In Episode #1158 of the Arete Coach Podcast, Severin Sorensen sits down with Barry Goldberg to discuss his adaptation of the GROW model into what he calls the GROWTH model. Barry, an experienced executive and leadership coach, brings a fresh perspective to this widely recognized coaching framework, emphasizing the need to incorporate "Time" and "Help" into the coaching process. In this article, we delve into the origins of the GROW model, its various adaptations, and how Barry's GROWTH model offers a more comprehensive approach to personal and professional development. A Brief Overview of the GROW Model The GROW model, developed in the 1980s by Sir John Whitmore and others, is a widely used framework in coaching that stands for Goal, Reality, Options, and Will. Despite its criticisms, the GROW model has significantly impacted coaching globally and remains a staple in coaching training programs. Merits: Simplicity, solution-focused, and empowering the coachee to take responsibility for their development. Criticisms: Seen as too structured for complex issues, lacking emotional components, and overemphasizing goal-setting at the expense of the learning process. Introducing the GROWTH Model Barry Goldberg introduces the GROWTH model by adding "T" (Time) and "H" (Help) to the traditional GROW model. This addition results in a more balanced responsibility between the coach, coachee, and the organization, enhancing the sustainability and realism of the coaching approach. Time: Emphasizes agreed timeframes and patience in self-management. This new element addresses the realistic aspects of time management and ensures that coaching sessions align with deadlines and milestones. Help: Introduces clear agreements on coach participation, boundaries, and delegation. It acknowledges that internal leaders often have a vested interest in outcomes and need to establish boundaries for their involvement. The GROWTH Model in Practice Barry has developed a 12-week program designed to help companies understand and implement the GROWTH model. The course is aimed at managers who oversee other managers, maximizing the potential for capacity-building at different organizational levels. The curriculum is structured to introduce coaching skills gradually while allowing participants to practice and adapt the model to their specific contexts. Week-by-Week Breakdown (Selected Weeks) Week 1: Getting Started Engages participants in conversation quickly, emphasizing the importance of asking questions without guiding them toward a predetermined answer. Barry uses John Whitmore's coaching video and the "Who's Got the Monkey?" exercise to introduce coaching principles and the value of delegation. Week 2: Setting the Right Start Focuses on getting the coaching engagement off to the right start by establishing a clear agenda for the conversation. Introduces "Questions 101, 201, and 301," emphasizing the importance of building an internal list of questions that align with the company culture. Week 4: Tackling Resistance This week is dedicated to addressing resistance, highlighting that "resistance is not futile." Barry’s "four domains model" is also introduced which explores how change occurs and is integrated within an organization, navigating the emotional and rational aspects of coaching. Week 6: Developing Options This week focuses on brainstorming and ideation, allowing clients to explore various options for moving forward. Barry introduces tools such as "imagineering" to encourage creative thinking and clean slate design. Week 10: Custom to Organization In week 10, Barry leaves room for customization to align with each organization's culture and systems, such as OKRs (Objectives and Key Results), Balanced Scorecards, or Kanban methodologies. The inclusion of Time and Help acknowledges the need for managing time effectively, setting boundaries, and clarifying the roles of both coach and coachee in the process. This flexible approach ensures the GROWTH model is adaptable to each team's unique needs, allowing the organization to take ownership of the process. Week 12: Celebrating Wins and Reinforcing Learning Barry emphasizes the importance of a final session to reflect on progress and celebrate successes, which is crucial for embedding the GROWTH model into the team or company culture. Participants are encouraged to share "war stories," fostering a sense of community and shared learning. Barry suggests the possibility of quarterly follow-up meetings to maintain momentum and encourage ongoing growth, reinforcing the skills learned. Other Variations of the GROW Model The GROW model has many adaptations, reflecting the evolving nature of coaching. Barry's GROWTH model complements these variations by providing a more holistic and structured approach to coaching, particularly in organizational settings. I-GROW by Professor Anthony Grant: "I" stands for "Issue," emphasizing the importance of reflection and documentation in coaching sessions. I-GROW (Oxford Brookes University): "I" stands for self-awareness and professional behaviors. T-GROW: Introduced by Miller in 2020, where "T" stands for "Topic," focusing on defining the subject of discussion. GROWTH (Miller's Version): Includes "Tactics" and "Habits," focusing on steps toward goal achievement. Re-GROW: Adds "Review" and "Evaluate" steps for subsequent coaching sessions. Insights from Sir John Whitmore and the Essence of Coaching The podcast concludes with a tribute to Sir John Whitmore, offering quotes that capture the essence of coaching. These insights emphasize that coaching is a process focused on facilitating progress, embodying the principles that Barry’s GROWTH model aims to uphold. Quotes from Sir John Whitmore "Coaching is unlocking a person's potential to maximize their own performance. It is helping them to learn rather than teaching them." "People are like acorns. They have within them all the potential to become a magnificent oak tree. We need an environment that encourages and nurtures them rather than one that inhibits them." "A coach is not a problem solver, a teacher, an advisor, or an instructor. He or she is a sounding board, a facilitator, a counselor, and a challenger." "A coach is someone who gets you to do what you don't want to do so you can be who you want to be." "I'm not there as their friend. I'm there as their chief agitator." "The GROW model stands for more than the sum of its parts. It is not a mechanical process, but a context for a conversation, a dialogue that evolves according to the unique needs and insights of the coach and the coachee." "You cannot teach a man anything. You can only help him to find it within himself." "Leadership is not just about commanding or managing. It's about inspiring others, setting the vision, and empowering the people to pursue that vision." The Main Takeaway Barry Goldberg's GROWTH model enhances the traditional GROW framework by addressing time management and establishing boundaries for support. This addition not only strengthens the goal-setting process but also aligns it with the realistic demands of organizational life. By incorporating elements like purposeful listening, defining coachable moments, and celebrating wins, the GROWTH model offers a more sustainable and adaptable coaching approach. As Sir John Whitmore's wisdom reminds us, growth is an ongoing journey that requires both structure and flexibility. Barry's model provides a pathway to achieve this in executive coaching. Copyright © 2024 by Arete Coach™ LLC. All rights reserved.

In a recent article published titled, “Tying leaders' identity work and executive coaching research together: an overview of systematic reviews and agenda for research,'' researchers review key elements that contribute to the effectiveness of coaching, particularly in the context of executive or leadership coaching. It highlights that a coachee's success in coaching largely depends on factors such as their motivation, belief in their own abilities (self-efficacy), personality traits, and their orientation towards goals. The most common benefits of effective coaching include improved performance, increased self-awareness, and clearer goal-setting. The research introduces the concept of "leaders' identity work" as a crucial part of the coaching process. "Identity work" refers to the efforts individuals make to shape, redefine, and understand their roles and selves within the context of leadership. This process is considered an active ingredient in coaching that can significantly influence the transformative effects of coaching interventions. Essentially, coaching can help leaders re-evaluate, reconstruct, and strengthen their leadership identity, which is seen as a lasting benefit of coaching. While the research suggests a need for further research to better understand the dynamics of these processes—how individual traits, relationships, and group dynamics interact and affect coaching outcomes—the study provides a good foundation for a new area to review to improve coaching effectiveness, namely leaders’ identity work. The methodology The methodology included a structured approach to reviewing and analyzing published systematic literature reviews (SLRs) on executive coaching, using the Cochrane Overview of Reviews (COR) framework for a systematic, transparent, and replicable process. It involved selecting SLRs focused on executive coaching delivered to leadership or managerial roles from 2010 to 2022, employing a dual search strategy across major databases and supplementary sources. Following rigorous screening and quality assessment using the Risk of Biases Assessment (ROBIS) tool, data on active ingredients and outcomes of executive coaching were extracted and categorized. The study then transformed quantitative data into qualitative descriptions for thematic analysis, aiming to identify patterns related to leadership identity work. This comprehensive methodology ensured a detailed synthesis of existing knowledge on the impact of executive coaching on leadership development, with a specific focus on identity work as a central theme. Findings Findings from the study provide insightful observations about the elements that contribute to successful executive coaching. The below summary captures the essence of the findings, highlighting the multifaceted nature of executive coaching. It emphasizes the importance of individual characteristics and motivation in achieving successful outcomes, and points to the transformative potential of coaching on leadership identity and performance. Key active ingredients in executive coaching Variety of Influential Factors: The study identified 27 specific factors that influence the effectiveness of executive coaching. Among these, motivation, general self-efficacy, personality traits, and a learning-oriented approach to goals stand out as the most crucial. Diverse Definitions of Motivation: Motivation was defined in various ways across different studies, indicating its multifaceted role in executive coaching. Whether it's the intrinsic drive of the coachee or their initial motivation before coaching, it plays a significant role in the outcomes. Self-Efficacy as a Cornerstone: A strong sense of self-efficacy among coachees is consistently linked to better coaching results, underpinned by a quality coaching relationship. Importance of Personality Traits: Traits such as conscientiousness, openness, and emotional stability are highlighted across all studies, though their impact on coaching outcomes can vary. Learning Orientation Enhances Outcomes: A coachee's focus on learning and growth positively affects their performance, especially when coupled with pre-coaching motivation. Most reported outcomes of executive coaching Top Outcomes: Enhanced performance, increased self-awareness, and improved goal-setting abilities are the most commonly reported benefits, indicating long-term effects of coaching. Performance Improvement as a Key Goal: Boosting the coachee's performance is often the primary focus, though the specific steps leading to this improvement remain less clear. Other Notable Benefits: Gains in self-insight, stress reduction, and overall well-being also emerge as significant outcomes, with varying degrees of support across studies. Leadership Identity Change: A few studies specifically link executive coaching with changes in leadership identity, suggesting coaching can profoundly influence how leaders perceive themselves. A new analysis on the elements and results of executive coaching Characteristics of Coachees: The study categorizes influential factors into traits (like personality and self-beliefs) and states (such as readiness and engagement), showing how these aspects interact with the coaching process. Outcomes Categorized: Outcomes are divided into "forming" (developing skills and behaviors) and "transforming" (changing mindsets and identities), illustrating coaching's dual role in enhancing performance and facilitating personal growth. The link between leadership identity development and executive coaching The study sheds light on how executive coaching over the last decade has played a crucial role in shaping leadership identity, emphasizing the authentic development of leaders. See below for a summary: Influence of Coaching on Leadership Identity: Coaching not only helps leaders understand their roles better but also encourages them to embody their leadership identities genuinely. This process enhances leaders' self-awareness, confidence in their leadership abilities, openness to new experiences, and adaptability, all of which are essential for a leader's growth and ability to handle changes. The Role of Identity in Motivation: Leaders who see themselves as such tend to engage more deeply with executive coaching. This engagement is driven by their motivation to grow as leaders, suggesting that recognizing oneself as a leader is a critical step before seeking development through coaching. Engagement During Transition: Leaders are likely more open to coaching when they are going through significant changes or challenges that require them to rethink their identity. This finding aligns with the idea that coaching can be most beneficial during times of transition, supporting leaders in adapting to new roles or environments. Cognitive Development’s Impact: The effectiveness of coaching can also depend on a leader’s level of cognitive development. This aspect highlights how leaders’ ability to process and make sense of complex information can enhance the coaching experience, leading to transformative learning. Connecting Identity Work with Coaching Outcomes: Several outcomes linked to coaching were identified, including a stronger sense of leadership identity, authenticity in their role, moments of significant personal growth, and a more pronounced leadership presence. These outcomes not only showcase the transformative nature of coaching but also its ability to bolster confidence and self-awareness among leaders. Considerations Despite the promise of this study, challenges exist in categorizing interrelated research variables and avoiding circular reasoning in conceptualizing identity work as both an ingredient and outcome of coaching. These findings underscore the need for further research to refine methodologies and expand understanding of how executive coaching influences leadership identity development, amidst a backdrop of varied professional standards. Reference Szekely, V., Whiley, L.A., Pontes, H. and McDowall, A. (2024), "Tying leaders' identity work and executive coaching research together: an overview of systematic reviews and agenda for research", Journal of Work-Applied Management, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/JWAM-10-2023-0110. Copyright © 2024 by Arete Coach LLC. All rights reserved.

Executive performance is not only about making strategic decisions or leading teams effectively. It’s equally about managing one's thoughts and emotions to enhance performance and overall well-being. This is where Positive Intelligence (PQ) comes into play, offering a framework for improving mental fitness—a concept often overlooked yet crucial for executive and leadership success. Executive coaches armed with the knowledge and techniques of PQ are uniquely positioned to guide leaders toward professional success and personal satisfaction and resilience. This article delves into the concept of Positive Intelligence, its importance in executive coaching, and practical strategies for coaches to implement. Understanding Positive Intelligence Positive Intelligence is a concept developed by Shirzad Chamine, which posits that PQ is the measure of your mental fitness, specifically, your capacity to respond to life’s challenges with a positive rather than a negative mindset. Central to PQ is the premise that every individual has both a 'Sage' and a 'Saboteur'. The 'Sage' represents the part of the brain that promotes more positive responses, characterized by emotions such as empathy, curiosity, and creativity. Conversely, 'Saboteurs' are the voices of self-doubt, fear, and criticism that disrupt emotional and mental well-being (Chamine, S. (n.d.)). The Science of Positive Intelligence Research in neuroscience and psychology supports the principles of Positive Intelligence. Studies show that individuals with higher PQ are better at managing stress, more creative, and more effective in their interactions and decision-making. This is because a positive mindset enhances the functionality of the brain's prefrontal cortex, the region responsible for executive functions like problem-solving, emotional regulation, and focus. In a comprehensive meta-analysis encompassing 225 academic studies, researchers Sonja Lyubomirsky, Laura King, and Ed Diener uncovered a directional relationship between life satisfaction and successful business outcomes. Their research supports the idea that maintaining a positive mindset can significantly enhance performance across various metrics including productivity, creativity, and engagement. This phenomenon, which Shawn Achor, the Chief Experience Officer for BetterUp, refers to as the “happiness advantage,” suggests that happiness actually precedes success, not the other way around, contradicting the common belief that success brings happiness (Achor, S. (2012, January)). The concept of the "happiness advantage" is closely related to the importance of Positive Intelligence (PQ) in that both emphasize the transformative power of maintaining a positive mental state to drive better outcomes in life and work. Positive Intelligence highlights the ability to shift our mental responses from negative to positive through the control of our own mind. This mental fitness strengthens our capacity to handle life's challenges with a positive mindset rather than succumbing to stress and negativity. The "happiness advantage" underscores that when individuals prioritize their happiness—by cultivating a positive mindset—they perform better across various dimensions. This is because a positive brain is more engaged, creative, motivated, energetic, resilient, and productive. Similarly, PQ teaches that by mastering your mind (overcoming negative thoughts and enhancing positive ones), you can achieve a sustained state of happiness and effectiveness. Therefore, the correlation found in the meta-analysis provides empirical backing for the principles of Positive Intelligence. It illustrates how essential PQ is, as it equips individuals with the tools to not only increase their life satisfaction but also to enhance their professional performance, thereby leading to more successful business outcomes. Why Positive Intelligence Matters for Executives For executives, the stakes are particularly high. The demands of leadership can exacerbate stress and provoke the 'Saboteurs', leading to impaired decision-making, reduced collaboration, and ultimately lower performance. High PQ equips executives with the resilience to navigate these pressures, fostering a leadership style that is more adaptive, empathetic, and visionary. Enhanced Decision-Making Executives with high PQ can better manage their emotional responses and assess situations more objectively. This clear-headedness results in more strategic and thoughtful decisions, crucial in high-stakes business environments. Improved Team Dynamics Leaders with high PQ foster positive emotions like trust and respect in their teams. This can lead to enhanced teamwork and communication, as well as a more inclusive and supportive corporate culture. Increased Resilience The ability to bounce back from setbacks is critical for sustained success in any executive role. High PQ enhances resilience, helping leaders maintain their composure and confidence in the face of challenges. The Role of Executive Coaches in Cultivating Positive Intelligence Executive coaches play a pivotal role in enhancing an executive's PQ by helping them identify and weaken their 'Saboteurs' while strengthening their 'Sage' powers. This involves a range of strategies: Awareness and Identification The first step in improving PQ is for the executive to become aware of their own mental patterns and identify their 'Saboteurs'. Coaches can facilitate this through assessments and reflective exercises. For example, consider taking the Positive Intelligence Saboteur Assessment. Developing Self-Command Coaches can teach executives techniques to enhance their self-command, enabling them to shift from 'Saboteur' responses to 'Sage' perspectives more quickly. This might include practices like mindfulness, controlled breathing, and cognitive reframing. Building PQ Habits Incorporating PQ-enhancing practices into daily routines is essential. Coaches can assist by setting up structured routines that include dedicated times for reflection, journaling, and other PQ exercises. Implementing Positive Intelligence in Executive Coaching To effectively integrate PQ into their coaching practices, executive coaches could consider the following approaches: Tailored Interventions Coaches could aim to understand the unique challenges and 'Saboteurs' of each executive and tailor interventions accordingly. This personalized approach increases the relevance and impact of the coaching. Continuous Learning Coaches themselves should engage in ongoing learning about advances in neuroscience and psychology that relate to PQ to keep their coaching methods fresh and effective. Measurement and Adaptation Regularly measure the impact of PQ coaching on an executive’s performance and well-being. Use these insights to adapt coaching strategies over time, maximizing effectiveness. The main takeaway For executives, mastering Positive Intelligence is not just about improving their professional performance—it’s about transforming their approach to both challenges and opportunities. Executive coaches equipped with the tools and understanding of PQ are invaluable allies in this journey. By fostering a positive mindset, they not only enhance the immediate effectiveness of the leaders they coach but also contribute to a more resilient, creative, and emotionally intelligent business culture. This comprehensive approach to PQ in executive coaching can lead to profound changes in leadership effectiveness, making it an indispensable element of modern executive development strategies. References Achor, S. (2012, January). Positive Intelligence. Harvard Business Review. https://hbr.org/2012/01/positive-intelligence Chamine, S. (n.d.). Positive Intelligence. https://www.positiveintelligence.com/ Copyright © 2024 by Arete Coach LLC. All rights reserved.

In Formula One racing, where milliseconds can separate victory from defeat, lies strategic insights and operational tactics applicable far beyond the racetrack. In support of this week’s Arete Coach podcast episode titled, “Formula One and the Art of Leadership: Lessons from the Track," this article delves into the synergies between the pursuit of efficiency, innovation, and strategic agility in F1 and business management. By drawing parallels between the engineering of race cars, the precision of team coordination, and the adaptability to ever-changing race conditions in F1 with the best practices in business operations, leadership, and market adaptation, we uncover valuable lessons for businesses aiming to thrive in competitive environments. This exploration not only highlights the universal applicability of these principles but also serves as a compelling guide for business leaders and enthusiasts alike, seeking to rev up their organizational performance with the spirit and tactics of Formula One racing. Parallels between Formula One and business Formula One (F1) Strategy Business Application Performance and Efficiency ​ Aerodynamics Optimization Product Optimization: Continuously refining products or services for better performance and customer satisfaction, similar to F1 teams optimizing car aerodynamics. Engine Efficiency Operational Efficiency: Streamlining operations to maximize productivity and minimize waste, akin to maximizing engine performance in F1. Pit Stop Execution Process Efficiency: Refining processes to minimize time and resource consumption, just as F1 teams practice pit stops for efficiency. Competition and Strategy ​ Qualifying Strategies Market Positioning: Strategically positioning in the market to outperform competitors, similar to F1 teams in qualifying sessions. Race Strategy Business Strategy Adaptation: Adapting strategies in real-time based on market changes, just like F1 teams adjust race strategies. Adapting to Circuit Variations Market Adaptation: Tailoring approaches to different market segments, analogous to F1 teams adapting to different circuits. Innovation and Technology ​ Hybrid Power Units Technological Innovation: Investing in new technologies to stay ahead, similar to F1 teams' innovation in hybrid engines. Simulation Technologies Business Simulations: Using simulations for scenario planning and training, akin to F1 teams' use of advanced simulators. Teamwork and Leadership ​ Driver and Engineer Collaboration Employee Collaboration: Effective collaboration between various departments, as crucial in business as between drivers and engineers in F1. Team Coordination During Races Crisis Management: Managing crises with coordination, similar to F1 teams during critical race moments. Leadership in Crisis Management Executive Decision Making: Making decisive and strategic decisions under pressure, just like F1 team principals. Risk Management ​ Strategic Tire Choices Product and Market Risks: Balancing risk and reward in product development and market entry, akin to F1 teams choosing tire strategies. Weather-Dependent Decisions Market Condition Adaptation: Adapting strategies based on changing market conditions, similar to F1 teams adapting to weather changes. Overtaking and Defensive Maneuvers Competitive Tactics: Navigating competitive market dynamics with strategic maneuvers, similar to drivers in races. Adaptation to Change ​ Regulation Changes Regulatory Compliance: Staying adaptable to legal and regulatory changes, akin to F1 teams adapting to new rules. Adapting to Track Conditions Market Response: Adjusting strategies based on market feedback, similar to F1 teams adapting to track conditions. Team Restructuring Organizational Change: Effectively managing organizational changes, just like F1 teams adapt to new team members. Data Analysis ​ Telemetry Data Use Business Analytics: Leveraging data analytics for decision-making, just as F1 teams use telemetry data. Race Strategy Adjustments Strategic Business Decisions: Using real-time data to guide business decisions, akin to F1 teams adjusting strategies during a race. Driver Performance Analysis Employee Performance Review: Analyzing employee performance for improvement, similar to how F1 teams evaluate drivers. Brand and Sponsorship ​ Team Livery Design Branding and Marketing: Integrating branding in all aspects of operation, much like F1 teams incorporate sponsors into their livery. Driver Endorsements Influencer Marketing: Using influencer marketing to enhance brand recognition, similar to driver endorsements. Social Media Engagement Digital Marketing: Engaging with customers on social media, crucial for businesses as it is for F1 teams. Global Reach ​ International Races Global Market Expansion: Expanding into international markets, vital for businesses as F1's global race calendar. Multilingual Team Members Cultural Diversity in Business: Embracing cultural diversity and multilingualism in global operations. Global Fan Engagement Customer Engagement: Engaging with a global customer base, important for businesses as for F1 teams with fans. Regulations and Compliance ​ Technical Rule Adherence Compliance with Laws and Standards: Adhering to industry standards and legal requirements, just like F1 teams comply with technical rules. Safety Standards Compliance Workplace Safety and Quality Standards: Maintaining high safety and quality standards in both business operations and F1. Financial Regulations Financial Management: Effective financial management and adherence to budget constraints, essential in both business and F1. The main takeaway The comparison between Formula One and business practices illustrates a key point: exploring strategies from different industries can be highly beneficial. The shared principles of efficiency, innovation, and adaptability between F1 and business show that effective tactics can transcend their original contexts. Looking outside one's own industry can provide fresh perspectives and innovative approaches to problem-solving. This approach encourages businesses to embrace new ideas and strategies, which can lead to improved performance and success. It's a reminder that sometimes, the best insights come from where we least expect them. Copyright © 2023 by Arete Coach™ LLC. All rights reserved.

Robbie Robertson once said, "Your heritage isn't something you stumble upon; it's already there, waiting to be discovered and shared." Our life paths are significantly shaped by those who came before us—our parents, ancestors, family members—as well as the influence of friends and mentors. A powerful tool for exploring the impact of these influences is the genogram exercise. This process involves tracing your family history to examine various aspects such as careers, relationships, health, and personality traits. In the following discussion, we'll delve into how to conduct a genogram exercise and explore its benefits, including understanding how our past influences our career choices, thought patterns, relationships, and behaviors. This article was originally published October 28, 2022 on AreteCoach.io and has since been modified to include a step-by-step for completing the Genogram activity. Click here for the original article. “If you don't recount your family history, it will be lost. Honor your own stories and tell them too. The tales may not seem very important, but they are what binds families and makes each of us who we are.” - Madeleine L’Engle Insights and scientific perspectives What insights can we gain from analyzing our family history through genograms, and is there scientific evidence supporting this practice? Research shows that by studying the careers, health, and behaviors of our relatives and those close to us, we can uncover reasons behind certain behaviors, beliefs, health issues, mental health conditions, and career choices. The debate between genetics and environment It's crucial to acknowledge the ongoing debate in psychology over "nature vs. nurture." This debate questions the extent to which a person's characteristics are shaped by genetics (nature) or by their environment and experiences (nurture). Modern psychology accepts that both genetics and environmental factors play complex roles in shaping personality, intelligence, behavior, and other traits. Consequently, genograms are viewed as diagrams that map out these intricate influences on an individual, acknowledging both genetic traits and shared experiences as potential explanations for similarities or differences between family members (PsychologyToday, n.d.). Erich Fromm, a renowned psychologist, emphasized that a child's most significant influence is the character of their parents, rather than isolated events. “The most important influence on a child is the character of its parent, rather than this or that single event.” - Erich Fromm Parental influence on career choices A study by Georgia Southern University found a notable number of students pursuing teaching had parents in the education sector, suggesting parental careers influence children's career decisions (Tillman, 2015). JobList surveys revealed that 48% of participants felt their parents significantly guided their career paths, with nearly 40% feeling pressured to heed their parents' advice. Additionally, two-thirds of parents expressed disappointment when their children chose different careers, indicating the profound impact of parental expectations on career choices. Interestingly, both parents and children showed a preference for careers in information technology, highlighting a trend in career alignment within families (JobList, 2021). Research by Meta (formerly Facebook) supports the idea that children are more likely to pursue careers similar to their parents', though the absolute numbers remain low. For instance, sons of military professionals are five times more likely to join the military, yet only one in four actually does. This suggests that while there's a familial trend in career choices, individuals often carve out their own paths (Adamic & Filiz, 2016). In essence, while parents influence their children's career choices, the complexity of this relationship is highlighted by the nature vs. nurture debate. Factors such as parental career experiences, the parent-child relationship, and the child's unique experiences all play a role. Influence on relationships, thought patterns, and mental health Family dynamics significantly affect a child's development, shaping their personality, behaviors, beliefs, and mental health. Melissa Stanger, a Licensed Master Social Worker, notes that parents' relationships can influence how their children manage vulnerability, conflict, and emotional expression (2019). The family environment teaches children either healthy or unhealthy behaviors and thought patterns. Regarding mental health, genetics play a role, but so do environmental factors. Stanford University research indicates that having a close relative with major depression increases an individual's risk of developing the condition, though about half of the risk factors are genetic and the other half are environmental (Levinson & Nichols, n.d.). The influence of family relationships and behaviors during childhood has a lasting impact on individuals' futures, affecting their personalities, behaviors, mental health, and how they handle conflicts. “If you want to understand today, you have to search yesterday.” - Pearl S. Buck The why: why study your genogram? Understanding the value of studying your genogram can offer insights into the influences shaping your life. By analyzing the relationships, careers, and health histories of our ancestors, we can uncover the origins of our personalities and the potential roots of our personal challenges. But what specific benefits does delving into a genogram provide beyond self-awareness? Boosting intellectual performance Research highlighted in the European Journal of Social Psychology reveals a fascinating benefit: reflecting on one's ancestry can enhance intellectual performance. In a study by Fischer et al. (2010), participants were asked to contemplate their genetic origins before undergoing intelligence tests. The results showed that those who thought about their ancestors not only had higher expectations for their performance but also achieved better scores on intelligence tasks. This improvement is attributed to a boost in perceived control and a stronger orientation towards achievement, suggesting that connecting with our ancestral past can empower us mentally (Fischer et al., 2010). Deepening self-identity Mary Pipher poignantly remarked, "If you don't know your history, if you don't know your family, who are you?" This question hints at the profound relationship between our family history and our sense of identity. Anna Lima, writing in the Journal of Cape Verdean Studies, supports this by noting that exploring one's family history enhances self-confidence, self-understanding, and the motivation for personal improvement (2019). Through the genogram exercise, individuals can gain insights into the diverse influences on their identity, inspiring them to honor their family legacy through self-betterment. Fostering encouragement and learning The stories of our ancestors, their successes, failures, and the lessons they offer, can be a source of motivation and wisdom. For instance, observing the financial progress of one's family over generations can be uplifting, serving as a reminder of the success stories we are part of. Conversely, recognizing the missteps and negative outcomes experienced by previous generations can provide valuable lessons, allowing us to learn from their experiences without enduring the same pitfalls ourselves (Lima, 2019). Studying your genogram is not just an exercise in tracing your family tree; it's a journey into understanding the foundations of your identity, enhancing your intellectual capabilities, and learning from the past to forge a better future. Creating your genogram: a step-by-step guide Crafting a genogram allows you to dive deep into your family history, with the option to make it as straightforward or as intricate as you prefer. The depth of detail in your genogram can significantly enhance your ability to spot patterns and insights once you review the completed chart. While you can start with just a pen and paper, numerous online tools offer more sophisticated options for genogram creation. For a practical demonstration, you might find it useful to watch a tutorial video on genogram creation, which outlines the process and visual representation. Key symbols and their meanings For those new to genograms or if you're using this tool in a professional setting, such as executive coaching, understanding and using standard symbols is crucial. To ensure everyone in your group is on the same page, distributing a symbol chart can be extremely helpful, representing various family connections, health statuses, and personal attributes, serving as the building blocks of your genogram. Remember, a genogram is more than a family tree; it's a visual encyclopedia of your family's generational narratives, capturing everything from relationships to personal challenges. Whether you're exploring on your own or incorporating genograms into group coaching sessions, these symbols will help you and your participants accurately map out familial relationships and patterns. “When you know your why, you’ll know your way.” - Michael Hyatt Creating your genogram Creating a genogram involves several steps that allow you to visually map out your family relationships and patterns over generations. Here's a step-by-step guide to help you create a comprehensive genogram. Step 1: Gather Information Start by collecting as much information as possible about your family. This includes names, birthdates, death dates (if applicable), marriages, divorces, and significant health information. Talk to family members, look through family records, or use online genealogy resources. Step 2: Choose Your Tools You can create a genogram manually with paper and pencils or use specialized software or online tools designed for genogram creation. Software may offer more symbols and options to represent complex family dynamics. Step 3: Draw Basic Structure At the top of your page or canvas, start with the oldest known ancestors and work your way down to the current generation. This helps in organizing the structure and understanding familial relationships. Step 4: Add Family Members For each person, include siblings in birth order. Connect each family unit (parents and their children) with lines. Use solid lines for biological relationships and dashed lines for non-biological relationships (e.g., adoptions, stepchildren). Step 5: Mark Significant Relationships and Events Apply standard genogram symbols to mark marriages, divorces, and other significant relationships or events. Differentiate between male and female individuals with squares and circles, respectively. Step 6: Indicate Health Information Use specific symbols or annotations to note significant health issues, mental health conditions, or traits within your family. This can provide insights into genetic patterns or environmental influences. Step 7: Analyze Patterns Once your genogram is complete, analyze it for patterns or trends in relationships, health issues, or other significant aspects. This can offer valuable insights into family dynamics and influences on individual behaviors and health. Step 8: Share and Discuss Sharing your genogram with family members can help fill in gaps or correct inaccuracies. It can also foster discussions about family history and dynamics. Step 9: Seek Professional Insight If your genogram reveals patterns of mental health issues or if you're using it in a therapeutic context, consider discussing your findings with a healthcare professional or a therapist. For the executive coach Genograms offer a valuable resource in executive coaching, particularly for facilitating discussions within peer groups. However, it's crucial for executive coaches to recognize their professional boundaries: they are not trained mental health experts and thus are not equipped to handle discussions around past family trauma or mental health issues. Should such topics arise, it's imperative for coaches to refer their clients to qualified mental health professionals. Within the appropriate scope, executive coaches can utilize genograms to enable clients to gain insights into how their family history influences their current career paths, behavior patterns, and belief systems. This reflective process can empower individuals to pursue personal growth, boost their self-confidence, and understand the underlying reasons for their actions and career choices. By exploring the origins of their clients' behaviors, executive coaches can also gain deeper insights, aiding them in identifying potential mental or emotional obstacles that may hinder their clients' success. This approach not only enhances the coaching experience but also supports clients in their journey towards achieving their professional and personal goals. The main takeaway The genogram exercise offers a powerful tool for individuals, whether in a coaching session or a peer group setting, to explore their careers, behaviors, challenges, and family backgrounds. Through this activity, participants can enhance their self-confidence, foster a motivation for self-improvement, find encouragement, and potentially improve their performance. By incorporating genograms into peer group discussions and executive coaching, it allows for a deeper understanding of the reasons behind specific behaviors and beliefs. Furthermore, this exercise provides executive coaches with valuable insights into their clients' beliefs and behaviors, enabling them to tailor their coaching approaches more effectively to meet their clients' unique needs. “In every conceivable manner, the family is link to our past, bridge to our future.” -Alex Haley References Adamic, L., & Filiz, I. O. (2016, March 17). Do jobs run in families? Meta. https://research.facebook.com/blog/2016/03/do-jobs-run-in-families/. BrainyQuote. (n.d.). BrainyQuote. https://www.brainyquote.com/quotes/robbie_robertson_642298. Fischer, P., Sauer, A., Vogrincic, C., & Weisweiler, S. (2010). The ancestor effect: Thinking about our genetic origin enhances intellectual performance. European Journal of Social Psychology, 41(1), 11–16. https://doi.org/10.1002/ejsp.778. GenoPro. (n.d.). Genogram Symbols - GenoPro. https://genopro.com/genogram/symbols/. JobList. (2021, September 21). The Impact of Parental Influence: Career Edition. https://www.joblist.com/trends/the-impact-of-parental-influence-career-edition. Levinson, D., & Nichols, W. (n.d.). Genetics of Brain Function. Stanford Medicine. https://med.stanford.edu/depressiongenetics/mddandgenes.html. Lima, A. (2019). Family History and Genealogy: The Benefits for the Listener, the Storyteller and the Community. Virtual Commons - Bridgewater State University. https://vc.bridgew.edu/jcvs/vol4/iss1/5/. Psychology Today. (n.d.). Nature vs. Nurture. https://www.psychologytoday.com/us/basics/nature-vs-nurture. Stanger, M. (2019, October 1). 4 Effects Your Parents’ Relationship Has On You. Talkspace. https://www.talkspace.com/blog/how-parents-relationship-affects-yours/. Tillman, Kristen, "Parental Influence on College Students’ Career Aspirations" (2015). University Honors Program Theses. 86. https://digitalcommons.georgiasouthern.edu/honors-theses/86. Copyright © 2024 by Arete Coach LLC. All rights reserved.

Rather than defaulting to an immediate answer, I approached the problem as I believe all high-quality problem-solving should begin: by thinking first, unaided. I mapped hypotheses, articulated potential risks, and framed the nuances worth investigating. Only then did I turn to scholarly literature—drawing on peer-reviewed research in automation bias, cognitive offloading, creativity, and the design of critical thinking. To deepen the analysis, I engaged Gemini 2.5 Pro Deep Research and ChatGPT 5.0, not as a shortcut, but as intellectual sparring partners. They helped surface counterexamples, organize findings, and stress-test my framing. I evaluated the evidence through multiple lenses, including Bloom’s Taxonomy, Paul–Elder’s Critical Thinking Framework, and the Dreyfus Model of Skill Acquisition. At each stage, I reshaped AI-generated material, interrogated the reasoning, and contributed insights the tools themselves could not produce. Fact-checking was non-negotiable. Two references initially identified by AI were authored by credible experts in the domain, yet the specific articles and links provided were incorrect; they were removed. What remains is not the product of AI alone, nor solely my own work, but a co-created synthesis: a human-led, rigorously verified analysis sharpened through intelligent collaboration. This process—human ideation first, critical engagement with AI second, and rigorous verification last—offers a model for leaders. It ensures thinking remains active and independent, while enabling teams to go deeper, faster, and broader than they could alone. The Findings Proven Bias, Accelerated by AI Across sectors—from healthcare to aviation—research has documented automation bias for decades: the tendency to accept a machine’s recommendation even when it is incorrect (Bettis et al., 2022; Norman, 1990). The likelihood of error increases under conditions of time pressure, limited domain expertise, or insufficient scrutiny of outputs (Bettis et al., 2022). Leadership takeaway: Embed deliberate “challenge AI” checkpoints into decision processes. Make it standard practice to ask why before acting. The Power—and Peril—of Offloading Judgment to AI Delegating memory and information retrieval to AI can enhance efficiency, yet offloading judgment risks diminishing core capabilities (Risko & Gilbert, 2016; Fenech et al., 2023). Philosophers describe this as the Extended Mind: tools expand human cognition, but only when humans retain interpretive control (Clark & Chalmers, 1998). Leadership takeaway: Use AI to handle the mechanics; reserve the meaning-making for yourself. AI Can Spark Ideas—But Also Flatten Them Large-scale experiments indicate that while AI can enhance individual creativity, it often drives group outputs toward greater similarity (Cranford & He, 2023). Exposure to AI-generated ideas can also anchor thinking, narrowing the range of possibilities unless deliberate divergence is introduced. Leadership takeaway: Engage AI as an exploration tool, not a decision-maker. Require teams to generate multiple, even incompatible, options before converging on a path forward. Designing AI Use That Makes People Smarter When AI use is guided—requiring people to explain their reasoning, verify outputs, and iterate—higher-order thinking improves. In contrast, treating AI as a passive “answer machine” often reduces cognitive effort and depth (Smutny & Schreiberova, 2023). Leadership takeaway: Train teams not only in prompting skills, but in structured collaboration with AI. Make reasoning steps explicit and visible. Six Guardrails to Keep Your Thinking Sharp Effective AI integration requires deliberate guardrails: Match use to skill level: Deploy AI as scaffolding for novices and as a blind-spot detector for experts (Kaddoura, 2013). Separate ideation modes: Begin with human-only brainstorming before introducing AI input (Cranford & He, 2023). Force divergence: Require at least three incompatible solutions before making a decision. Prompt for inquiry, not answers: Use AI to pose questions and suggest evaluation criteria. Demand evidence: Insist on sources, confidence levels, and counterpoints (Bettis et al., 2022). Preserve human observation: Schedule AI-free sessions for pattern recognition and sense-making (Risko & Gilbert, 2016). Business Takeaway AI is more than a productivity tool; it becomes a true force multiplier only when leaders design systems that keep human judgment, creativity, and observation at the center. Organizations that succeed in the AI era will: Amplify human strengths, not replace them Train teams to challenge machine outputs and verify facts Protect independent ideation time to prevent innovation from converging into sameness Embed ethical and observational guardrails into every AI-assisted workflow The bottom line: If you keep your people thinking deeply, they—and your business—will stay ahead of competitors who just “ask the bot.” References Bettis, T. J., Kelly, C. E., & Crandall, B. W. (2022). Automation bias in human-AI decision-making: A review and synthesis. Journal of the American Medical Informatics Association, 29(9), 1550–1561. https://doi.org/10.1093/jamia/ocac099 Clark, A., & Chalmers, D. (1998). The extended mind. Analysis, 58(1), 7–19. https://doi.org/10.1093/analys/58.1.7 Cranford, E., & He, Y. (2023). Creativity with generative AI: Individual boosts and collective convergence. Science Advances, 9(45), eadi4983. https://doi.org/10.1126/sciadv.adi4983 Fenech, M., Strain, T., & Pannell, C. (2023). Cognitive offloading and metacognition: When and why people rely on external tools. Trends in Cognitive Sciences, 27(4), 322–336. https://doi.org/10.1016/j.tics.2023.01.005 Kaddoura, M. (2013). Think critically, nurse critically: Using Paul’s model of critical thinking in nursing education. Journal of Nursing Education, 52(9), 525–533. https://doi.org/10.3928/01484834-20130819-02 Norman, D. A. (1990). The “problem” with automation: Inappropriate feedback and interaction, not over-automation. Philosophical Transactions of the Royal Society of London. B, Biological Sciences, 327(1241), 585–593. https://doi.org/10.1098/rstb.1990.0095 Risko, E. F., & Gilbert, S. J. (2016). Cognitive offloading. Trends in Cognitive Sciences, 20(9), 676–688. https://doi.org/10.1016/j.tics.2016.07.002 Smutny, P., & Schreiberova, P. (2023). The impact of AI chatbots on higher education learning outcomes: A systematic review. Computers & Education: Artificial Intelligence, 5, 100145. https://doi.org/10.1016/j.caeai.2023.100145 Copyright © 2025 by Arete Coach™ LLC. All rights reserved.

Language is an essential component of coach-client interactions. The ability to express emotions and thoughts plays a significant role in understanding what might be hiding behind them. So, what happens when your client can't find the right words or doesn't have the language to define themselves and their emotions? Continue reading to uncover the answer through research conducted by Barbara Fölscher-Kingwill and Nicky Terblanche (2019). The scarcity of research focused on the impact of language on coaching success and individual change prompted Barbara Fölscher-Kingwill and Nicky Terblanche to conduct a study in 2019 entitled, The Role of Coaching and Coach Language in Clients. The research aimed to answer two key questions: To what extent does coaching change the language of clients? How does coach language influence client language during a coaching intervention? To answer these questions, Fölscher-Kingwill and Terblanche selected six clients who were coached by one of three coaches. The criterium for selection were that participants needed to (i) come from a variety of industries, and (ii) have notes that were taken during the coaching sessions. They conducted 12 in-depth face-to-face interviews with coaches and clients, which lasted approximately 60 minutes each. These interviews produced 12 transcripts. Using Atlas.ti software, data were analyzed according to the six phases of Thematic Analysis. The initial 368 codes were reduced to 140, which were sorted into 15 groups and three themes: Theme 1—coaching triggers iterative change in client language Theme 2—coaches confirm client linguistic change as essential to individual change Theme 3—coach language broadens client language in multiple ways The general finding that emerged from the data is that both coaches and clients reported significant changes to client language through coaching. Theme 1: coaching triggers iterative change in client language Source: Fölscher-Kingwill, B. and Terblanche, N. (2019) The first step towards personal change that clients emphasized was becoming aware of the language of their inner voice. Clients reported that they were often so disconnected that it was hard for them to hear that inner voice. They needed the help of a coach to bring their words to the surface. After achieving that, they were able to examine the language as an object. That led to the realization of how often we identify ourselves with words and phrases. By becoming aware of their inner language and the words they use, they noticed the impact their inner voice has on them and their identity. It was determined that most clients experienced inner discomfort at the beginning of coaching, which was attributed to not being able to answer the deep existential questions because of lack a of language. The lack of appropriate vocabulary led clients to describing their discomfort as anxiety, insecurity, and confusion. After they had integrated new, clearer language, they were able to define themselves, which they describe as the most critical movement of positive internal change. Coaching taught them to identify their emotions with linguistic accuracy. The development of new phrases and language positively impacted their self-confidence and self-acceptance. Coaching influenced the change in criteria that clients used for measuring success, going from external (such as financial success) to internal criteria (making a difference). Going through positive internal change influenced how clients interacted with others. That was especially visible in conflict situations. The key method that helped them to move away from reactive behaviors was "slowing down." The clients explained how coaching helped them to change their management style, going from "authoritative" and "directive" to "engaging" and "collaborative." The most significant change they had experienced was learning to truly listen. The final change that happened through coaching is learning how to use the language intentionally to facilitate individual change. Using linguistic priming, clients started to “feed the brain with the thoughts, the language that you want it to play,” as one of the clients described. Theme 2: coaches confirm client linguistic change as essential to individual change Source: Fölscher-Kingwill, B. and Terblanche, N. (2019) Having interviews focused on examining language helped coaches gain new insights about the relationship between language and individual change. They realized that new language could open a client's mind to new concepts, different perspectives, and realities. Reports on client linguistic change by coaches and clients were highly consistent and similar. It can be concluded that certain linguistic methods make coaching a very successful form of communication. After clients acquired new language, positive changes that coaches noticed were enhanced levels of contentment, self-understanding, and confidence. The conclusion can be drawn that obtaining more language enables the change in client perspectives, which leads to increased emotional well-being. Theme 3: coach language broadens client language in multiple ways Source: Fölscher-Kingwill, B. and Terblanche, N. (2019) Most clients were aware of the phrases and words used as part of the coaches' language. In fact, clients eventually started using similar language themselves (for example, “I need to reframe"). One of the main influencers that enabled new thinking for clients and opened up a new world for them is the internalization of the coaches' key questions, such as “What are you leaving behind and what are you moving towards?” This study showed that the coaches' role in helping clients find new language was especially vital in broadening clients' vocabulary of concepts, practicing positive reframes, and practicing key phrases that would later become linguistic primers. Another significant finding supports the importance of asking key questions in coaching as it was shown that coaches' questioning techniques played a pivotal role in helping clients broaden their perspective and gain clarity. The results of this study showed that verbal solutions provided by a coach might support individual change. The authors indicate that this is in alignment with the findings of Gessnitzer et al. (2016) and contradicts the belief that coaches should use a language similar to a client's language as suggested in Grove’s Clean Language practices (in Wilson, 2014). One of the successful methods that facilitated the change in client language was the deliberate rehearsal of newly constructed phrases. At the beginning of practicing these phrases, the clients’ inner belief often didn’t align with the new phrases they were telling themselves. However, after practicing them regularly, they began believing in them. Another essential tool in coach-client interactions is active listening. That was supported in this study with clients emphasizing that the success of their individual change depended on the quality of their coach's listening. Coaches mentioned two important modes of listening. One, they would be fully immersed in the client’s language. Two, they would interpret while listening. When it comes to what was most helpful in assisting a change in language, the clients' reports on reflecting and reframing were inconsistent. Some clients preferred reflection of their own language, while others found reframing more useful. On the other hand, the coaches' insights were unanimous and concluded that reframing helped get closer to their client's language to create shared understanding. Actionable Steps This study offered valuable insights into the role that coach language has in client change and coaching success. It was shown that coaching influenced linguistic change, which facilitated individual change. Moreover, it can be concluded that coach language has an impact on client language. The results of this and similar studies show the importance of language as a tool for change. Coaches should be aware of the weight that their words carry and the strong impact the language they use might have on their clients. By using insights from studies like this one, coaches could learn how to use the language more effectively to assist the individual change. Some of the skills that coaches need to steadily develop, which were also suggested by Fölscher-Kingwill and Terblanche, include: Bringing the words of clients' inner language to the surface and offering verbal suggestions to help them with positive reconstructions Building own vocabulary to extend their emotional range and verbal granularity Using linguistic priming techniques to activate individual change Using different modes of listening Using reframing and reflecting References Gessnitzer, S., Schulte, E. and Kauffeld, S. (2016) '"I am going to succeed": The power of self-efficient language in coaching and how coaches can use it', Consulting Psychology Journal: Practice and Research, 68(4), pp.294-312. DOI: 10.1037/cpb0000064. Fölscher-Kingwill, B. and Terblanche, N. (2019) 'The role of coaching and coach language in clients’ language and individual change', International Journal of Evidence Based Coaching and Mentoring, 17 (2), pp.158-173. DOI: 10.24384/bnaz-3r85 Wilson, C. (2014) Performance Coaching: A Complete Guide to Best Practice Coaching and Training. London: Kogan Page Copyright © 2021 by Arete Coach LLC. All rights reserved.

Throughout history, questions have played an essential role in shaping human thought and progress. From the inquiries of ancient philosophers to the probing inquiries of modern scientists, questions have driven the quest for knowledge and understanding. This article delves into the transformative power of a question, exploring the various ways it ignites curiosity, challenges assumptions, and awakens our minds. Through examining these diverse effects, we aim to underscore the vital importance of cultivating a questioning mindset in education, the workplace, and everyday life. Read on to discover seven impactful outcomes of asking potent questions. Powerful questions trigger the desire for knowledge A well-phrased question naturally piques interest, prompting us to seek answers, explore new ideas, and expand our understanding of the world around us. This innate curiosity is a fundamental driving force behind human learning and development. By engaging our curiosity through questions, we not only satisfy our immediate desire for knowledge but also stimulate a lifelong passion for learning and intellectual growth. A few questions that trigger the desire for knowledge include: What leadership qualities do you admire in others, and how can you cultivate those qualities in yourself? How can you leverage your strengths to overcome challenges in your professional life? What emerging trends and developments in your industry should you be aware of to stay competitive? "The important thing is not to stop questioning. Curiosity has its own reason for existing." - Albert Einstein Powerful questions encourage critical thinking Questions serve as a catalyst for critical thinking, stimulating the mind to analyze information, evaluate ideas, and synthesize new knowledge. This process challenges our preconceived notions, urging us to look beyond the surface and scrutinize underlying assumptions, biases, and evidence. By fostering a questioning mindset, we can enhance our cognitive skills, make better-informed decisions, and navigate the complexities of an ever-evolving world. A few questions that encourage critical thinking include: What assumptions might be influencing your decision-making process in this situation? How can you effectively weigh the pros and cons of a difficult decision? In what ways might your personal biases impact your interactions with team members? "The unexamined life is not worth living." - Socrates Powerful questions open up new perspectives Asking questions invites diverse viewpoints and fosters meaningful discussions. This exposure to different ideas and opinions broadens our horizons, allowing us to see things from a fresh perspective. By actively seeking out alternative perspectives, we can combat the pitfalls of groupthink, confirmation bias, and intellectual stagnation, promoting a more inclusive and nuanced understanding of the world. A few questions that open new perspectives include: How would a team member with a different background or skill set approach this problem? Can you identify potential blind spots in your current strategy? How might you incorporate diverse perspectives to make more well-rounded decisions? "If you change the way you look at things, the things you look at change." - Wayne Dyer Powerful questions inspire creativity and innovation Questions can act as a catalyst for creative problem-solving and innovative thinking. By encouraging us to think outside the box, imagine new possibilities, and push the boundaries of what we believe is possible, questions fuel progress. The most groundbreaking discoveries and inventions often arise from asking daring, unconventional questions that challenge the status quo. A few questions that inspire creativity and innovation include: What innovative approaches can you implement to improve team productivity and collaboration? How can you foster a culture of creativity and experimentation within your organization? In what ways might you challenge conventional thinking to generate novel solutions to pressing problems? "Creativity is thinking up new things. Innovation is doing new things." - Theodore Levitt Powerful questions promote self-awareness and growth Reflective questions can lead to increased self-awareness, as they encourage introspection and a deeper understanding of our own beliefs, values, and motivations. Through self-discovery, we can identify areas for personal growth and development, fostering emotional intelligence, resilience, and adaptability. By regularly posing introspective questions, we can cultivate a reflective mindset that empowers us to navigate the challenges of modern life with greater self-awareness and authenticity. A few questions that promote self-awareness and growth include: How do your personal values align with your leadership style and professional goals? Can you identify patterns in your behavior that may impact your effectiveness as a leader? What aspects of your leadership style could benefit from further development or refinement? "Knowing yourself is the beginning of all wisdom." - Aristotle Powerful questions build connections Questions can help us connect with others by expressing genuine interest in their thoughts, experiences, and perspectives. Engaging in open-ended, meaningful conversations fosters empathy, understanding, and stronger relationships. By valuing and actively seeking diverse perspectives, we can cultivate a sense of belonging and community, both in our personal lives and in broader societal contexts. A few questions that help build connections include: How can you develop deeper connections and trust with your team members? What strategies can you employ to show empathy and understanding toward colleagues and subordinates? How can you create an environment that encourages open communication and collaboration? "Alone, we can do so little; together, we can do so much." - Helen Keller Powerful questions motivate action and change Challenging questions can inspire others to reevaluate their beliefs, assess their actions, and consider making changes. By posing thought-provoking questions, we can spark introspection, debate, and activism, leading to positive transformations on both individual and societal levels. As agents of change, questions have the potential to drive social progress, challenge the status quo, and inspire meaningful reform in areas such as education, politics, and environmental sustainability. A few questions that motivate action and change include: What specific actions can you take to drive positive change within your organization? How can you inspire and empower your team to take ownership of their work and contribute to the organization's success? What steps can you take to address any skills gaps or development needs within your team? "Change is the law of life. And those who look only to the past or present are certain to miss the future." - John F. Kennedy The main takeaway A question holds remarkable power to ignite curiosity, challenge assumptions, and awaken our minds. By stimulating our desire for knowledge, encouraging critical thinking, opening up new perspectives, inspiring creativity, promoting self-awareness, building connections, and motivating action and change, questions serve as a fundamental tool for intellectual and personal development. Cultivating a questioning mindset in our daily lives can lead to profound growth and progress, both for individuals and society as a whole. Embracing the transformative power of questions is essential in fostering a vibrant, dynamic, and inclusive world that values curiosity, creativity, and critical thinking. In this article, we delve into the transformative power of questions, building upon our previous piece titled, "Going Beyond Small Talk: Discovering Deeper Truths Through 10 Powerful Questions"—an article which provides context behind the “10 powerful questions to ignite the soul” chapter found in Next 10: Coach Wisdom for Entrepreneurs, Business Owners, and CEOs Wondering What Moves to Make Next, a book written by the Host and Curator of Arete Coach Podcast, Severin Sorensen, with contributions from Amelia Chatterley. Copyright © 2023 by Arete Coach LLC. All rights reserved.

Most executives can describe their product in a sentence and their org chart in a paragraph, yet struggle to explain how the pieces of their business actually connect to create and capture value. That gap is exactly what the Business Model Canvas was built to close. Developed by Alexander Osterwalder and Yves Pigneur out of Osterwalder's earlier doctoral research (Osterwalder, 2004) and popularized in their 2010 book Business Model Generation (Osterwalder & Pigneur, 2010), the canvas has become one of the most widely taught strategy tools in business schools and accelerators worldwide, yet it remains underused at the executive level, where it is often dismissed as a startup exercise rather than a serious instrument for ongoing strategic clarity. That dismissal undersells what the canvas can do. The canvas earns its popularity because it does something most strategic frameworks fail to do: it forces an entire business model onto a single page, where every element can be seen in relation to every other element at once. For an executive coach working with a CEO who feels busy but unfocused, or a leadership team that has drifted into managing functions instead of managing a business, the canvas offers a fast, visual way to surface misalignment before it becomes a crisis. The Nine Building Blocks The canvas organizes a business into nine interlocking components, arranged so that the right side captures value creation for the customer and the left side captures the internal engine that delivers it. Customer Segments define who the business serves, and forces leaders to be specific rather than comfortable. "Everyone" is not a segment. Value Propositions articulate the bundle of products and services that create value for each segment, and what job the customer is hiring the business to do. Channels describe how the business reaches customers, delivers its value proposition, and supports them after the sale. Customer Relationships capture the type of relationship each segment expects, from high-touch personal assistance to fully automated self-service. Revenue Streams show how the business actually captures value from each segment, and whether that revenue is transactional or recurring. Key Resources list the assets, physical, intellectual, human, or financial, that the business model requires to function. Key Activities identify the most important things the company must do well to deliver its value proposition. Key Partnerships map the network of suppliers and partners that make the business model work, and clarify what the business has chosen not to own. Cost Structure rounds out the model by identifying the most important costs inherent to the business, and whether the model is fundamentally cost-driven or value-driven. Taken together, these nine blocks reveal a business model as a system of choices rather than a static description. Change one block and the pressure shows up somewhere else. A shift toward a lower-touch customer relationship, for example, tends to reduce cost structure while placing new demands on channels and key activities. Executives who work through the canvas with real rigor often discover that a strategic problem they attributed to execution was actually a structural mismatch between blocks, such as a premium value proposition delivered through channels built for a mass-market segment. Why It Belongs in the Coaching Room Executive coaches are in a unique position to use the canvas well, because the tool rewards the kind of honest, structured conversation that coaching sessions are built for. Unlike a financial model, the canvas does not require weeks of data gathering. A leadership team can fill out a first draft in ninety minutes and immediately begin arguing productively about where the assumptions are weakest. That speed makes it well suited to a coaching engagement, where the goal is often to help a leader see their business freshly rather than to produce a polished deliverable. The canvas also creates a shared vocabulary across a leadership team. When a CFO, a head of sales, and a chief product officer each describe the business in their own functional language, real disagreements often hide behind imprecise words. Mapping the business onto a single canvas, together, in the same room, tends to surface those disagreements directly. A coach who introduces the canvas is doing more than handing a client a template to fill out alone; the coach is creating the conditions for a conversation the leadership team has been avoiding. For coaches working with founders and small business owners, the canvas offers something else: a way to test whether a business idea deserves further investment before a full business plan gets written. For coaches working with established leaders inside larger organizations, it works differently, serving as a diagnostic tool rather than a planning one, revealing where a mature business model has quietly drifted out of alignment with a market that has changed underneath it. Bringing AI Into the Canvas The canvas was designed for a whiteboard and sticky notes, but it adapts naturally to AI-assisted work, particularly in the early stages of drafting and stress-testing a model. AI is well suited to generating a first-pass draft that a leader can react to, surfacing overlooked segments or partnership options, and pressure-testing the internal logic of a completed canvas by asking where its blocks contradict one another. Used this way, AI compresses the time it takes to get a rough draft on the page, without replacing the conversation the canvas is meant to provoke, which leaves more of the coaching session for the harder work of debating where the draft's assumptions don't hold. The following prompt starters give leaders and coaches a practical way to bring AI into that process, with each prompt structured around seven components: What, How, Intent, Specificity, Persona, Examples, and Requirements. Drafting the Canvas [Persona] Act as a senior strategy consultant experienced in early-stage business modeling. [What] Draft a first-pass Business Model Canvas for [company or idea], covering all nine blocks. [Intent] The goal is a debate-ready starting point the leadership team can react to and correct, not a finished document. [Specificity] Base each block on what is known about the industry and company, and note where you are inferring rather than confirming. [How] Present the canvas as nine labeled sections, one paragraph each. [Requirements] Flag every assumption you make so I can correct it before we use this in a session. Stress-Testing the Canvas [Persona] Act as a business model reviewer trained to spot structural inconsistency. [What] Review this completed Business Model Canvas: [paste canvas]. [Intent] Identify where the nine blocks contradict each other rather than reinforce each other. [Specificity] Pay particular attention to mismatches between Value Propositions, Channels, and Customer Relationships. [How] List each contradiction in plain language, one sentence describing the tension and one sentence describing why it matters. [Requirements] Do not suggest fixes yet. Surface the tensions only. Expanding Customer Segments [Persona] Act as a market segmentation analyst. [What] Review our current Customer Segments: [list segments]. [Intent] Surface overlooked or emerging segments the team has not considered. [Specificity] Propose three additional segments grounded in adjacent markets or underserved use cases. [How] For each proposed segment, state the segment, the value proposition it would require, and one risk of pursuing it. [Requirements] Do not propose a segment without also naming the value proposition it needs. Assessing Partnership Risks [Persona] Act as a partnership risk analyst. [What] Review our Key Resources and Key Activities: [list]. [Intent] Identify which of our current Key Partnerships are most exposed to competitive disruption. [Specificity] Rank the partnerships from most to least vulnerable and explain the reasoning behind the ranking. [How] Present the ranking as a short list with one line of rationale per partnership. [Requirements] Ground every ranking in a stated reason, not a general risk category. Diagnosing Cost-Revenue Alignment [Persona] Act as a financial model reviewer. [What] Compare our Cost Structure and Revenue Streams: [describe both]. [Intent] Determine honestly whether the model reads as cost-driven or value-driven. [Specificity] Identify the specific point where the two blocks are out of alignment, if one exists. [How] Give a direct verdict first, then the reasoning behind it. [Requirements] Do not soften the verdict for the sake of diplomacy. The Business Model Canvas has earned its place in business school curricula for a reason: it makes a complex system legible in a single glance. For executive coaches and the leaders they serve, that legibility is the real value. A business that can be seen whole, on one page, is a business whose leadership team can finally agree on what needs to change. References Osterwalder, A. (2004). The business model ontology: A proposition in a design science approach [Doctoral dissertation, University of Lausanne]. Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. John Wiley & Sons. Copyright © 2026 by Severin Sorensen. All rights reserved.

Picture a fairly typical AI rollout. A management team spends the better part of a year on it: a long vendor bake-off, a training curriculum, a launch date with a return-on-investment target attached. Three months in, usage numbers are flat, and it turns out a handful of people have already moved on to a different tool nobody approved, because it just worked better for what they actually needed. Leadership can't quite explain it. The plan was sound. The execution was sound. And yet. It's a familiar pattern, and not because anyone involved did anything wrong by their own logic. Most of us default to the same problem-solving posture no matter what we're facing: gather information, build a plan, execute. It's what most management training teaches, and it's genuinely the right approach for a lot of problems. But not all of them. Some situations can't be planned your way through, only learned your way through, and mistaking one for the other is an expensive habit. The Cynefin framework, developed by Dave Snowden in the late 1990s while he was at IBM, offers a way to avoid this mistake. Cynefin, a Welsh word that roughly translates to habitat or place of belonging, is not a categorization scheme for sorting problems into neat boxes. It is a sense-making tool that helps leaders diagnose what kind of system they are actually operating in before they choose how to respond. That diagnosis, done well, changes everything about the decision that follows. Four Domains, Four Very Different Responses Cynefin identifies four primary domains, distinguished by how clearly cause and effect can be understood, plus a fifth condition of disorder that describes not yet knowing which domain applies (Snowden & Boone, 2007). In the clear domain, sometimes called the obvious domain, cause and effect are well understood and repeatable. Best practices exist and reliably work. The right sequence is to sense the situation, categorize it against a known pattern, and respond according to established procedure (Snowden & Boone, 2007). Processing a routine invoice or onboarding a new hire with a standard checklist both belong here. The risk in this domain is complacency: leaders who assume a situation is obvious can miss the early signals that it has actually shifted into something less predictable. In the complicated domain, cause and effect still exist and can be known, but discovering the relationship requires expertise or analysis. There is a right answer, or at least a defensible best answer, and finding it rewards skilled judgment. Structuring a financing deal, engineering a bridge, or diagnosing a mechanical failure all live here. The sequence is sense, analyze, and respond (Snowden & Boone, 2007). Most professional training, and most of the consulting industry, is built for this domain, because it rewards rigorous analysis with dependable outcomes. In the complex domain, cause and effect can only be understood in retrospect. The system involves many interacting agents, often including human behavior, that resist full modeling in advance (Snowden & Boone, 2007). Launching a product into an uncertain market, shifting an organization's culture, or introducing a new technology into a workforce with its own habits and incentives all belong here. The correct sequence is probe, sense, and respond. Leaders run small experiments designed to be safe to fail, observe what actually happens, and let the real feedback shape the next move. Expertise still matters, but it cannot substitute for observation, because the system will not hold still long enough to be fully analyzed before it needs a response. In the chaotic domain, no discernible relationship between cause and effect exists yet. A system-wide outage or a sudden crisis belongs here. The only responsible sequence is act, sense, and respond: stabilize first, observe the effect of that action, and adjust from there (Snowden & Boone, 2007). Waiting for analysis during genuine chaos is itself a choice, and usually the wrong one. The fifth condition, disorder, sits at the center of the model and describes not knowing which domain you are actually in (Snowden & Boone, 2007). This may be the most dangerous place a leader can stand, because people in disorder tend to retreat toward whichever domain feels most comfortable to them personally rather than the one the situation demands. An executive who built a career on rigorous analysis will often try to analyze a complex problem into submission. An executive who built a career on decisive action will sometimes act prematurely on something that actually calls for patient experimentation. The framework's most practical use may simply be the discipline of pausing long enough to ask which domain is actually in play. Why This Matters for AI Adoption This distinction is especially relevant right now, as organizations make decisions about artificial intelligence. Many leadership teams approach AI adoption as though it were a complicated problem: select the right vendor, follow a structured implementation playbook, train the workforce according to a fixed curriculum, and expect a predictable return. But AI adoption inside a real organization, with its existing culture, its skeptics and its early adopters, its informal workflows and its internal politics, behaves like a complex system rather than a complicated one (Snowden & Boone, 2007). Cause and effect only become visible after the fact. The organizations that navigate this well tend to treat early AI initiatives as safe-to-fail probes rather than fully specified rollouts (Kurtz & Snowden, 2003). They pilot a tool with a willing team, watch closely for what genuinely changes in how people work, amplify what proves useful, and quietly retire what does not, instead of committing the whole organization to a plan built on assumptions about how the technology will land. This is not a failure of ambition. It is an accurate reading of the terrain. A Practical Discipline The habit Cynefin teaches is simple to describe, even if it takes real discipline to practice. Before reaching for a plan, a playbook, or an expert opinion, pause and ask what kind of system is actually in front of you. If the relationship between action and outcome is well established, follow the best practice and move on. If uncovering that relationship requires expertise, bring in the right analysis. If the outcome can only be understood by observing what happens when you act, run the smallest experiment that will give you real information, and be genuinely willing to let what you learn change your plan. And if the situation is truly chaotic, act first to create stability, and save the explanation for later. Leaders rarely struggle because they lack a framework; they struggle because they apply the same framework to every situation, regardless of the ground beneath them. The real value of Cynefin is not the map itself. It is the habit of checking the map against the terrain before taking the next step, a discipline Snowden and Boone (2007) describe as central to sound leadership judgment. References Kurtz, C. F., & Snowden, D. J. (2003). The new dynamics of strategy: Sense-making in a complex and complicated world. IBM Systems Journal, 42(3), 462-483. https://doi.org/10.1147/sj.423.0462 Snowden, D. J., & Boone, M. E. (2007). A leader's framework for decision making. Harvard Business Review, 85(11), 68-76. Copyright © 2026 by Severin Sorensen. All rights reserved.

In the words of Robbie Robertson, “You don’t stumble upon your heritage. It’s there, just waiting to be explored and shared.” Those who have gone before us, our parents, ancestors, family members, and those around us such as friends and mentors can have a great impact on the trajectory of our lives. One way that we can examine the impact that others have had on our lives is by doing a genogram exercise. In this exercise, you walk back in time through your family line examining a variety of features such as career, relationships, health, and personality. Below we examine how to do a genogram exercise and the benefits of looking back and examining potential influences on our careers, thought processes, relationships, and behaviors. “If you don't recount your family history, it will be lost. Honor your own stories and tell them too. The tales may not seem very important, but they are what binds families and makes each of us who we are.” - Madeleine L’Engle The data: research and insights related to the genogram exercise What does the data and research say about reviewing your genogram? Is there any science behind looking to those in our past and those around us? According to research discussed below, by examining the careers, health, and behaviors of those in our family line and those around us we can gain insight into potential explanations for behavior, belief, health challenges, mental health, and even career paths. The nature vs. nurture controversy Before examining this exercise, it is important to note the continued debate amongst psychologists called “nature vs. nurture.” This debate focuses on the “question of how much a person’s characteristics are formed by either” genetics (nature) or upbringing and life experiences (nurture). Currently, psychologists and scientists have established that these two categories both have a complex relationship to personality, behavior, intelligence, and other characteristics. Therefore, today we conclude that “both” natural influence through genetics and nurturing influence via personality traits of parents, relationships, and experiences impact the development and characteristics of an individual (PsychologyToday, n.d.). Because of this understanding, we can look at genograms as a diagram of complex influence. By examining the types of traits relatives and others have had, we can examine their effect on an individual, understanding that there might be a genetic trait as well as a shared experience as an explanation for similarities or differences. “The most important influence on a child is the character of its parent, rather than this or that single event.” - Erich Fromm Parental influence on careers Research from Georgia Southern University compared the careers of the parents of students studying to become teachers. Their research found that slightly more students had parents who worked in education. This indicates that parental careers can have an influence on the career choices of children (Tillman, 2015). In surveys by JobList, 48% of survey respondents felt “that their parents strongly influenced their career path, while almost 40% felt pressured to follow their parents’ career advice.” They also discovered that 2 in 3 parents “said they were disappointed that their child did not follow their desired career.” Furthermore, almost 25% of respondents stated that the influence that parents had on their careers began at the age of 6. Lastly, they found that the number one industry desired by parents for their children was information technology, and the most popular industry for survey respondents to work in was also information technology (JobList, 2021). Meta, previously Facebook, has also conducted research regarding the influence of the careers of parents. They found that “a child may be much more likely to follow in his or her parents’ footsteps.” However, they also indicate that the “absolute percentage may still be quite low.” For example, a son with a father in the military is “5 times more likely to enter the military, but just 1 in 4 sons of a military professional does so.” They summarize their research by stating that “people within a family are proportionally more likely to eventually also choose the same occupation… However, in absolute terms, the vast majority of kids strike their own path and choose a profession different than that of their parents or their siblings” (Adamic & Filiz, 2016). In summary, we can conclude that parents have an influence on the careers of their children, but as indicated in the nature versus nurture debate, this relationship can be complicated by a parent’s experience in their career, the parent-child relationship, and a child’s unique experiences. Nonetheless, parental careers do appear to have some influence on the career choices of children. Parental influence on relationships, thought patterns, behaviors, and mental health Relationships between family members can have a great impact on the development of a child and their personality, behavior, and beliefs. Melissa Stanger, Licensed Master Social Worker, explains that the relationship between parents can influence the offspring's relationships, their ability “to be vulnerable,” how they “handle conflict,” and how they “express emotion” (2019). The relationships displayed around individuals in their youth have the ability to teach them healthy or unhealthy behaviors, thought patterns, characteristics, and/or beliefs. In regards to mental health, while the link between genetic inheritance and mental health is still being studied, Stanford University states that “if someone has a parent or sibling with major depression, that person probably has a 2 or 3 times greater risk of developing depression compared with the average person.” They also explain that for depression specifically, “in most cases… around 50% of the causes are genetic and around 50% is unrelated to genes (psychological or physical factors)” (Levinson & Nichols, n.d.). Ultimately the relationships and behaviors of those around children in their development can have a great impact on their future characteristics, personality, behavior, mental health, and conflict management. “If you want to understand today, you have to search yesterday.” - Pearl S. Buck The why: why study your genogram? A genogram can be an insightful tool to reference when examining the influences that others have had in your life. By looking back at the relationships, careers, and health of ancestors, individuals can learn more about the potential sources of their personality and even the potential roots of their challenges. However, aside from gaining insight and explanations for one’s own behaviors, what benefits can be gained from examining a Genogram? Enhanced “intellectual performance” Research from the European Journal of Social Psychology states that “thinking about one’s genetic origin (i.d. ancestors) provides people with a positive psychological resource that increases their intellectual performance” (Fischer et al., 2010). They studied this by instructing some research participants to think about their ancestors while others did not. After this, they measured how the participants thought they would perform on intelligence tasks and how they actually performed. They found that those who thought about their ancestors had higher expectations and higher intelligence scores. They conclude that this might be because when individuals review their ancestors, they experience “increased levels of perceived control and promotion orientation” (Fischer et al., 2010). “I think history is inextricably linked to identity. If you don't know your history, if you don't know your family, who are you?” - Mary Pipher Identity insights According to Anna Lima from the Journal of Cape Verdean Studies, examining one’s family history “gives a better understanding of self” and “a greater sense of self-confidence, increased self-understanding, and greater resolve to improve personally (2019). By doing a genogram exercise, individuals gain insight into the many influences on their identity and are encouraged to continue their family legacy via self-improvement. Encouragement and learning By examining the lives, lessons, behaviors, choices, outcomes, and stories of those in past families, individuals can receive encouragement and even learnings. For example, when an individual can see the financial stability of their family increase throughout generations, they receive encouragement in that they come from a family with a success story. Otherwise, if a genogram shows the poor behavior or mistakes of past generations and their negative consequences, individuals can learn from these mistakes without having to experience this themselves (Lima, 2019). How to create your genogram When creating your genogram it is important to note that it can be as simple or as detailed as desired. However, the more detailed your genogram is, the more common trends and details you might notice when examining your finalized graph. Genograms can be created using paper and pen, but online programs can also be used. Check out this video of an example of what a genogram can look like and the steps to create one. When creating a genogram, it is important to know a few key symbols. If you are an executive coach using the genogram as a coaching exercise in a group, it might be helpful to print the following chart out and disperse it amongst your coaching group. Consider the following chart from GenoPro: “When you know your why, you’ll know your way.” - Michael Hyatt For the executive coach The genogram is a great tool that can be used in executive coaching, specifically as a peer group activity. However, it is important to remember that executive coaches are not mental health professionals and are not qualified to address past family trauma or mental health disorders. In cases where past trauma or mental health challenges are discussed, it is important that executive coaches make referrals to mental health professionals as necessary. Aside from this, executive coaches can encourage their clients to look back on their genogram as a source of insight into their current careers, behaviors, and beliefs. Doing so can encourage coaching participants to work towards their own development, increase their confidence, and give them insight into the potential “why” behind their behaviors and career. Looking back and examining the “why” of their behaviors can also give executive coaches additional insight on how to best help their coaching clients and the mental or physical roadblocks on their way to success. The main takeaway The genogram exercise is a great way for individuals—either in a coaching session or in a peer group—to gain insight into their own careers, behaviors, challenges, and family history. By doing this exercise, participants can gain confidence, a desire to improve themselves, encouragement, and even increased performance. Introducing this exercise to peer groups and executive coaching clients can give insight into the “why” behind certain behaviors and beliefs. Doing this exercise can also give executive coaches additional insight into the beliefs and behaviors of their clients, ultimately helping them provide the coaching that best suits their needs. “In every conceivable manner, the family is link to our past, bridge to our future.” -Alex Haley References Adamic, L., & Filiz, I. O. (2016, March 17). Do jobs run in families? Meta. https://research.facebook.com/blog/2016/03/do-jobs-run-in-families/. BrainyQuote. (n.d.). BrainyQuote. https://www.brainyquote.com/quotes/robbie_robertson_642298. Fischer, P., Sauer, A., Vogrincic, C., & Weisweiler, S. (2010). The ancestor effect: Thinking about our genetic origin enhances intellectual performance. European Journal of Social Psychology, 41(1), 11–16. https://doi.org/10.1002/ejsp.778. GenoPro. (n.d.). Genogram Symbols - GenoPro. https://genopro.com/genogram/symbols/. JobList. (2021, September 21). The Impact of Parental Influence: Career Edition. https://www.joblist.com/trends/the-impact-of-parental-influence-career-edition. Levinson, D., & Nichols, W. (n.d.). Genetics of Brain Function. Stanford Medicine. https://med.stanford.edu/depressiongenetics/mddandgenes.html. Lima, A. (2019). Family History and Genealogy: The Benefits for the Listener, the Storyteller and the Community. Virtual Commons - Bridgewater State University. https://vc.bridgew.edu/jcvs/vol4/iss1/5/. Psychology Today. (n.d.). Nature vs. Nurture. https://www.psychologytoday.com/us/basics/nature-vs-nurture. Stanger, M. (2019, October 1). 4 Effects Your Parents’ Relationship Has On You. Talkspace. https://www.talkspace.com/blog/how-parents-relationship-affects-yours/. Tillman, Kristen, "Parental Influence on College Students’ Career Aspirations" (2015). University Honors Program Theses. 86. https://digitalcommons.georgiasouthern.edu/honors-theses/86. Copyright © 2022 by Arete Coach LLC. All rights reserved.

Social media has become a central part of modern communication and technology, especially as younger generations enter the workforce. Today there are over 3 billion social media users worldwide (Oberlo, n.d.). Social media has become “a social lifeline” for many and is now a daily part of life (Molla, 2021). The influence and use of social media is a growing trend in today’s society. As social media continues to be a primary source of communication for many people, how can executive coaches use this tool to benefit their coaching practice? What can a social media presence offer executive coaches and what are some practical tips on how to use social media? “Social media is changing the way we communicate and the way we are perceived...” - Amy Jo Martin Benefits of social media Having an active presence on social media allows executive coaches to stay connected with other executive coaches, clients, and business leaders around the world. The ability to connect and communicate with these different groups of people offers several key benefits for executive coaches. Meaningful conversations Social media has the power to create meaningful conversations with current, prospective, and former clients regardless of their location. For example, consider LinkedIn, the #1 source for “professionally relevant” content (LinkedIn, 2017). When executive coaches have an active social presence on LinkedIn, they can share their thoughts on current business trends with their connections. These posts can spur on meaningful conversations between executive coaches, their clients, and their colleagues worldwide starting a communal well of knowledge and ideas. Executive coaches can take advantage of the opportunity to create asynchronous meaningful communication by creating posts about topics that are relevant to what their clients are facing in their businesses. For example, coaches who are working with CEOs during the covid-19 pandemic can post information about other companies’ work-from-home policies. These posts can start a meaningful discussion between the executive coach and his/her peers and clients. If a media post is considered especially impactful, it can then be discussed in peer-group or one-to-one sessions as needed. Otherwise, coaches can introduce new ideas to their social media platform, potentially spurring on brand new conversations and ideas. “You can never go wrong by investing in communities and the human beings within them.” - Pam Moore Increasing connections Social media gives executive coaches the opportunity to connect and network with other coaches and business leaders worldwide. Research shows that building connections with other business professionals has several benefits including greater “access to relevant information” and more “career opportunities” (Utz, 2015). “Access to relevant information” can help executive coaches be aware of new training programs and conventions to attend for skill development (Utz, 2015). Furthermore, having access to information relevant to the executive coaching practice enables coaches to continually learn new coaching strategies and skills. Having established connections can also produce more “career opportunities” (Utz, 2015). These opportunities can include new client acquisitions, speaking opportunities, and potential invitations to work with others on new projects and programs. By having a virtual network and increasing connections via social media platforms, executive coaches can ensure that they are learning new information and embracing new opportunities. Increased visibility Having an active social media presence can also make executive coaches more visible and accessible for new opportunities. This is especially true for executive coaches just starting their own practice within an organization or as a private company. Social media can give others the opportunity to see what your values, services (executive coaching, CEO coaching, etc.), specialties, and outcomes are. Social media activity reinforces the visibility of a profile on many social media platforms’ algorithms. These algorithms decide what profiles and pages to recommend to new or already existing social media users. Active social media profiles are favored by social media algorithms, thus increasing the number of individuals introduced to the executive coach’s account. Being an active and visible participant in the social media community makes it easier for new clients, other executive coaches, and business leaders to find your practice. Increased knowledge base Research shows that those who use LinkedIn or Twitter have a greater database of knowledge and career opportunities at their disposal than those without social media (Utz, 2015). This database of knowledge can include information about the tools other executive coaches use in their practice, the current challenges faced by business leaders, and the findings of current research studies. Researchers Kind and Evans claim that “social media and online networking platforms are a key way to continuously learn in today's information sharing society” (2014). Executive coaches who continually learn new tools and strategies can better tackle new challenges that their clients face and change their coaching strategies to better suit different clients’ needs or personalities. Social media also allows executive coaches to stay up-to-date with the current challenges faced by their clients and the latest findings from academic research. By understanding the current challenges faced by CEOs and executives worldwide, executive coaches can better tailor their coaching strategies to meet these needs. By staying up-to-date on the latest research, executive coaches can ensure that they are using effective and scientifically supported methods in their coaching practice. “Social media is not just an activity; it is an investment of valuable time and resources…” - Sean Gardner Tips on using social media Because of the wide audience that social media offers and the impact it can have on an executive coach’s practice, it is important for executive coaches to use social media effectively. Consider the following tips for social media usage. Consider what platforms best meets the audience’s needs Executive coaches should determine who their target audience is, in other words, who are they trying to reach and connect with. After deciding upon the target audience, executive coaches should then determine what social media platforms best meet their needs. Each social media platform has its own purpose and audience. Instagram Instagram is focused on photos and short videos called “Reels.” The average age of Instagram users is between 25 and 34 years old (Statistica, 2021). Instagram can give executive coaches the opportunity to create personal connections with their audience and encourage their clients between coaching sessions via posting impactful quotes. LinkedIn LinkedIn functions as a social platform for business-related networking and connections. Executive coaches can use LinkedIn to expand their network, share information related to their practice, and connect with other executive coaches. Twitter For executive coaches who wish to present new ideas to their coaching community, Twitter functions primarily as a place to share broad new ideas and insights. However, what makes Twitter unique is that the ideas shared are required to be short, sweet, and to the point in a post called a “Tweet.” Executive coaches can use this tool as a platform for their day-to-day inspiration and learnings. Facebook Facebook offers users the ability to share videos, posts, and photos. Longer posts and videos are more acceptable on this platform than on Instagram or Twitter. According to research, Facebook is not the best way to share information and ideas because it provides the least relevant information to its users (Utz, 2015). Facebook is primarily for entertainment, not education. However, if it is determined that a majority of an executive coach’s target audience has a professional presence on Facebook, it can be considered a useful social media platform. TikTok TikTok is a relatively popular social media platform. However, nearly 50% of users are under the age of 34 and almost one-third of users are between the ages of 10 and 19 (Omnicore, 2021). TikTok only allows users to post short videos with captions. This platform is primarily for entertainment and trends; not educational or informative content. Each social media platform has its own purpose and strengths. Choosing the platform that best meets you and your coaching practice’s needs ensures that your efforts are effective and reaching the right audience. Use hashtags Hashtags can help increase traffic to social media profiles by indicating the topic and type of material covered in posts. Executive coaches should use hashtags in their posts “to engage with larger conversations and to drive interest” (Co-Active, 2019). Social media users often search for topics using hashtags such as “coaching”, “quotes”, or “business.” It is estimated that an organization’s social media profile can increase post engagements by “50%” if they use hashtags (Slice, n.d.). It is important to note that hashtags don’t have equal importance across all social media platforms. On platforms other than Instagram, using too many hashtags can decrease post engagement. For example, posts on Twitter that have more than 2 hashtags experience a 17% decrease in post engagement (Since, n.d.). Because of this, it is recommended that on platforms other than Instagram (where up to 30 hashtags can be used) only 1 or 2 relevant hashtags should be used. Consistently post Effective social media profiles and accounts have consistent posting schedules. “When you post consistently, the algorithms will favor your posts and more people will see them” (Hopper, n.d.). Just like hashtags have their limits, it is important not to post too much and run the risk of spamming your audience. Having a posting schedule reinforces the character of the posting organization and increases audience engagement (Hopper, n.d.). When studying the top media groups and business brands, it was found that “the ideal number is between 5 – 10 posts per week as a brand” (SocialBakers, 2011). Other studies have indicated that Twitter posts should be made about 5 times per day (Lee, n.d.). It is also recommended that Facebook posts should be made only once a day, but not less than once per week (SocialBakers, 2011). Regardless of the platform, it is important to bring consistent content that is relative to the audience and coaching platform for greater interaction and connection building. “Content builds relationships. Relationships are built on trust. Trust drives revenue.” - Andrew Davis Interact with others One of the key functions of any social media platform is to socialize. Executive coaches can do this by commenting on others’ posts, responding to comments, and liking others’ posts as well. Doing this shows the targeted audience that the social media account is active and functioning. It also displays the character of the organization or executive coach as well. For example, executive coaches who respond to comments that criticize in a professional and kind manner would be seen as gracious and friendly by his/her audience. Executive coaches who continually engage with other’s posts show that they are connected in the coaching industry and are acknowledged by other executive coaches. Interacting with other’s social media posts is a great way for executive coaches to display their character and connections in the executive coaching industry. The main takeaway Social media is a powerful tool for executive coaches to use that can inspire meaningful conversations, increased connection, increased coaching practice visibility, and increased knowledge sharing. Executive coaches can effectively use social media by considering the needs of their coaching practice and their clients, using hashtags, consistently posting, and interacting with other’s posts. When executive coaches create their social media presence they have the ability to interact with others and share their knowledge and experience on a worldwide level. “Social media is here. It’s not going away; not a passing fad. Be where your customers are: in social media.“ - Lori Ruff Resources CoActive. (2019, May 29). Why Coaches should "Get Social" on Social Media: Co-Active Training. Retrieved from https://coactive.com/blog/why-coaches-should-get-social-on-social-media/ Hopper, T. (n.d.). Why Posting Consistently Matters on Social Media. Retrieved from https://www.teahhopper.com/blog/2018/11/15/why-posting-consistently-matters-on-social-media Kind, T., & Evans, Y. (2018). Social media for lifelong learning. Social Media in Medicine, 42-50. doi:10.4324/9781315619941-6 Myers, L. (2021, May 10). How Often To Post On Social Media: 2021 Success Guide. Retrieved from https://louisem.com/144557/often-post-social-media Molla, R. (2021, March 01). Posting less, posting more, and tired of it all: How the pandemic has changed social media. Retrieved from https://www.vox.com/recode/22295131/social-media-use-pandemic-covid-19-instagram-tiktok Oberlo. (n.d.). How Many People Use Social Media in 2021 [Updated Jan 2021]. Retrieved from https://www.oberlo.com/statistics/how-many-people-use-social-media Omnicore. (2021, August 11). TikTok by the Numbers: Stats, Demographics & Fun Facts. Retrieved from https://www.omnicoreagency.com/tiktok-statistics/ Slice. (n.d.). The Importance of Using #Hashtags to Drive Traffic. Retrieved from https://slicecommunications.com/blog/the-importance-of-using-hashtags-to-drive-traffic SocialBakers. (2011, April 19). How often should you post on your Facebook pages? Retrieved from https://www.socialbakers.com/blog/147-how-often-should-you-post-on-your-facebook-pages Statistica. (2021, August 09). U.S.: Average age of Instagram users. Retrieved from https://www.statista.com/statistics/398166/us-instagram-user-age-distribution/ Utz, S. (2016). Is LinkedIn making you more successful? The informational benefits derived from public social media. New Media & Society, 18(11), 2685-2702. doi:10.1177/1461444815604143 Copyright © 2021 by Arete Coach LLC. All rights reserved.