the joy of being with others along the way’.” Powerful questions Timestamp 45:15 One of the powerful questions Jim uses in his coaching is “what would it be if you knew?” He explains that when clients “appear to not know, they really do know, but perhaps they’re looking for affirmation.” He shares that this question “helps them also appreciate that they're better than they think they are.” Jim will also use what he calls the “Ultimate Cheat Sheet for Critical Thinking.” He explains that “this whole idea of us being willing to be questioned, having all of our answers questioned, and being able to learn to listen well enough to be able to ask a good question is part of the arts of what we acquire in that skill set.” Advice for aspiring coaches Timestamp 57:37 When asked what advice he would give to someone wanting to be a coach, Jim shares that “if you’re doing it just for the money, you’re doing it for the wrong reasons. Although you can make a nice living doing this and if it’s just a matter of paying for the certification and the training that you think is gonna lead you to success, my opinion would be that you’re in mistake.” He explains that instead of doing this work for a paycheck, “there has to be a component in this work that has more to do with the love of that person and the challenges that they’re gonna be faced with.” Jim adds that experience losing and winning is also an essential element of being a skillful coach. Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript. Copyright © 2023 by Arete Coach LLC. All rights reserved.

Episode #1102: In this episode of the Arete Coach Podcast, Severin Sorensen, Host and Curator of the Arete Coach Podcast and AreteCoach.io, introduces listeners to the top 35 executive coaching podcasts of 2022. Severin reviews how this list was compiled and the methodology behind the selection of the year’s top podcasts. He also introduces listeners to each podcast and gives insight into what can be learned from each powerful series. Tune in as we celebrate another year of discovery and insight in the art and science of executive coaching. About Severin Sorensen Severin Sorensen is a serial entrepreneur and lifetime learner with a passionate curiosity for people and businesses. Severin is the CEO of ePraxis LLC, a premier level retained search firm that provides executive headhunting, talent selection, and executive coaching. In addition to finding top talent, Severin has provided over 7,500+ hours of paid executive coaching to entrepreneurs, CEOs, Presidents, and C-level executives. Severin is an ICF ACSTH Certified Executive Coach, Certified Organizational Development Coach, Certified Life Coach, and Certified Positive Intelligence® Coach. Severin is the founder/producer of a new podcast, Arete Coach, that explores the art and science of executive coaching with some of the industry's best coaches. From 2010-2018 Severin was also a Vistage Chair where he coached three CEO and key executive groups. In 2011, Severin received the "Rookie of the Year Chair Award" from Vistage. Since 2013, Severin has added international speaking for Vistage, CEO conferences, executive peer groups, and corporations on the topic of identifying and hiring difference-making top talent. After graduate school, Severin moved to Washington, DC, where he worked on security-related economic and public policy issues that included a brief stint in The White House, as a Special Assistant to the President, for George H. Bush (POTUS 41). In 1994, Severin founded Sparta Consulting Corp., and Sparta provided world-class physical security and safety related management consulting services for public and private sector entities. From 1994-2002, Severin managed HUD's Crime Prevention Through Environmental Design technical assistance and training program. In 2005, Severin sold Sparta to Westec Interactive (Digital Witness), which was subsequently acquired by Interface Security. Severin, a native Californian, grew up in Salt Lake City, UT and graduated with honors from the University of Utah with Economics and Political Science degrees. He completed graduate studies in economics at King's College, Cambridge University (England), where he earned a M.Phil. degree in Economics. Severin has a great love and appreciation for sports, and while overseas, Severin rowed for the King's College Boat Club, and played basketball for the Cambridge University Basketball Team (1986-87). Key highlights The methodology Timestamp 02:10 To kickoff the podcast, Severin reviews how the list of the best executive coaching podcasts was determined: First, a focus was placed on podcasts whose purpose is to advance the art and/or science of executive coaching using content that is congruent with the generally accepted practices and definitions of coaching promulgated by the International Coaching Federation (ICF), EMCC Global, International Coaching Association (ICA), and Association for Coaching. Furthermore, the list intentionally leans towards podcasts that include executive coaching material consistent with current evidence-based coaching research. Second, highest priority was given to podcasts under Google’s organic search results of the phrase: “Executive Coach Podcast'' in which podcasts that fell within the top 10 Google organic search page results and the top 10 Google organic display rank for podcast series were included on the list. Any podcasts that did not have at least a 25 minimum listener audience score on ListenNotes were excluded. Third, the appropriateness of content for executive coaches, leadership coaches, organizational development coaches, business leaders, business owners, CEOs, and key-level executives was considered. Fourth, the podcasts in consideration were listed as being in the top 200 podcasts on Apple Podcasts in the categories of “management” and/or “business.” Fifth, podcast backlinks to other sites were considered as, according to Google and research scholars, they determine relevance and importance of a document. List of the 35 best executive coaching podcasts Timestamp 11:26 Severin reviews and examines each podcast included within the list of top 35 executive coaching industry podcasts list and shares with listeners what can be learned from each podcast. The list can be found below. For the full, detailed list of the top 35 Best Executive Coaching Podcasts of 2022 visit our insight article: here. Excellent Executive Coaching: Growing Your Business and Enhancing Your Craft Arete Coach Podcast: the Art and Science of Executive Coaching The Look and Sound of Leadership HBR: Coaching Real Leaders Coaching for Leaders CoachHub: Spark Leadership Coaching In the Workplace: Association for Coaching Podcast Channel The Millionaire Woman Show Top Executive Coaching The Coaching & Leadership Podcast Beyond High Performance Breakthrough Builders How I Built This with Guy Raz Jocko Podcast WorkLife with Adam Grant Entrepreneurs on Fire HBR IdeaCast The EntreLeadership Podcast Masters in Business Maxwell Leadership Podcast The Science of Happiness Business Accelerator Women at Work TED Business The Art of Coaching Podcast The McKinsey Podcast Business Breakdowns Coaching Conversations Coaches Rising Women’s Leadership Success Podcast The EOS Leader Coaching and Positive Psychology The Coaching and Mentoring Podcast Coaching.com: Coaches on Zoom Drinking Coffee The Coaching Psychology Pod Honorable mentions Timestamp 54:59 After discussing the top 35 best executive coaching industry podcasts, Severin reviews honorable mentions in topics tangential to executive coaching. Included in this list are Dare to Lead with Brené Brown, Small Things Often, and the Women in Family Business podcast. Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript: Copyright © 2023 by Arete Coach LLC. All rights reserved.

Episode #1101: In this episode of the Arete Coach Podcast, Catherine Mattice, an Executive Coach, Culture Consultant, Strategic HR Expert, SHRM Certified Professional, Business Coach, Author, Speaker, and Founder and CEO of Civility Partners, discusses her work to end workplace bullying. Known for being an HR thought leader and disruptor who has appeared in USA Today, Entrepreneur Magazine, Bloomberg, CNN, NPR, and many other national news outlets, a founder of the National Workplace Bullying Coalition, and an active participant in the International Association on Workplace Bullying & Harassment, this episode gives you access to the thoughts and perspectives of one of the nation’s true experts on the social and relational aspects of workplace bullying and harassment, and ultimately how to resolve these issues. During the episode, Catherine shares examples of bullying in the workplace, powerful questions and insights she has learned from helping leaders understand their role in bullying, as well as some lessons learned from her journey to executive coaching and consulting. About Catherine Mattice, SHRM-SCP Catherine Mattice is an Executive Coach, Culture Consultant, Strategic HR Expert, SHRM Certified Professional, Business Coach, Author, Speaker, and Founder and CEO of Civility Partners with a master’s in Human Communication and Thought Communication. At Civility Partners, she focuses on helping organizations create respectful and positive workplace cultures. Her clients range from Fortune 500 businesses to government, nonprofit, and small businesses in a range of industries. She and her team have served the likes of Chevron, the Marine Corps, the American Red Cross, Stanford University, and many more. Catherine is an HR thought leader and disruptor who has appeared in venues such as USA Today, Entrepreneur Magazine, Bloomberg, CNN, NPR, and many other national news outlets as an expert. Leadership guru Ken Blanchard, called her first book Back Off, Your Kick Ass Guide to Ending Bullying at Work, “the most comprehensive and valuable handbook on the topic.” Catherine is one of the nation’s true experts on the social and relational aspects of workplace bullying and harassment, and ultimately how to resolve these issues. Catherine was one of four founders of the National Workplace Bullying Coalition, a nonprofit focused on education and legislation regarding workplace bullying. The NWBC’s conferences have included keynotes from Congress members in California and New Jersey, and their proposed bill, The Dignity at Work Act, which passed in Rhode Island. Catherine is also active in the International Association on Workplace Bullying & Harassment, where academics from around the world share their research and knowledge on correcting and preventing these issues. Catherine Mattice has a great passion for helping businesses put an end to workplace bullying and for making the world a better place one coaching session at a time. Key highlights Defining bullying in the workplace Timestamp 04:25 When asked about the scope of bullying in the workplace, Catherine states that she believes “100% of people have experienced some bullying in their working life” and that some call bullying in the workplace “the silent epidemic.” She explains that there are three types of bullying behaviors. The first type of bullying behavior in the workplace is “aggressive communication, doing things like sending off nasty emails or in all caps, getting in someone’s personal space, aggressive body language, and facial expressions.” The second type of workplace bullying is “humiliation, pointing out mistakes in public, condescending remarks, sarcasm or jokes at someone’s expense in front of others.” The last type of workplace bullying is “manipulation” or “passive-aggressive” things such as “giving someone so much work that they can’t possibly achieve their goals, or taking a really key responsibility from someone without actually explaining why.” The fight, flight, and fear behind workplace bullying Timestamp 08:59 Severin shares a coaching scenario involving workplace bullying and asks how Catherine would coach this individual specifically. Catherine shares that “people who engage in bullying” all have a common thread of having to “fight for something their whole life.” Because of this continual fight, “there is no room for error in their mind” and there is a hyper-focus on “competence.” Due to these mindsets, the basis of Catherine’s coaching “is helping [clients] recognize fight or flight in themselves and the people around them and then helping them see that [their] job is to minimize fear… to get better results.” She explains that “fight and flight and fear happen all throughout the day.” Because of this, she teaches her clients to “observe body language and behavior and recognize that if they switch their behavior, then others will switch their behavior.” Complex communication Timestamp 25:29 When asked about the value of words in communication versus the value of context and body language, Catherine explains that even though many reference 7% of communication being verbal, this number is a misinterpreted statistic and the precise number is unknown. Catherine shares that “so many things go into how we communicate” including the surrounding environment, smell, temperature, posture, body language, gestures, and eye contact. There are also influences on communication that are unique to the individual such as future plans, how they are feeling, and what they are thinking about. Catherine states that “communication is way harder than we give it credit for.” “You got this” Timestamp 29:14 Catherine’s personal mantra is “just to always recognize that I can do this.” She shares that she has consistently put herself outside of her comfort zone in her business and in doing so, has put herself out there and not been “afraid of no.” She explains that because of her mindset, she has built her business, grown a team, and now has clients globally. Gaining understanding Timestamp 36:35 In Catherine’s coaching, she uses questions to gain an understanding of the “why” behind people’s behavior. One of her powerful questions is “why do you do that.” Using this question, she is able to dive deeper into the “why” with questions such as “tell me why people see that from you? Do you feel there’s some truth in these comments here?” She uses these types of questions from a place of non-judgment to help her gain an understanding of why a client is choosing to bully in the workplace. The domino effect of work environment Timestamp 46:45 The “why” behind Catherine’s passion for ending workplace bullying stems from the ripple effects that a work environment can have on an individual. From her own experience, she has learned the impact of workplace bullying and how it can affect an individual both at work and outside of work. She works to help end workplace bullying because she believes that “people deserve to be treated with dignity at work” because “what we do for a living is a huge part of our self-concept and self-esteem and employers can better society if they provide a safe, positive, place for people to come work.” By helping organizations and business leaders build more positive work environments, Catherine helps employees have a more positive “domino effect” inside and outside the office. Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript: Copyright © 2023 by Arete Coach LLC. All rights reserved.

Episode #1100: In this episode of the Arete Coach Podcast, we celebrate the 100th episode by hosting an interview with Severin Sorensen, the host and curator of the Arete Coach Podcast. Severin shares his journey into executive coaching, insight from his Vistage Chair experience, the value of curiosity, and the importance of lifelong learning with guest host, Ozzie Gontang. During the episode, Severin and Ozzie discuss active listening, powerful quotes, the power of peer groups, coaching tools, and the “joy work” behind each episode of the Arete Coach Podcast. Join us as we celebrate 100 episodes of the Arete Coach Podcast, where we explore excellence in the art and science of executive coaching today. About Severin Sorensen Severin Sorensen is a serial entrepreneur and lifetime learner with a passionate curiosity for people and businesses. Severin is the CEO of ePraxis LLC, a premier level retained search firm that provides executive headhunting, talent selection, and executive coaching. In addition to finding top talent, Severin has provided over 7,500+ hours of paid executive coaching to entrepreneurs, CEOs, Presidents, and C-level executives. Severin is an ICF ACSTH Certified Executive Coach, Certified Organizational Development Coach, Certified Life Coach, and Certified Positive Intelligence® Coach. Severin is the founder/producer of a new podcast, Arete Coach, that explores the art and science of executive coaching with some of the industry's best coaches. From 2010-2018 Severin was also a Vistage Chair where he coached three CEO and key executive groups. In 2011, Severin received the "Rookie of the Year Chair Award" from Vistage. Since 2013, Severin has added international speaking for Vistage, CEO conferences, executive peer groups, and corporations on the topic of identifying and hiring difference-making top talent. After graduate school, Severin moved to Washington, DC, where he worked on security-related economic and public policy issues that included a brief stint in The White House, as a Special Assistant to the President, for George H. Bush (POTUS 41). In 1994, Severin founded Sparta Consulting Corp., and Sparta provided world-class physical security and safety related management consulting services for public and private sector entities. From 1994-2002, Severin managed HUD's Crime Prevention Through Environmental Design technical assistance and training program. In 2005, Severin sold Sparta to Westec Interactive (Digital Witness), which was subsequently acquired by Interface Security. Severin, a native Californian, grew up in Salt Lake City, UT and graduated with honors from the University of Utah with Economics and Political Science degrees. He completed graduate studies in economics at King's College, Cambridge University (England), where he earned a M.Phil. degree in Economics. Severin has a great love and appreciation for sports, and while overseas, Severin rowed for the King's College Boat Club, and played basketball for the Cambridge University Basketball Team (1986-87). Key highlights Severin’s introduction to coaching Timestamp 05:47 Severin’s journey to executive coaching stems from his time as an executive and Vistage member. Through his experience with Vistage, Severin was able to embrace his passion of learning from the experiences of others. Eventually, Severin was introduced to the idea of being a Vistage Chair and in 2010, he started his first peer group in Utah. Soon, his Vistage practice grew to three groups and he began to help other Vistage Chairs get their own peer groups started. Since then, Severin has maintained his passion for coaching and continued to invest in the lives of other executives through the Arete Coach Podcast, his own coaching practice, and international speaking engagements. “If you’re gonna serve, why not serve well?” Timestamp 16:49 In a discussion about Severin’s entrepreneurial spirit, Severin and Ozzie discuss the importance of “next level” research-based coaching. Severin shares insight from coaching research by Professor Anthony Grant and explains his own passion for being a “bridge” between the research community and practitioners. Severin believes that coaching is “all about serving” and states, “If you’re gonna serve, why not serve well and serve something that works?” "If you’re gonna serve, why not serve well and serve something that works?" - Severin Sorensen Uplifting others Timestamp 30:45 When asked what his personal mantra or ‘True North’ is, Severin shares that it is to “seek to uplift others, be good, and do good.” Severin relates this to the Beatitudes from the Bible and also shares an additional mantra from Norma Rosenberg, “I like to edit out of my life those things that aren’t serving me.” Severin also shares a quote his grandparents would say in his youth: “money is only as good as the good that money can do.” Active listening Timestamp 36:03 In Severin’s thousands of hours of coaching, he has learned about the importance of having a “heightened sense of active listening.” He shares insight from Dr. Vikki Brock about active listening and its roots in acting and theater. Severin defines active listening as, “sensing those signals that don’t have a defined voice in the conscious mind yet… It’s that gnawing, it’s that wonderment, it’s the signal, it’s that curiosity, it’s that look, it’s the pause, it’s the breath, it’s the intonation, the difference.” He explains that active listening “has helped create some of the greatest coaching opportunities to help people go from where they are to something else.” Ozzie adds to the discussion by sharing that “in the word ‘listen’ is the word ‘silent.’” “In the word ‘listen’ is the word ‘silent.'" - Ozzie Gontang The coach’s tool bag Timestamp 44:11 When discussing his coaching tools, Severin compares the tools of coaching to a “well-faceted diamond.” He explains that “each one of the facets creates the opportunity for light to come out and extrude in a different way. And each tool is designed to bring different light.” Severin uses a variety of tools in his coaching practice for a variety of purposes. Some of his tools include questions, stories, metaphors, wisdom walks, psychometric assessments (such as the DiSC profile or the Predictive Index), and emotional intelligence. Severin states that he encourages others to “just keep adding more tools. They add color, and dimension, almost like a Crayola box of crayons. You don’t use all the colors all the time, but sometimes that color is the right color for the time and it gets you into a great conversation.” Failure as a teacher Timestamp 56:20 Severin shares that “failure is a friend” and “schoolmaster.” In the face of failure, Severin prefers to “fail fast, fail cheap, and fail forward,” learning from and growing from the experience. In these learning experiences, Severin has learned the value of identifying goals, listening, and questioning. He shares a quote from Pat Hyndman, “you may not want a crisis, but pray for your first crisis because that’s when your group will come together.” In examining this quote, Severin adds that “we may do all we can to protect people from harm and protect them from hurt or work or other stuff, but sometimes it’s the work and the pain that’s going to be the teacher.” Download the transcript Click here to listen to the podcast, or click below to view the podcast outline and transcript: Copyright © 2023 by Arete Coach LLC. All rights reserved.